scholarly journals Agile-Stage-Gate Approach: Exploratory Research on the Structure, Roles, and Responsibilities

2021 ◽  
Vol 8 (1) ◽  
pp. 39-90
Author(s):  
Ali Eljayar ◽  
Jeff S Busch
Keyword(s):  
Project Management ◽  
Product Development ◽  
New Product Development ◽  
Hybrid Approach ◽  
Exploratory Research ◽  
New Approach ◽  
Roles And Responsibilities ◽  
Software Products ◽  
And Performance ◽  
Fixed Structure

One of the most prominent methodologies gaining recognition in recent years is the Agile-Stage-Gate approach. The relatively new hybrid model is a combination of the Stage-Gate and the Agile-Scrum models. Several companies already using the Stage-Gate process have recently adopted the Agile-Stage-Gate approach to improve product development and project management. However, each of these companies has added their adjustments and modifications to the new approach in order to accommodate their specialized needs and to achieve the goals that are unique to their company. Therefore, no fixed structure or standardized features have been explicitly assigned to this hybrid approach. Instead, each company has added on different features and manipulated the new approach to fit whatever needs arise from moment to moment. This ambiguity leads to the question of whether the structure, roles, and responsibilities of this new approach can be defined and if so, how these clear and consistent definitions can improve productivity, efficiency, communication and market response time. The purpose of this study is to explore the structure, roles, and responsibilities within this new approach and to identify patterns that emerge during the product development and project management processes. The research questions presented were administered and examined through a qualitative survey. Fifty-two complete responses were collected from experienced individuals who have varying degrees of experience with the Agile-Stage-Gate approach. These findings revealed many similarities and differences between the structure, roles, and responsibilities of this approach, which were also dependent on the product and project type being considered. The most apparent similarities between roles and responsibilities were found in the case of software products and new product development projects. The Agile-Stage-Gate approach has also had a significant and undeniable impact on team communication and performance and was shown to improve overall quality and productivity. Keywords: agile, stage-gate, customer, scrum, sprint, hybrid, ideation, combination products, backlog, retrospective

Control of project data and team satisfaction as results of PMO effort in new product development projects

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sanderson César Macêdo Barbalho ◽  
Gladston Luiz Silva
Keyword(s):  
Project Management ◽  
Product Development ◽  
New Product Development ◽  
Portfolio Management ◽  
New Product ◽  
Success Factor ◽  
Content Type ◽  
Team Satisfaction ◽  
Project Data ◽  
And Control

PurposeThis paper aims to explore how new product development (NPD)-based project management offices (PMOs) work, their drivers to deliver performance and their project success impact.Design/methodology/approachThe study used a survey of 35 Brazilian and multi-national companies that identified the effort to perform a list of PMO functions, some PMO drivers in the company and five project performance perception indicators. The authors apply a specific set of statistics to uncover the relations between these dimensions of interest.FindingsThe factorial analysis allows us to find the main functions influencing each other. The project teams’ perception of project management (PM) performance is suggested as a success factor that drives PMOs when working on portfolio management issues, managing project files and promoting PM over the company.Practical implicationsThis paper contributes to a contingency approach for designing a project machine involving PMOs to support NPD projects. Managers can set the most suitable PMO functions avoiding mimicry when structuring their NPD efforts.Originality/valuePMOs have impacted team satisfaction and control of project data but not indicators related to triple constraints.

Globalised Adoption of Knowledge Management in New Product Development: A Conceptual Framework from Project Management Perspective

2021 ◽  
Vol 12 (1) ◽  
pp. 37-37
Author(s):  
Bak Aun Teoh ◽  
Wei Hong Ling ◽  
Amlus Ibrahim
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Product Development ◽  
New Product Development ◽  
Success Factors ◽  
Market Competition ◽  
New Product ◽  
Development Project ◽  
Team Members ◽  
The Impact

The growth in new knowledge and technology has substantially increased the complexity of the projects that is strongly influencing the time, cost, and quality of the project management. Due to the volatility of the current market, the effectiveness of knowledge management (KM) could reduce the project uncertainties, project life cycle costs, and risks of new product development (NPD). Since NPD is regarded as the key to innovation due to its strong connection between the knowledge and core competence, the ways how the knowledge will be captured, created, and shared among the project teams is important to remain competitive in today's business and market competition. Hence, the modes of how they are created and shared between the project team members as well as the impact of KM towards NPD will be discussed in this paper. KM are normally created and transferred through the conversion between explicit and tacit knowledge, which can be further applied into the project management. Furthermore, the existing knowledge of the organisation can be evaluated by the actions of decision makers, hence, it is undoubted that a better knowledge can lead to measurable efficiencies in production and product development. The key success factors of KM that have been implemented will be discussed in this paper as well, which help to increase the probability of project success. Keywords: New Product Development; Project Management; Knowledge Management; Globalisation

Usage of ICT Tools in New Product Development

2010 ◽  
pp. 76-91 ◽  
Author(s):  
Kristina Risom Jespersen ◽  
Nuka Buck
Keyword(s):  
Product Development ◽  
New Product Development ◽  
User Involvement ◽  
New Product ◽  
Performance Expectations ◽  
Strategic Emphasis ◽  
Innovative Climate ◽  
The Social ◽  
Ict Tools ◽  
And Performance

Involvement of users in new product development is needed more than ever due to the technological and the social progression in recent years. Usage of ICT tools is one approach forwarded in literature discussing user-involvement. This chapter explores the antecedents of ICT usage in NPD. We utilize five groups of factors: innovative climate, strategic emphasis on ICT tools, ICT champions, competencies and performance expectations. To this end three case studies were conducted. The case findings demonstrate that the most significant antecedents for sustained user-involvement in NPD with ICT tools are strategic emphasis, competencies and the type of ICT champion.

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