دانلود رایگان مقاله لاتین مدل کسب و کار و توسعه محصول از سایت الزویر
عنوان فارسی مقاله:
مدیریت گذار به مدل جدید کسب و کار سریع و توسعه محصول: درس های سیستم سیسکو
عنوان انگلیسی مقاله:
Managing the transition to the new agile business and product development model: Lessons from Cisco Systems
سال انتشار :2016
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بخشی از مقاله انگلیسی:
3.1. Challenge #1: Helping the transition to the agile development method
It is often difficult for business unit leaders and engineering teams to give up their old mindset and habits and adopt the new behaviors required by the agile development method. To address this challenge, Cisco established a dedicated corporate Agile Tiger Team (ATT) to assist business units and engineering teams making the transition. The ATT focuses on the following assessment and transition tasks. 3.1.1. Benefit assessment When identifying business units for transition to an agile method, the ATT first works with business units to evaluate the potential benefits of adopting agile processes. Identifying benefits is a crucial step to get the buy-in and collaboration from business units to initiate and sustain the transition to the agile method. In general, the ATTobserved that transition to agile development brings the greatest benefits in three areas: time to market, customer satisfaction, and employee engagement. Because of the value added in these areas, the ATT focused on three broad assessment questions: First, will the transition to an agile development process help the business unit reduce the time it takes to bring new products to market? Second, will the transition significantly help the business unit develop the right products to meet customer needs? And third, will the transition increase employee engagement and morale? Only business units that can fully benefit from the transition are good candidates for adopting the agile method. In addition, Cisco’s experience also shows that it is not enough to clarify the potential benefits associated with transitioning to the agile method; it is also important to clearly communicate such benefits to mid- to low-level managers and to engineering teams.
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کلمات کلیدی:
[PDF]Agile Product Development at Cisco: Collaborative, Customer ... https://www.cisco.com/c/dam/en/us/products/.../agile_product_development.pdf collaboration business during its shift to Agile. ... executives brought in new senior leaders with deep Agile expertise to guide, coach, and promote the ... Currently, 85 percent of product teams in CCG organizations targeted for Agile transition. From Waterfall to Agile: A Product Manager Transition - Mind the Product www.mindtheproduct.com/2016/02/waterfall-agile-product-manager-transition/ Feb 16, 2016 - Ramon Guiu shares his journey from waterfall to agile product ... This same Waterfall model was later adopted for software product development as a familiar working model. ... The introduction of these new project management principles has had a ... I was the first Product Manager to join the company. Reengineering: Leveraging the Power of Integrated Product Development https://books.google.com/books?isbn=0471132004 V. Daniel Hunt - 1993 - Business & Economics Leveraging the Power of Integrated Product Development V. Daniel Hunt ... The second point that agile manufacturing underscores is that business leaders ... points for developing an agility- focused strategy are summarized below:3 □ A new ... has a large stake in the success of business in making the transition to agility. An operating model for company-wide agile development | McKinsey ... www.mckinsey.com/business.../an-operating-model-for-company-wide-agile-develop... Organizations are succeeding with agile software and product development in ... a business request for a new website feature can kick-start a development ... Class 14 Product Development Methodologies: Readings and Study ... https://canvas.stanford.edu/courses/52030/assignments/57565 This migration is driven by the shift to Agile development. ... Managing the Transition to the New Agile Business and Product Development Model: Lessons from ...
