Agile–Stage-Gate for Manufacturers
Agile–Stage-Gate for Manufacturers
复制标题
敏捷——制造商的阶段关口
DOI：
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发表时间：
2018
期刊：
影响因子：
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通讯作者：
A. F. Sommer
中科院分区：
文献类型：
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作者：
R. Cooper;A. F. Sommer
概述：从软件行业借鉴的敏捷开发方法现在被少数制造公司用于开发物理产品。敏捷方法，包括时间限定的冲刺、每日站立会议、早期演示和回顾，通常嵌入到现有阶段门系统的某些或所有阶段中。这篇文章介绍了6个大型公司试验敏捷-阶段-闸门混合模式的案例研究。这些结果表明，这些努力的早期成果是相当积极的；一些公司报告说，在上市时间和开发生产力方面都有了显著的改进，对不断变化的市场条件和客户需求的响应速度也更快，项目团队的士气也更高。然而，他们也发现了在实施敏捷-阶段-门混合方案时面临的许多挑战，包括解决管理层的怀疑，为现场专门团队找到所需的资源，以及处理不稳定的产品定义和开发计划。根据案例公司的经验，我们提出了实施混合产品开发系统的建议。
OVERVIEW: Agile development methods borrowed from the software industry are now being used by a handful of manufacturing firms for the development of physical products. Agile methods, which include time-boxed sprints, daily stand-up meetings, and early demos and retrospectives, are typically embedded within some or all of the stages of an existing Stage-Gate system. This article presents six case studies from major firms experimenting with Agile–Stage-Gate hybrids. These results show that early outcomes of these efforts are quite positive; some firms report significant improvements in both time to market and development productivity, as well as faster responses to changing market conditions and customer needs and higher project team morale. However, they also identified many challenges in implementing Agile–Stage-Gate hybrids, including addressing management skepticism, finding the needed resources to field dedicated teams, and dealing with fluid product definitions and development plans. Based on case firms’ experiences, we provide recommendations for implementing a hybrid product development system.