Abstract

Overview:

Agile project management aims to increase the flexibility of product development processes through increased interaction among project stakeholders. Since its introduction in the software industry 20 years ago, Agile project management has progressively spread to other contexts, even though large-scale organizations seem to struggle to switch toward Agile-only practices. In these contexts, we see an integration of the traditional Stage-Gate project management, focused on planning and validation, with Agile, focused on responsiveness and flexibility. Although it’s effective, the Agile–Stage-Gate hybrid model is not easy to adopt, as it requires a clear alignment between the project team, the organizational objectives, and the project implementation. We collected interview data from eight Agile coaches experienced in Agile implementation in non-software industries. We identified practical actions that practitioners can use to manage the challenges connected to the implementation of hybrid models. These corrective actions can be grouped at three levels: integration aspects, cultural change, and perceptions of the Agile methodology.

中文翻译：

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管理混合组织：敏捷与传统项目管理如何共存？

摘要

概述：

敏捷项目管理旨在通过项目利益相关者之间更多的互动来提高产品开发流程的灵活性。自20年前将其引入软件行业以来，即使大型组织似乎在努力转向仅采用敏捷的实践，敏捷项目管理也已逐渐推广到其他环境。在这些情况下，我们看到了传​​统的Stage-Gate项目管理（侧重于计划和验证）与Agile（注重响应性和灵活性）的集成。尽管有效，但敏捷-阶段-门混合模型并不容易采用，因为它需要项目团队，组织目标和项目实施之间的明确协调。我们从八位在非软件行业实施敏捷的经验丰富的敏捷教练那里收集了访谈数据。我们确定了从业人员可以用来应对与实施混合模型有关的挑战的实际行动。这些纠正措施可以分为三个级别：集成方面，文化变革和对敏捷方法的理解。