ABSTRACT
This study reports an empirical analysis of a hybrid management framework combining agile project management and stage-gate model implemented in a technology-driven project. The results indicate positive impact on the project and product development performance and suggest that combining these two approaches to balance stability with flexibility is a potential solution for managing innovation projects in high technology-based companies. The evidence indicated critical aspects to be considered, such as the proper diagnosis of organizational factors and implementation of practices, and the alignment of agile project tools (e.g., visual boards) with traditional information systems used in the stage-gate process.
Conclusions, limitations and future work
This research combines stage-gate model and APM practices in a technology-based product development project. The contribution relies on empirical evidence that supports the current debate regarding the benefits of combining different management approaches, for example, stage gates and agile management, to create a hybrid framework for some specific types of projects. Regarding RQ1, the evidence collected in this case points to the possibility of combining stage-gate models with agile management practices. Moreover, according to the research participants, the adapted framework adhered to some of the key principles from the APM literature, which is positive evidence to answer RQ2. This is relevant to support the development of hybrid models combining stage-gate and APM practices, tools, and techniques to expand the use of agile methods beyond the software industry. The results demonstrated that the hybrid framework contributed to several aspects of project and product development performance, that is, information accuracy, commitment, and leadership (RQ3). We believe that similar project environments and organizations could experience similar improvements by properly adapting and combining stagegate models with agile practices. However, although there are positive results in the overall project and product performance, some critical questions arose. For instance, what are the critical factors/characteristics of the team, project environment, and organization that will favor the use of APM practices, tools, and techniques? Some of these critical factors may include team characteristics, people competencies, organizational culture, structure, and available resources, technology uncertainty, and market characteristics.
