دانلود رایگان مقاله مدیریت انتقال به تجارت و مدل توسعه محصول جدید

Abstract

Through an in-depth case study of Cisco Systems, this Executive Digest findsthat companiesface two broad challenges when transitioning to the agile product development model. The first is identifying and helping business units and engineering teams adopt this method; the second is developing new management practices that are compatible with and can sustain the agile development practices. Although extant literature has conducted many analyses on these two challenges, there still exist gaps in the research of the agile development method. Herein, we explore how Cisco Systems addressed these two challenges followed by a discussion of the broad implications of adopting the agile development method. This research deepens our understanding of how to adopt and lead the agile development process

4. Conclusion

The Cisco experience suggests that when companies change to the agile development process, they need to tackle two major challenges. The first is to help teams or business units within the company to make the transition, and the second is to develop new management practices that can support agile development method. We summarize these lessons in Figure 2. Besides the key learnings summarized in Figure 2, we next highlight a few other implications of adopting the agile development method. Our study shows that companies need to take a holistic, systematic approach to handling the transition to the agile development method. Although this research focuses on the experience of Cisco, a large company, it also sheds light on the challenges of adopting agile development practices by small to medium-size companies. For example, as discussed earlier, companies need to recruit the right customers to help steertheir agile development process;talking to the wrong collaborative customers can lead to costly detours for the company. On the other hand, only a small subset of customers is qualified to serve as early collaborative customers. This dilemma presents challenges for small to medium-size companies. Small customer pools and limited resources will reduce their ability to find the right early collaborative customers. This type of challenge could be especially true for small to medium-size companies in B2B space where the customer base tends to be more limited and more relationships would be required to recruit collaborative customers.