Copes with uncertainty
Responds quickly to
changing customer
needs
Builds in voice of
customer
Each stage contains a
set of known success-
drivers and tasks, such
as VOC studies, fact-
based product
definition, robust front-
end homework
Value individuals over
processes, working
software over complete
documentation,
collaboration over
contracts, and flexibility
over planning
Better and more
visually intuitive
progress metrics for
management
BLENDING AGILE AND
Improved customer
feedback
Agile offers greater
efficiency and focus
individual member of
the development or
project team.
process manager, called
the “scrum master”,
a servant-leader and
facilitator of the project
team whose role is to
support the team as
they undertake each
sprint
three roles
“product owner”, who is
responsible for
the product backlog
(the product
requirement): the
owner is not a pro-
ject team member per
se, but works closely
with the development
team
to ensure that the right
product requirements
are built into the
sprints
While the elements of
the
system are useful,
experience suggests
that they do not bring
significant
performance
improvement unless
they are employed
together and with
the appropriate change
in the “way of working”.
a series of “build-test-
feedback-
and-revise” iterations,
usually several months
apart, to confirm the
product's design with Something that can be
the customer and to get demonstrated
the product right, in
spite of fluid market
conditions and
changing customer
requirements
difficulties in
linking project teams to
the rest of the
organization
a sense that the system
was still too
bureaucratic
and ambiguity
AGILE-STAGE-GATE HYBRID
Deal with resourcing
MODEL issues
Improve within-team
communication
Breaks the idea-to-
launch process into a
series of 5 or 6 stages or
phases
STATE-GATE APPROACH
Stage-Gate is a
comprehensive idea-to-
launch system and
a macroplanning
process
A set of values and
principles
AGILE APPROACH
Agile is a microplanning
project
management
methodology
Better internal team
communication
More efficient planning,
based on early
customer feedback on
the really
important product
features
STAGE-GATE Improved morale on the
project team
Stage-Gate provides a
means to coordinate
with other development
teams and
communicate
with functions such as
marketing and senior
management
“sprint”: this is a time-
boxed work
effort lasting between
two and four weeks,
where a small part of
the
project is executed
“daily scrum” or daily
stand- up. This is a
short meeting, where
the project team meets
at the start of each day
for
The three artefacts
10–15 min to review
updates
“retrospect meeting” at
the end of the sprint.
The purpose of this
meeting is not to review
the sprint's results (this
is
done in the sprint
review), but for the
team members to
improve how
the team functions.
AGILE-STAGE-GATE FOR
MANUFACTURERS
customer requirements,
needs, wants and
preferences
“product backlog”, Firms in some
which is the Agile industries employ user
equivalent of the stories in their product
traditional product backlog. Rather than
definition requirements for the
or requirements product, user stories
specifications. describe
how users will engage
with the final product
and how it fulfils the
three tools user's
needs in practice
“sprint board” or “to-do”, “doing” and
kanban board “done”
displays the number of
“burn-down days in the sprint
chart” versus
activities finished
include anything
tangible that can
be reviewed by an
CUSTOMIZING AGILE-
expert. For example,
STAGE-GATE FOR
Defining a done sprint the results of a market
MANUFACTURED
study or
PRODUCTS
technical feasibility
analysis would count as
a “done sprint”.
difficulty of finding
dedicated team
members
DIFFICULTIES APPLYING
AGILE-STAGE-GATE TO
mismatches
B2B PRODUCTS
between the
requirements of Agile
and the company's
reward system