Something to believe in

Jeff Honious; Jonathan Clark

doi:10.1109/AGILE.2006.47

Something to believe in

Jeff Honious, Jonathan Clark

Research output: Chapter in Book/Report/Conference proceeding › Conference contribution › peer-review

7 Scopus citations

Abstract

Reed Elsevier implemented a "learn by doing" strategy and a managed approach to enable a large organization in an agile development process. CEO support and the promise of the benefits the process would yield were critical success factors. Picking the right project, assembling a strong team, and partnering with experts were all key in delivering on the promise. The appointment of a dedicated person accountable for the successful enablement was essential. During the journey, important lessons were learned about integrating User-Centered Design, managing release plans, and working with other teams. In addition, a stage-gate governance model was overlaid on the agile development process. This not only gave the business the means to manage investment but also provided an effective avenue for familiarizing senior management with agile principles.

Original language	English
Title of host publication	Proceedings - AGILE Conference, 2006
Pages	203-210
Number of pages	8
DOIs	https://doi.org/10.1109/AGILE.2006.47
State	Published - 2006
Externally published	Yes
Event	AGILE Conference, 2006 - Minneapolis, MN, United States Duration: Jul 23 2006 → Jul 28 2006

Publication series

Name	Proceedings - AGILE Conference, 2006
Volume	2006

Conference

Conference	AGILE Conference, 2006
Country/Territory	United States
City	Minneapolis, MN
Period	07/23/06 → 07/28/06

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10.1109/AGILE.2006.47

Cite this

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title = "Something to believe in",

abstract = "Reed Elsevier implemented a {"}learn by doing{"} strategy and a managed approach to enable a large organization in an agile development process. CEO support and the promise of the benefits the process would yield were critical success factors. Picking the right project, assembling a strong team, and partnering with experts were all key in delivering on the promise. The appointment of a dedicated person accountable for the successful enablement was essential. During the journey, important lessons were learned about integrating User-Centered Design, managing release plans, and working with other teams. In addition, a stage-gate governance model was overlaid on the agile development process. This not only gave the business the means to manage investment but also provided an effective avenue for familiarizing senior management with agile principles.",

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AB - Reed Elsevier implemented a "learn by doing" strategy and a managed approach to enable a large organization in an agile development process. CEO support and the promise of the benefits the process would yield were critical success factors. Picking the right project, assembling a strong team, and partnering with experts were all key in delivering on the promise. The appointment of a dedicated person accountable for the successful enablement was essential. During the journey, important lessons were learned about integrating User-Centered Design, managing release plans, and working with other teams. In addition, a stage-gate governance model was overlaid on the agile development process. This not only gave the business the means to manage investment but also provided an effective avenue for familiarizing senior management with agile principles.

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DO - 10.1109/AGILE.2006.47

M3 - Contribución a la conferencia

AN - SCOPUS:34247561920

SN - 0769525628

SN - 9780769525624

T3 - Proceedings - AGILE Conference, 2006

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BT - Proceedings - AGILE Conference, 2006

T2 - AGILE Conference, 2006

Y2 - 23 July 2006 through 28 July 2006

ER -

Something to believe in

Abstract

Publication series

Conference

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