Agile methodologies have taken a prominent role in software development industries. However, its recognition in non-software environments of new product development has been slower, instigated by serious challenges such as the strong presence of traditional approaches. Stage-Gate methodology asserts itself as wellsuited and popular due mainly to its clear structure and milestones. Still, it limits a competitive response to meet (internal and external) pressures from a mounting complexity of new-product projects, faced by contemporary businesses. This dissertation replies to the potential of a hybrid approach to capitalize on the judicious strengths of both Stage-Gate and tailored agile components. Little literature has focused on the practicability of developing a pilot tool to cope with erroneous conceptions about agile and lack of focus on envisioning the process itself, which makes management doubtful and sceptical to hybrid transformation. We follow prescriptive analytics on recent research of hybrid models performance in reallife companies, in order to predict the dominant prerequisites to adopt agile in nonsoftware companies with deep-rooted traditions. As result, we describe a four-phase framework to determine the decision on the adoption of a hybrid approach. It captures four main interrelated fields: 1) evaluation of the project’s potential complexity; 2) identification of project’s critical factors; 3) selection and fitting of tailored agile practices/tools; 4) definition of strategies to achieve agility. The designed solution, although limited to a systematic review, might persuade, assist and guide practitioners in deciding and preparing the integration of agility. Meanwhile, it uncovers patterns that motivate a hybrid adoption, encouraging researchers to empirically explore the magnitude/value of such tool in the decisionmaking process and the strategic and tactical benefits delivered by it.
- New product development
- Project complexity