The authors of Risks of Rapid Application Development lead off their discussion with this salient point (Agarwal, Prasad, Tanniru, & Lynch, 2000). They argue that management should not force the change through the organization but rather build a cultural shift that is accepting of what the process is looking to accomplish (Agarwal, Prasad, Tanniru, & Lynch, 2000). Ensuring that their is top down support doesn’t guarantee success however, without the support of management the process will not receive the necessary momentum that is needed to have it permeate throughout the organization. Similarly, in the article Agile Adoption Case Study, Pains, Challenges & Benefits, the authors also echo the need to have management support to help ensure the
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The authors identified three characteristics which could contribute to increased usage of the RAD methodology. The characteristics consisted of 1) perception of increased improvements over current state, 2) simplicity of utilization, and 3) compatibility of the new process with current state (Agarwal, Prasad, Tanniru, & Lynch, 2000). If these three measures were present, then the developing the right culture could be achieved. In order to accomplish this, the authors focused on team member experience as a measure of learning capabilities. It was rationalized that team members with deep domain experience with traditional systems would be the most resistance to change (Agarwal, Prasad, Tanniru, & Lynch, 2000). To combat this, team members with experience with innovative technologies were sought after. Based on research conducted by the authors, it was determined that individuals who were more inclined to demonstrate an interest in new technologies, would be more willing to embrace a new solution and become the internal champion for the organization (Agarwal, Prasad, Tanniru, & Lynch,
The authors identified three characteristics which could contribute to increased usage of the RAD methodology. The characteristics consisted of 1) perception of increased improvements over current state, 2) simplicity of utilization, and 3) compatibility of the new process with current state (Agarwal, Prasad, Tanniru, & Lynch, 2000). If these three measures were present, then the developing the right culture could be achieved. In order to accomplish this, the authors focused on team member experience as a measure of learning capabilities. It was rationalized that team members with deep domain experience with traditional systems would be the most resistance to change (Agarwal, Prasad, Tanniru, & Lynch, 2000). To combat this, team members with experience with innovative technologies were sought after. Based on research conducted by the authors, it was determined that individuals who were more inclined to demonstrate an interest in new technologies, would be more willing to embrace a new solution and become the internal champion for the organization (Agarwal, Prasad, Tanniru, & Lynch,