Gartner Research


Published: 11 April 2023



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  • すべてのソフトウェア・エンジニアリング・チームがアジャイル・プラクティスを採用するわけではない。作業方法の異なるチームでは、効果的な協業が困難である。Gartnerには、「アジャイル・チームと非アジャイル・チームはどのように連携できるか」という質問が寄せられる。

  • ソフトウェア・エンジニアリング・リーダーの中には、継続的なプロダクト・デリバリとは相いれないガバナンスや管理のプラクティスに制約を受けている者もいる。Gartnerには、「ステークホルダーのプラクティスが従来型である場合、どのようにアジャイル・プロダクト・デリバリを適用できるか」という質問が寄せられる。

  • サイバー・フィジカルな製品を生産する企業もあるが、物理的なモノの作成プロセスとソフトウェアの作成プロセスは一致しないため、プロセス全体が非効率になる。Gartnerは、「サイバー・フィジカル製品のソフトウェア・コンポーネントを作成する際に、アジャイルな方法でエンジニアリング作業を行うにはどうすればよいか」という質問を耳にする。



  • アジャイルと非アジャイルのチーム間の依存関係を予測・特定し、それぞれのチームが独自の方法で作業できるようにすることで、チームのペースを調整する。

  • 価値の成果に関して共通の目標を設定し、既存プロセスに適応させるために、ガバナンスおよび管理のステークホルダーと協力する。

  • モデル・ベースのシステム・エンジニアリング (MBSE) やセット・ベースの設計などのプラクティスを採用することで、デジタル・エンジニアリング能力を構築する。

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Harutoshi Katayama

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