Agile customer engagement
Geir Kjetil Hanssen, Tor Erlend Fægri · 2006
In this longitudinal case study we have followed a small software product company that has turned from a waterfall-like process to evolutionary project management (Evo). The most prominent feature of the new process is the close engagement of customers. We have interviewed both internals and customers to investigate the practicalities, costs, gains and prerequisites of such a transition. We have gathered data from a period of two years covering four consecutive release projects using the new process and analyzed the material in detail. Our findings implicate that close customer engagement does give certain benefits but that it comes with a cost and needs careful attention to management.