Agile vs. Traditional Approach in Project Management: Strategies, Challenges and Reasons to Introduce Agile

Ćirić, Danijela; Lаlić, Bojаn; Gračanin, Danijela; Tasić, Nemanja; Delić, Milan; Medić, Nenad

doi:10.1016/j.promfg.2020.01.314

Cited by 45 publications

(36 citation statements)

References 7 publications

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“…So-called traditional approaches can be seen as structured and sequential, but these terms do not reflect the complexity of contemporary product-service design and development projects. Projects in which the goal is clear but the solution is unclear benefit from the use of agile approaches [17,18]. Agile development [19] and human-centered innovation are non-rigid approaches, which have inspired and progressed design thinking [20,21].…”

Section: Introductionmentioning

confidence: 99%

Realization of Agile Methods in Established Processes: Challenges and Barriers

2021

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This paper presents an explorative study and the results of 17 interviews with informants from different companies. Its purpose is to identify the challenges associated with implementing agile methods along with the established procedures for early design. The study exemplifies project leaders’ experiences and implementation efforts. As leaders of design projects, they have proposed the use of a new method that involves teams engaging in testing and evaluation, which aids in the understanding and introduction of change initiatives. The challenges that are identified are as follows: (1) a lack of approval not only from top managers but also from critical peers; (2) an unprepared organization that did not allow teamwork; and (3) a lack of specific company success factors to support new methods.

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Section: Introductionmentioning

confidence: 99%

Realization of Agile Methods in Established Processes: Challenges and Barriers

2021

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“…For example, the Project Management Body of Knowledge (PMBoK) standard [8], from the Project Management Institute (PMI), focused more on the technical aspects, by providing information on the processes that can be carried out for effective management, and proposes different useful tools and techniques, which need to be adapted to the particular context of each project. On the other hand, the IPMA Competence Baseline (ICB) [19], developed by the International Project Management Association (IPMA), has a particularly focus on social and human aspects, by identifying the competences of those who lead and manage a project, which are grouped in contextual, behavioral, and technical competences [20].…”

Section: Introductionmentioning

confidence: 99%

“…There are two main approaches to project management: the 'traditional' approach and the agile approach [20]. The 'traditional' approach can be applied to any project environment; however, in situations where projects involve volatility of requirements, a high degree of uncertainty of change, ambiguity, and a complex project environment, the 'traditional' approach presents difficulties in responding effectively [21].…”

Section: Introductionmentioning

confidence: 99%

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Using Agile Project Management in the Design and Implementation of Activity-Based Costing Systems

2020

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The success of a costing system is dependent on its appropriation and assimilation by the organization. The involvement of all stakeholders from the early stages of design and implementation plays a critical role in this process. In this paper, the use of agile project management is investigated to support the design and implementation of more effective costing systems. A Design Science Research approach was followed to apply an agile project management approach—the Scrum methodology—to the design and implementation of an Activity-Based Costing (ABC) system in a hospital imaging service. The proposed methodology identifies the roles, the events, and the most important artifacts in the design and implementation of costing systems. Research results show that applying agile project management principles contributes to a higher degree of acceptance of the costing system by the operating personnel, as well as by top management. It was also found that a simpler model (result of sprint 5), instead of a more detailed one (proposed for sprint 4), may better fit the interests of the decision makers and the organization’s accounting and information systems. Thus, the best costing system is not necessarily the most complete or accurate, but the one that is most useful and adapted to the organization’s needs. The definition of the product backlog, the several sprints, and the iterative process were critical in this process. The adoption of the Scrum methodology allowed the design and implementation of an ABC system more adapted to the organization’s needs and allowed the early identification of problems that, traditionally, are only perceived at the end of the implementation process, therefore increasing the performance and economic sustainability of organizations.

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“…From this, it can be concluded that agile is a mindset with a focus on the customer and on iterative development, both of which increase the transparency and the continuous enhancement of processes. [62] Ciric et al evaluate the introduction of agile project management versus traditional project management in both software and non-software developing forms of organization [63]. The advantage of agile techniques is the adaption of products and business models to complex and rapidly changing business conditions.…”

Section: Relation Of Dh Scopesmentioning

confidence: 99%

A Comprehensive Framework and Associated Methodology for the Design, Operative Planning, and Operation of District Heating Systems to Facilitate the Transition Towards a Fully Renewable Heat Supply

Lorenzen¹

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District heating systems (DHSs) are a mature technology for an efficient heat supply in cities. In the context of the climate crisis and the related goal of a decarbonized heating sector, DHSs play an ambivalent role. As existing DHSs are mostly based on fossil fuels, they are part of the problem. However, as they can also integrate renewable heating plants, DHSs offer a great potential to support the transition towards a fossil-free heat supply.This transition is hindered by several barriers. For example, low supply temperatures are needed for the economically efficient integration of renewable heating plants. However, since existing fossil heating plants marginally benefit from a reduction of the temperature, a lock-in effect to the established business models exists. In the current research, resolving the barriers is focused either on individual solutions for specific issues or on heat strategies for a general level. Since the barriers are strongly interrelated, district heating (DH) companies require a systemic transition methodology for their specific activities in the different fields of planning and operation. Since such a transition methodology is identified as lacking in the literature, this thesis aims to develop a comprehensive methodology that facilitates the transition in an economically efficient way.To develop such a transition methodology, this thesis introduces a framework approach that combines new and existing independent concepts and that is built on a newly developed structure of eight "DH scopes." These DH scopes classify the activities in the different fields of DH concerns. To address the planning and operation activities in DH companies, these activities are integrated into the new "framework" that is classified according to the three DH scopes "design," "operative planning," and "operation." The framework summarizes the related activities according to processes and links them using technical and economic mechanisms. These mechanisms are considered in such a way that all activities are incentivized iii in the often-stressful times. I would like to thank my friends Sarah and Michael for their feedback on the dissertation at an earlier stage.Finally, I would also like to thank my family for their support. Particularly, I want to say thank you to my parents, who have always supported me. Especially during the height of the pandemic, they supported me mentally by making certain "demolition activities" possible.Thank you all very much! Now I hope that you enjoy reading and browsing through this dissertation,

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Agile vs. Traditional Approach in Project Management: Strategies, Challenges and Reasons to Introduce Agile

Cited by 45 publications

References 7 publications

Realization of Agile Methods in Established Processes: Challenges and Barriers

Realization of Agile Methods in Established Processes: Challenges and Barriers

Using Agile Project Management in the Design and Implementation of Activity-Based Costing Systems

A Comprehensive Framework and Associated Methodology for the Design, Operative Planning, and Operation of District Heating Systems to Facilitate the Transition Towards a Fully Renewable Heat Supply

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