Agile vs traditional project management approaches

Zavyalova, Elenа K.; Sokolov, Dmitri; Lisovskaya, Antonina

doi:10.1108/ijoa-08-2019-1857

Cited by 32 publications

(18 citation statements)

References 56 publications

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“…Agile development has become a well-established approach for software development [29], and digital platforms have increased the formation of virtual teams [18,35]. The agile teams included in this research transitioned from a physical to a virtual work environment in March 2020.…”

Section: Discussionmentioning

confidence: 99%

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The Effects of Virtuality on Agile Development

Stendal¹,

Iden²,

Rostrup³

et al. 2022

Proceedings of the Annual Hawaii International Conference on System Sciences

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In this article, we explore how agile development teams are affected by transition from physical to virtual agile teamwork. To this end, we examined three agile teams at a software company, which due to Covid-19 had to change from working in a shared office space to individual home offices. We find that virtual work affects agile development in that there are fewer interactions, more written communication, more formalized relationships, and increased use of documentation. Furthermore, we find that virtual agile teams need a different style of team management. In light of this, we discuss whether a virtual context is compatible with agile development, or whether the form of work is affected so much that it no longer can be considered agile.

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Section: Discussionmentioning

confidence: 99%

“…The goal is to ensure transparency and closeness, which is important for a team that collaborates to meet short deadlines [1]. Informal relations intend to contribute to good information sharing and ensure continuous understanding within the team about tasks to be completed during each sprint [7,29].…”

Section: From Informal To Formal Relationsmentioning

confidence: 99%

The Effects of Virtuality on Agile Development

Stendal¹,

Iden²,

Rostrup³

et al. 2022

Proceedings of the Annual Hawaii International Conference on System Sciences

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“…Their natural feature is the lack of possibility of precise planning of the entire project, which in turn is related mainly to uncertainty in determining ways of achieving project objectives. Therefore, these methods have found many supporters especially in projects of an innovative nature, with a defined objective but unknown or uncertain ways of achieving it [56][57][58][59][60]. However, it is worth noting that projects implemented using agile methods are more and more common, where both the objective and the ways of achieving it are undefined, and the research covers both successful and unsuccessful implementation of the project [11,61,62].…”

Section: Theoretical Foundations Of Agile Methodsmentioning

confidence: 99%

The impact of identified agility components on project success—ICT industry perspective

2023

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Context The complexity of modern economic processes, along with the pressure from competition, the increasing client expectations and the need to introduce changes in the course of project implementation have led to a great interest in agile management methods. Therefore, the answer the question whether the implementation of an agile approach to project management can contribute to the project success is gaining relevance in a changing and inconsistent environment. Objective This study attempts to answer the question which aspects of agility and in what manner can influence the final outcome of project work? The underlying objective of the study was to identify the conditions and success factors of implemented projects. Method This paper presents the results of a survey conducted in companies in ICT sector. For this purpose, a number of reports and materials provided by organisations and associations dealing with project management issues, in particular ICT projects, were analysed, complemented with data obtained from statistical offices and financial institutions. For the purposes of the own study, an original questionnaire was developed to identify critical factors for project success, in particular the defined agile components. Results On the basis of the conducted survey it can be concluded that the presence and high level agility is conducive to successful projects. It is the high level of agility supporting project activities that is essential for success. Of no less importance are the people and interactions between them, as well as self-organising teams. They are crucial for a positive evaluation of the project activities. Conclusions Identification of the relationship between selected agility components and project success components allowed recommendations for solutions and attitudes that increase the chances of success in project management to be formulated. The synergy of individual agile components applied that increases the chances for project success.

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“…The project HRM involves processes like planning project HRM and acquiring, developing and Modelling human resource dimension managing project teams (PMI, 2013). It is essential to ensure a good fit between a company's project management approach and HRM architecture (Zavyalova et al, 2020).…”

Section: Human Resource Management In International Projectsmentioning

confidence: 99%

Modelling human resource dimension of international project risk management

Dandage¹,

Rane²,

Mantha

2021

JGOSS

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Purpose Project risk management (PRM) and human resource management (HRM) are the two critical success factors (CSFs) for international project management. This paper aims to correlate these two CSFs, identify the human resource (HR) barriers, develop a hybrid model for risk management and develop strategies to overcome the HR barriers to effective risk management in international projects. Design/methodology/approach In total, 20 key HR barriers have been identified through a literature survey and verified by project professionals. These HR barriers are ranked according to their ability to trigger other barriers by analysing their interactions using the decision-making trial and evaluation laboratory (DEMATEL) method. Based on Ulrich’s revised model for HR functions, a hybrid framework for international PRM has been proposed. Findings DEMATEL analysis categorized nine barriers as cause barriers and 11 as affected barriers. The “PROJECTS” model proposed for HR strategy development suggests eight strategies to overcome these nine cause barriers. The hybrid PRM framework developed includes the effect of the HR dimension. Research limitations/implications This paper presents the generalized prioritization of HR barriers to international PRM. For a specific international project, the HR barriers and their prioritization may change slightly. The hybrid framework for PRM and the strategy development model suggested are yet to be validated. Originality/value Correlating two CSFs in international project management, i.e. HRM and PRM and ranking the HR barriers using the DEMATEL method is the uniqueness of this research paper. The hybrid framework developed for PRM based on HR functions in Ulrich’s revised model and the proposed new HR strategy development model “PROJECTS” are unique contributions of this paper.

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Agile vs traditional project management approaches

Cited by 32 publications

References 56 publications

The Effects of Virtuality on Agile Development

The Effects of Virtuality on Agile Development

The impact of identified agility components on project success—ICT industry perspective

Modelling human resource dimension of international project risk management

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