Challenges in Transitioning to an Agile Way of Working

Hekkala, Riitta; Stein, Mari-Klara; Rossi, Matti; Smolander, Kari

doi:10.24251/hicss.2017.707

Cited by 13 publications

(8 citation statements)

References 12 publications

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“…Using the words of an interviewee in the Air France KLM case, the role of the portfolio manager becomes more of "a chief enabler," as opposed to the traditional monitoring manager. This role of chief enabler, encouraging trust, communication and focusing on business value outcome, is viewed as essential and, in line with our literature study, should stimulate the autonomous teams and business value in agile portfolios [2], [9], [11]. We expect this 'enabling' aspect to be a fruitful avenue for further exploration.…”

Section: Discussion and Future Researchsupporting

confidence: 57%

“…They argue that, under circumstances "of high requirements change," the use of agile methodology and control modes that stimulate autonomous teams are essential and effective in realizing improved project quality. As the autonomous nature of agile teams helps achieving success, the relationship between the teams and those involved in portfolio management must stimulate this through the use of proper mechanisms [2].…”

Section: Control: Traditional Vs Agilementioning

confidence: 99%

“…The Agile Manifesto [1], the foundation for agile methods, values response to change over following a plan. In addition, the Agile methodology emphasizes that teams should be autonomous, and management must learn to stimulate this through support rather than by checking for milestones, and trusting teams to get the job done [2]. Agile approaches are credited with many advantages at the project level, including an increased project efficiency and overall stakeholder satisfaction [3] as well as increased project member satisfaction, as they perceive agile to be more compatible to their actual working practices [4].…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

A Wheelbarrow Full of Frogs: Understanding Portfolio Management for Agile Projects

Smeekes¹,

Borgman

Heier

2018

Proceedings of the 51st Hawaii International Conference on System Sciences

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Organizations increasingly embrace agile approaches for IT projects, replacing rigid formal stage-gate control by flexible output-orientation. This challenges established program or portfolio management approaches that largely rely on consolidated (stage-gate) project metrics. Based on seven case studies of large Dutch organizations we explore these challenges and the organizational responses towards a new approach to portfolio management for agile projects. Data-collection is guided by four propositions derived from control theory and portfolio management literature. Our findings show that portfolio management adapts to agile projects by performing fewer and less strict process controls, by modifying the budget controls and by shifting from IT project/program control to business outcome control, with an increased focus on business value.

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Section: Discussion and Future Researchsupporting

confidence: 57%

Section: Control: Traditional Vs Agilementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

A Wheelbarrow Full of Frogs: Understanding Portfolio Management for Agile Projects

Smeekes¹,

Borgman

Heier

2018

Proceedings of the 51st Hawaii International Conference on System Sciences

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“…As previous research has pointed out, managerial issues are very challenging if IT organizations adopt agile methods. The implementation of crossfunctional, autonomous teams requires a corresponding IT governance [21,22]. IT governance is a novel mode of IT management.…”

Section: It Governancementioning

confidence: 99%

IT Governance Mechanisms for DevOps Teams - How Incumbent Companies Achieve Competitive Advantages

Wiedemann¹

2018

Proceedings of the 51st Hawaii International Conference on System Sciences

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More and more organizations are deciding to move from traditional, plan-driven software development to agile approaches in order to stay competitive. Therefore, the IT functions have been deciding to implement cross-functional DevOps teams. To enable collaboration within DevOps teams, incumbent companies have to implement mechanisms to govern dynamic and agile environments. The present research investigates which IT governance mechanisms are helpful for the implementation of DevOps teams. For this purpose, we conducted a qualitative research study and interviewed team members in six companies that have already implemented DevOps-oriented teams. We describe which IT governance mechanisms-in the form of structure, processes, and relational mechanisms-are important for DevOps teams to achieve competitive advantages. Our findings show that agile roles and responsibilities, hybrid or decentralized organizational structures, as well as communications and knowledge-sharing models are conducive to the government of a DevOps team.

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“…"architectural runway" infrastructure for set of renewed interest [9]. ADSD projects are not straight forward as the makes the process complex due to situational variations [12][13].…”

Section: Introductionmentioning

confidence: 99%

Role of Situational Agile Distributed Model to Support Modern Software Development Teams

Hashmi

Hafeez

Jamal

et al. 2019

Mehran Univ. res. j. eng. technol.

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ADSD (Agile Distributed Software Development) is a growing trend for software development organizations to develop quality software with limited cost and time. However, it gives rise to additional situational challenges. Situational variations result in unstable agile architecture which gets highly affected. Although the present literature focuses on agile architecture but effect of situational variation on the agile architecture still needs consideration. One possible solution is development of conceptual model and incorporation of multiple situational factors. This research study aims to identify the most relevant situations and propose situational ADSD approach for the development of situation-based software architecture framework for agile distributed projects. The study focuses on agile methods, rendering identified situational variations. The approach is developed through analyzing data from literature and their associated work documents. Comprehensive survey helps to bridge the gaps from conceptual to architecture model. The experimental results are acquired through both practical and statistical analysis. The results support Conway’s law, e.g. correlation that maps architecture with the communication and coordination needs. Correlation results show that architecture has major contribution in ADSD and validate the relationship among conceptual model and architecture model. The results also suggest that stable architecture in ADSD can positively affect the product.

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Challenges in Transitioning to an Agile Way of Working

Abstract: Abstract

Cited by 13 publications

References 12 publications

A Wheelbarrow Full of Frogs: Understanding Portfolio Management for Agile Projects

A Wheelbarrow Full of Frogs: Understanding Portfolio Management for Agile Projects

IT Governance Mechanisms for DevOps Teams - How Incumbent Companies Achieve Competitive Advantages

Role of Situational Agile Distributed Model to Support Modern Software Development Teams

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