Does Lean &amp; Agile Project Management Help Coping with Project Complexity?

Sohi, Afshin Jalali; Hertogh, Marcel; Bosch‐Rekveldt, Marian; Blom, Rianne

doi:10.1016/j.sbspro.2016.06.186

Cited by 49 publications

(39 citation statements)

References 21 publications

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“…Outcomes are often regarded as the link between the customer end of the business and control of the agile team's underlying development processes [38]. Understanding the overall organizational outcome objectives can also aid in the recognition of which agile methods to implement in the firm's way of working [39].…”

Section: Portfolio Control In the Agile Organizationmentioning

confidence: 99%

“…This section illustrates that business outcomes are progressively important to measure for project success and control to satisfy the customer end of the business and the control of the underlying development processes [38]. The focus on outcome is evident in the cases studied as stakeholder involvement in the form feedback loops and focus on user related outcomes increases [32].…”

Section: P3: Outcome Controlmentioning

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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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: Portfolio Control In the Agile Organizationmentioning

confidence: 99%

Section: P3: Outcome Controlmentioning

confidence: 99%

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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show abstract

“…Several works concerned lean management. Although this is a philosophy derived from production engineering, its principles can help increase the efficiency and effectiveness of ongoing projects (Heigermoser et al, 2019), especially if they are integrated with other approaches, such as agile methodologies (Sohi et al, 2016;Rivera, and Kashiwagi, 2016) or Six Sigma (Tenera, and Pinto, 2014).…”

Section: Discussionmentioning

confidence: 99%

Achievements to date and existing research gaps in project management in the light of literature studies

Mindur¹,

Managemen²

2020

SPSUTOM

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The purpose of this article was to identify current development directions and potential research gaps in project management. Design/methodology/approach: The method of systematic review of articles published in the Elsevier-Science Direct database in the years 2000-2019 was used, where the search phrase was "project management" and the type of articles was "research articles". In order to answer the research questions posed, an additional method of analysis and criticism of the literature was used. Findings: The following conclusions were drawn from the analysis of the articles: a) almost a third of them concerned the practical application of PM issues in one clearly defined sector of the economy, with the most common reference being to the building sector and IS/IT, b) most articles were created in English-speaking countries (47%), c) the largest number of articles concerned the area of human resource (HR) management, including many subjects of qualifications and leadership, d) of the ten areas of knowledge specified in PMBoK, "HR" and "scheduling/time" were the most popular, followed by risk-related issues. Practical implications: The findings of this article would contribute to building a strong and coherent theory and identify best practices in project management. Originality/value: The most important achievement is the recognition of two areas of knowledge-lean management and game theory-where little research has been done so far, and whose solutions and methods could be successfully implemented inside PM.

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“…Proje elemanlarının hep beraber takım olarak çalışması kaynakların daha etkin kullanımını sağlar [44]. Bu nedenle şelale modelinde zaman israfı yaşanması mümkün iken çevik yöntemlerde kısa süreli yinelemeler sayesinde zaman en etkin şekilde kullanılır.…”

Section: Kaynaklar (Resources)unclassified

Yazılım Proje Yönetimi: Şelale Modeli ve Çevik Yöntemlerin Karşılaştırılması

Gencer¹,

Kayacan²

2017

Bilişim Teknolojileri Dergisi

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Özet-Günümüzde yazılım, günlük eğlencemizden en karmaşık iş süreçlerine kadar hayatımızın her alanında yerini almış ve etkileri hissedilen bir olgudur. Şirketler, iş süreçlerinin yönetimi için etkin yazılım sistemlerine ihtiyaç duyarlar ve bu sistemleri bilgi sistem departmanları vasıtasıyla üretir ya da yazılım şirketlerinden tedarik ederler. Her iki durumda da yazılımın üretilmesi bir dizi mühendislik ve proje yönetim sürecini gerektirir. Bu süreçlerin metodoloji seçiminde, üretilecek yazılımın büyüklüğü, karmaşıklığı ve kullanım maksadı gibi karakteristik özellikleri, yazılımı üretecek organizasyon ve proje ekibinin yapısı ve kullanılabilecek kaynaklar önem arz eder. Bu çalışmada, şelale modeli ile çevik yöntemler arasında, proje yönetimi ve kontrolü, müşteriler, organizasyon yapısı, proje elemanları, ürün, gereksinimler, kaynaklar ve risk yönetimi açısından ortaya çıkan durumlar temel alınarak bir karşılaştırma ortaya konulmakta ve yazılım proje yönetimi metodolojisi seçimi konusunda önerilerde bulunulmaktadır. Abstract-In our time, software is a fact, the influence of which is strongly felt and has attained its place in our lives from daily entertainment to the most complex business processes. Corporations need efficient software systems in order to manage their business processes and they either produce these systems through the agency of their information systems departments or procure from software companies. In both situations, the production of software requires a series of engineering and project management processes. In selection of methodology for these processes, the characteristics of software such as size, complexity and purpose of use, the structure of the project team and organization which are to produce the software and available sources are important. In this study, a comparison of waterfall model and agile methodologies based on situations about Project Management and Control, Customers, Organizational Structure, Project Members, Product Requirements, Sources and Risk Management is presented and propsals about selecting a methodology for software project management are submitted.

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Does Lean & Agile Project Management Help Coping with Project Complexity?

Cited by 49 publications

References 21 publications

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

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

Achievements to date and existing research gaps in project management in the light of literature studies

Yazılım Proje Yönetimi: Şelale Modeli ve Çevik Yöntemlerin Karşılaştırılması

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