Miniumum viable product creation through adaptive project management — An extended approach for the management of innovation projects: The ecochallenge case

Agile Project Management: A Systematic Literature Review of Adoption Drivers and Critical Success Factors

“…Dynamic product definition and effort estimation [15], [20], [21], [22], [23] Frequent changes [24], [19], [25] Product delivery parameters [19], [20], [26] Product quality [27], [25] Team Communication and Collaboration [28], [26], [23], [21], [22] Dedicated and available teams [21], [29] Team expertise [21], […”

“…Often, the need to move to agile is driven by context-related factors such as responding to a frequently changing environment [24] and the dynamic product requirements that prevail in small-tomedium scale enterprises (SME) [19], [25]. Additionally, the fluidity of product definitionswhich are often tailored to specific settings regardless of whether agility is implemented in a software development environment [20], engineering [21], [22], or even the previously mentioned SMEs [19] makes APM attractive to practitioners.…”

“…Overall, the team related factors that drive the adoption of APM is heavily influenced by the need for better communication and collaboration within projects. A few of the problems that moving to APM seeks to solve include ambiguous communication channels [22], [26], ignorance of the work progress of team members [26], a general lack of collaboration within the team [22], [23] or collaboration between the project team and clients [21], [23]. Further, the setup of APM teams which stresses cross-functionality results in the formation of dedicated teams that are willing to adapt to changes.…”

“…Further, the setup of APM teams which stresses cross-functionality results in the formation of dedicated teams that are willing to adapt to changes. For adoption purposes, such team formation can help avoid burnout while making use of the teams' expertise [21], [29]. The smaller team sizes [19] and the servant leadership style of agile [23] are also effective drivers of APM.…”

“…In the face of a dynamic project that delivers incremental changes, an important factor to consider also relates to the work distribution amongst team members. Complex sprint items with interdependencies and even incomplete tasks from previous sprints have been found to cause overload amongst certain teams [21], [33], [42]. For a project to succeed, it is important not to underestimate the complexities and interdependencies between certain tasks.…”