The Adoption of Agile Management Practices in a Traditional Project Environment: An IT/IS Case Study

Wells, Hany; Далчер, Даррен; Smyth, Hedley

doi:10.1109/hicss.2015.532

Cited by 11 publications

(9 citation statements)

References 17 publications

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“…5], as well as how and why organizations select agile approaches for managing and delivering IS projects [6]. In this paper we describe events in a large, interorganizational project, where agile methods and practices are being applied for the first time.…”

Section: Introductionmentioning

confidence: 99%

Challenges in Transitioning to an Agile Way of Working

Hekkala¹,

Stein

Rossi³

et al. 2017

Proceedings of the 50th Hawaii International Conference on System Sciences (2017)

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Section: Introductionmentioning

confidence: 99%

Challenges in Transitioning to an Agile Way of Working

Hekkala¹,

Stein

Rossi³

et al. 2017

Proceedings of the 50th Hawaii International Conference on System Sciences (2017)

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“…However, now it has an impact on a way to manage projects for the related project managers and staffs of PMO. In fact, project managers have a questionable or rejective attitude towards the shift from the traditional approach to Agile (e.g., Wells et al, 2015). Figure 6 shows the causal dependence on rejection for Agile.…”

Section: Methods and Analysismentioning

confidence: 99%

Barriers and Value Co-Destruction in a B2B Project Management Context: Agile Software Development Adoption and Rejection in Japanese Organizations

Seki

Kohda

2020

Journal of Creating Value

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A new service concept meets some resistance from those who face it prior to adoption. If the resistance cannot be overcome, the new service will not be diffused. There have been many studies of business-to-consumer (B2C) contexts on adoption and rejection of product and service innovation. The question remains, what barriers should be overcome in the diffusion process of new services in the business-to-business (B2B) contexts? For example, if you implement a new service concept to your organization to create new value with your customers, what barriers does your organization need to overcome? Few studies to date have revealed the issue. To identify barriers for adoption, this study focuses on the diffusion process of the Agile software development method in Japanese organizations, which is still in progress, and attempts to approach the adoption barriers for service innovation in the B2B context to understand the barriers and leverage point for overcoming them. The Agile software development method is an innovation of software development. But there is a possibility that its diffusion will be stopped due to the resistance of project managers involved in a software development. This may lead service systems to value co-destruction as well.

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“…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], […”

Section: Projectmentioning

confidence: 99%

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

Noteboom

Ofori

Sutrave³

et al. 2021

Proceedings of the Annual Hawaii International Conference on System Sciences

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With an emphasis on adaptive processes that respond to uncertainties, the Agile Project Management (APM) approach has evolved the way projects are managed beyond the traditional processes. This study aims to investigate recent literature on APM to discover the adoption drivers and the critical success factors that influence APM success and provide recommendations for the development of APM best practices. The study conducted a literature search on academic databases ABI/Inform, ACM Digital Library, EBSCO Host, and IEEE Xplore with keywords 'agile' and 'project management' for peer-reviewed English language articles published between January 2015 and January 2020 to discover insights regarding adoption drivers and critical success factors. Eleven (11) drivers of adoption and thirteen (13) critical success factors related to the project dimensions of Project, Team, and Culture were discovered. The findings of this study outline the current state of APM adoption and use and is relevant to project management practitioners and researchers.

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The Adoption of Agile Management Practices in a Traditional Project Environment: An IT/IS Case Study

Cited by 11 publications

References 17 publications

Challenges in Transitioning to an Agile Way of Working

Challenges in Transitioning to an Agile Way of Working

Barriers and Value Co-Destruction in a B2B Project Management Context: Agile Software Development Adoption and Rejection in Japanese Organizations

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

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