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1 – 10 of over 11000Silke Bambauer-Sachse and Thomas Helbling
Agile methods have considerably transformed project management. The purpose of this study is to analyze the impact of agile (as compared to plan-driven) methods on customer…
Abstract
Purpose
Agile methods have considerably transformed project management. The purpose of this study is to analyze the impact of agile (as compared to plan-driven) methods on customer satisfaction in the context of knowledge-intensive business services.
Design/methodology/approach
This study uses a survey examining the experiences of 361 customers with different outsourced software projects in Switzerland and a regression-based model to test the hypotheses.
Findings
The findings show that agile approaches can lead to higher customer satisfaction than plan-driven approaches, but the impact size is not as substantial as expected. The effect does not depend on the number of specification changes.
Practical implications
Managers must be aware that merely switching from a plan driven to an agile approach will not lead to substantial improvement in customer satisfaction. Satisfaction with the process is a more important driver of overall customer satisfaction than satisfaction with the service outcome. Thus, providers of knowledge-intensive services should train their employees in recognizing the importance of the cooperation process.
Originality/value
So far, the positive impact of agile methods is often only based on anecdotal evidence as well as on surveys examining the supplier perspective. This study provides support for the positive impact of agile methods on customer satisfaction, an important response variable from a marketing perspective, which has not been examined before in the context considered here.
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Jan Pries-Heje and Richard Baskerville
The purpose of this paper is to use translation theory to develop a framework (called FTRA) that explains how companies adopt agile methods in a discourse of fragmentation and…
Abstract
Purpose
The purpose of this paper is to use translation theory to develop a framework (called FTRA) that explains how companies adopt agile methods in a discourse of fragmentation and articulation.
Design/methodology/approach
A qualitative multiple case study of six firms using the Scrum agile methodology. Data were collected using mixed methods and analyzed using three progressive coding cycles and analytic induction.
Findings
In practice, people translate agile methods for local settings by choosing fragments of the method and continuously re-articulating them according to the exact needs of the time and place. The authors coded the fragments as technological rules that share relationships within a framework spanning two dimensions: static-dynamic and actor-artifact.
Research limitations/implications
For consistency, the six cases intentionally represent one instance of agile methodology (Scrum). This limits the confidence that the framework is suitable for other kinds of methodologies.
Practical implications
The FTRA framework and the technological rules are promising for use in practice as a prescriptive or even normative frame for governing methodology adaptation.
Social implications
Framing agile adaption with translation theory surfaces how the discourse between translocal (global) and local practice yields the social construction of agile methods. This result contrasts the more functionalist engineering perspective and privileges changeability over performance.
Originality/value
The use of translation theory and the FTRA framework to explain how agile adaptation (in particular Scrum) emerges continuously in a process where method fragments are articulated and re-articulated to momentarily suit the local setting. Complete agility that rapidly and elegantly changes its own environment must, as a concomitant, rapidly and elegantly change itself. This understanding also elaborates translation theory by explaining how the articulation and re-articulation of ideas embody the means by which ideas travel in practice.
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Subhas Misra, Vinod Kumar, Uma Kumar, Kamel Fantazy and Mahmud Akhter
Agile software development is an emerging approach in software engineering, initially proposed and promoted by a group of 17 software professionals who practice a set of…
Abstract
Purpose
Agile software development is an emerging approach in software engineering, initially proposed and promoted by a group of 17 software professionals who practice a set of “lightweight” methods, and share a common set of values of software development. They consolidated their thoughts, and defined these methods as “agile”. The approaches are based on experiences and best practices from the past by the above‐mentioned group of 17 software professionals. The purpose of this article is to outline the history and evolution of agile software development practices, their principles, and the criticisms as reported by the software development community.
Design/methodology/approach
A comprehensive literature review was undertaken to do this research.
Findings
Based on the literature review, this paper provides a comprehensive document that helps the practitioners working in the area of the agile software development.
Originality/value
This article will provide comprehensive material for the researchers in the area of agile software development. It will also be very useful for the practitioners practicing software development in the area of agile software development.
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Francisco Loforte Ribeiro and Manuela Timóteo Fernandes
Agile methods have proven successful in increasing customer satisfaction and decreasing time and cost to market under uncertain conditions. Key characteristics of agile methods…
Abstract
Purpose
Agile methods have proven successful in increasing customer satisfaction and decreasing time and cost to market under uncertain conditions. Key characteristics of agile methods are lean, flexibility and highly iterative development with a strong emphasis on stakeholder involvement. Today construction firms in general and small to medium‐sized enterprises (SMEs) in particular are surviving in a drastic competitive environment in which they are facing more and more challenges. Additional innovation is needed in the construction sector, with increased participation from more competitive SMEs. The main purpose of this paper is to present a model to prioritize available management systems to help SMEs address the challenge of today's market competition more effectively.
Design/methodology/approach
The research methodology used is that of interpretative case study and grounded theory based on a strong empirical foundation, on which new theoretical insight into knowledge management as an autonomous action is developed. The paper looks at ways by which SMEs are managed, based on the empirical data collected from 12 case studies. It presents the empirical findings drawn from the case studies. Finally, the adoption of agile methods is subjectively assessed as to its potential contribution for improving the business processes of small and medium construction firms.
Findings
It is assessed that agile methods offers considerable potential for application in construction SMEs and that there are significant hurdles to its adoption in the actual phase. Should these be overcome, agile methods offers benefits well beyond any individual company.
Practical implications
Construction firms need to be aware of the advantages of new management paradigms and practices. The analysis shows that SMEs in the construction sector have to internalize agile values into their business processes to reap the benefits of agile methods. It also reveals that existing practices show some kind of agile flavours.
Originality/value
Agile principles and methods are explored, including: philosophy, values, practices and benefits. The management approaches used by construction SMEs are analyzed and discussed. The paper presents recommendations and insights for enhancing the performance and efficiency of SMEs by adopting agile values in their business processes.
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Paula de Oliveira Santos, Josivan Leite Alves and Marly Monteiro de Carvalho
This aims to explore the relationship between the agile methods barriers in large-scale contexts and the benefits for business, team and product and process, exploring the…
Abstract
Purpose
This aims to explore the relationship between the agile methods barriers in large-scale contexts and the benefits for business, team and product and process, exploring the organizational readiness (OR) mediating role.
Design/methodology/approach
We propose a theoretical model through survey-based research, applying partial least square structural equation modelling.
Findings
We confirmed that OR mediating effect on the relationship between agile methods barriers and team benefits. We operationalized OR in a broader context that embeds the strategic alignment of large-scale agile implementation, considering variables such as organizational structure and culture.
Research limitations/implications
The data are cross-sectional rather than longitudinal, which limits temporal interpretations of the associations between agile methods and organizational issues.
Practical implications
The findings offer a way forward for organizations already using or planning to implement agile management to understand the pathway towards achieving the expected benefits. Our study also unveils the importance of looking at OR when implementing such a complex change in management from traditional to large-scale contexts.
Originality/value
Our results show the significant and positive influence of agile method on all three benefit variables (team, business, product and processes). Furthermore, we identified the significant and positive mediating role of OR on the relationship between agile method and team benefits.
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Agile is the new popular management change method and agile has lots of momentum. Management consulting firms are promoting agile via articles and newsletters. While history does…
Abstract
Purpose
Agile is the new popular management change method and agile has lots of momentum. Management consulting firms are promoting agile via articles and newsletters. While history does not repeat itself, it often rhymes, and thus agile will probably be a successful change effort in some organizations. On the other hand, there is a high probability that agile will not deliver the expected results for most organizations. History reveals that about two-thirds of the change efforts are deemed unsuccessful – regardless of the actual change method. In this paper, we present the results of a systematic literature review on agile and we compare and contrast it with other similar organizational change methods. The purpose of this paper is to explore what one may learn from the history of the earlier change methods in terms of how organizations may succeed in their agile efforts.
Design/methodology/approach
The paper is based on a structured literature review of the agile concept – including agile transformation, and with a specific focus on critical success factors.
Findings
In addition to presenting the state of the art on agile in general, we identify, structure and categorize critical success factors (CSF) for agile. From the 13 categories, we form three clusters, which constitute a 3P framework (purpose, process and people). We also compare and contrast the CSF literature regarding agile with CSFs for organizational change in general. history indicates that most organizational change efforts are not successful. Based on the framework and the discussion, we provide recommendations to hopefully increase the probability of successful agile implementations.
Originality/value
Given the relative novelty or at least the renewed interest in agile, a structured literature review of the current status of this “new” method provides value as it may help organizations and managers to not repeat old mistakes – once again.
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Since conducting agile strategies provides sustainable passenger satisfaction and revenue by replacing applied policies with more profitable ones rapidly, the focus of this study…
Abstract
Purpose
Since conducting agile strategies provides sustainable passenger satisfaction and revenue by replacing applied policies with more profitable ones rapidly, the focus of this study is to evaluate agile attributes for managing low-cost carriers (LCCs) operations by means of resources and competences based on dynamic capabilities built on resource-based view (RBV) theory and to achieve sustainable competitive advantage in a volatile and dynamic air transport environment. LCCs in Turkey are also evaluated in this study since the competition among LCCs is high to gain market share and they can adapt quickly to all kinds of circumstances.
Design/methodology/approach
Two well-known Multi-Criteria Decision-Making Methods (MCDM) named as the Stepwise Weight Assessment Ratio Analysis (SWARA) and multi-attributive border approximation area comparison (MABAC) methods by employing Picture fuzzy sets (PiFS) are employed to determine weight of agile attributes and superiority of LCCs based on agile attributes in the market, respectively. To check the consistency and robustness of the results for the proposed approach, comparative and sensitivity analysis are performed at the end of the study.
Findings
While the ranking orders of agile attributes are Strategic Responsiveness (AG1), Financial Management (AG4), Quality (AG2), Digital integration (AG3) and Reliability (AG5), respectively, LCC2 is selected as the best agile airline company in Turkey with respect to agile attributes. SWARA and MABAC method based on PiFS is appropriate and effective method to evaluate agile attributes that has important reference value for the airline companies in aviation industry.
Practical implications
The findings of this study will support managers in the airline industry to conduct airline operations more flexibly and effectively to take sustainable competitive advantage in unexpected and dynamic environment.
Originality/value
To the author' best knowledge, this study is the first developed to identify the attributes necessary to increase agility in LCCs. Thus, as a systematic tool, a framework is developed for the implementation of agile attributes to achieve sustainable competitive advantage in the airline industry and presented a roadmap for airline managers to deal with crises and challenging situations by satisfying customer and increasing competitiveness.
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Adriano Rehder, João Valsecchi Souza, Roberto Marx and Mario Sergio Salerno
Agile methods are increasingly being applied in the contexts of innovation beyond traditional information technology (IT) and physical product development projects, such as when…
Abstract
Purpose
Agile methods are increasingly being applied in the contexts of innovation beyond traditional information technology (IT) and physical product development projects, such as when process improvements are being implemented. Nevertheless, this phenomenon is still recent and little addressed in the literature, with few descriptions of empirical cases. This study aims to address this gap.
Design/methodology/approach
This multiple case study aims to present and discuss the application of Agile practices embedded in large companies’ innovation value chains, focusing on improvements of business processes. The following research question is pursued: How are large companies applying elements of Agile methods to their innovation processes when implementing incremental improvements in their operational processes? Based on the idea that the Agile-Stage-Gate model is an alternative to this challenge, this study investigates the application of this hybrid model in two large Brazilian companies by presenting their idiosyncrasies, lessons learned, adaptations, challenges and benefits.
Findings
Overall, it was observed that the experience with the application of the Agile-Stage-Gate model is positive for these companies, with better customer engagement, easier project control and increased productivity of the project team.
Originality/value
For those aiming to implement the Agile-Stage-Gate model, this paper identifies the main adaptations made in order to combine the purist approaches and critical success factors for its implementation.
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Anna Schmitt and Sabrina Hörner
Numerous approaches from the field of economics already exist for the improvement of business processes. In the field of software development, work has been done on improving…
Abstract
Purpose
Numerous approaches from the field of economics already exist for the improvement of business processes. In the field of software development, work has been done on improving development processes. For years, the focus here has been on agile approaches. Although various approaches for improving business processes exist, it is becoming increasingly difficult to adapt business processes to the fast-moving conditions of the market and the business environment. Agile approaches address this issue. Thus, not only software development processes, but also business processes should benefit from agile approaches.
Design/methodology/approach
To this end, values and principles of the Agile Manifesto, agile methods such as Scrum, and various agile practices such as the Kanban board should be applied in business processes. This paper examines the work already done on this topic. With the help of a systematic literature review (SLR), literature studies dealing with the implementation of the agile approach in business processes are identified.
Findings
This paper presents, investigates and contrasts 12 primary sources dealing with agile and business processes and shows how they are different/ equal regarding three research questions.
Originality/value
We provide an overview of existing approaches handling the combination of agile and business processes to improve business processes.
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Tarek Kaddoumi and Mohamed Watfa
The application of agility principles and methodologies on Enterprise Architecture (EA) is a promising field. This paper aims to provide an in-depth study of the Agile Enterprise…
Abstract
Purpose
The application of agility principles and methodologies on Enterprise Architecture (EA) is a promising field. This paper aims to provide an in-depth study of the Agile Enterprise Architecture (AEA) by studying EA practitioners’ perspectives to propose a foundational framework for AEA.
Design/methodology/approach
The authors formulate a foundational framework that defines the AEA motivators, enablers and blockers using the agile manifesto as one of the AEA enablers where a total of 156 EA stakeholders with at least one year of experience in enterprise architecture were surveyed, and a set of hypotheses was analyzed and tested based on the proposed framework. The authors also develop a quantitative method to evaluate the agility index of the EA based on the introduced framework.
Findings
The research results show with significance that enterprise architects perceive positively the application of the agility methodologies on the enterprise architecture. This perception is primarily affected by the enterprise size, the EA dependency and the agile methodologies awareness. The findings also indicate that AEA is primarily motivated by the Business and IT Change Ready and Responsive EA. Finally, an EA Agility Index (EAAI) was designed to assess the agility application of the EA based on the three forces, i.e. motivators, enablers and blockers.
Research limitations/implications
Because of the chosen research approach and the sample size, the research results may lack generalizability. Also, EAAI designed was not thoroughly tested.
Practical implications
The paper includes implications for the design and development of an EA Agility Index, and the need to increase the awareness of the agility methodologies to overcome the blocker of the unfamiliarity with the agile methodologies implying that the current business models in enterprise must be more aligned with the agile methodologies.
Originality/value
While there are efforts to develop AEA frameworks, one of the major findings of the literature review conducted is that there is evident research gap in the literature on the perception and associated factors of the EA stakeholders on having an agile enterprise architecture. This paper attempts to fill this gap.
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