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Article
Publication date: 11 July 2022

Daniele Binci, Corrado Cerruti, Giorgia Masili and Cristina Paternoster

The purpose of this study is to explore the agile project management (APM) approach through the contextual ambidextrous lens by overcoming the traditional perspective that…

Abstract

Purpose

The purpose of this study is to explore the agile project management (APM) approach through the contextual ambidextrous lens by overcoming the traditional perspective that separates projects within the opposite planned-exploitation- and emergent-exploration-oriented forms.

Design/methodology/approach

This study uses a grounded approach to five different agile-oriented companies for discovering how agile adoption shows both emergent (exploration-oriented) and planned (exploitation-oriented) tensions in a perspective that connects, rather than separates, them.

Findings

This study discovers five main categories, namely, approach, objectives, boundaries, leadership and feedback, that capture the tensions between planned and emergent issues of agile projects. The identified variables interact with different intervening conditions of the APM attributes (i.e. road map, product backlog, team backlog and solution delivery), activating different response actions (“exploitation embedded in exploration” and vice-versa), requiring, as a consequence, the need for contextual ambidexterity.

Research limitations/implications

This study identifies different implications based on real project contexts, as the importance of a more complete picture of the APM approach, which also considers the combination of planned and emergent aspects of projects and, as consequence, the needs for dual capacities (T-shaped skills) both at project management and team levels.

Practical implications

This study identifies, in real project contexts, the relevance of integration between the corporate level and the agile project team. This implies the search for constant dialogue, with feedback exchange spread across all levels, also enabled by an integrated leadership approach.

Originality/value

This study highlights agile tensions in a real-world project context by describing how APM connects both explorative and exploitative aspects of change within the same APM initiative, in order to manage such tensions, which differs from previous studies that consider APM in alternation with a linear project management approach as stage-gate.

Details

The TQM Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1754-2731

Keywords

Article
Publication date: 15 February 2022

Danijela Ciric Lalic, Bojan Lalic, Milan Delić, Danijela Gracanin and Darko Stefanovic

This research aimed to explore whether different project management approaches (traditional, agile or hybrid) differentiate concerning their impact on project success…

2074

Abstract

Purpose

This research aimed to explore whether different project management approaches (traditional, agile or hybrid) differentiate concerning their impact on project success, taking project success as multidimensional phenomena. In addition to this, the authors wanted to explore if specific project characteristics moderate these effects.

Design/methodology/approach

The authors empirically addressed these on a sample of 227 project professionals worldwide. The exploratory factor analysis (EFA) of project success dimensions was done to validate these factors' constitution concerning their manifest variables. The K-means cluster method was used to distinguish respondents' profiles among agile, hybrid and traditional project management approaches. To test the significance among research groups, the research hypotheses were tested with ANOVA tests.

Findings

The authors evidenced that the agile approach has a more significant positive impact concerning the two out of five dimensions of project success, under analysis in this research (impact on the team and preparing for the future), over the traditional approach.

Practical implications

The research is relevant for project management practitioners to tailor the success-oriented project management approach and for academics to develop project management contingency theory.

Originality/value

The authors constructed a research framework to test the impact and effectiveness of different project management approaches (traditional, agile, hybrid) on the dimensions of project success in different contextual conditions (organization industry, project type, novelty, technology, complexity and pace). The paper's main contribution is to expand data on the impact of these approaches on project success and compare them with relevant results and findings of previous research.

Details

International Journal of Managing Projects in Business, vol. 15 no. 3
Type: Research Article
ISSN: 1753-8378

Keywords

Article
Publication date: 11 January 2021

Silke 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…

1229

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.

Details

Journal of Business & Industrial Marketing, vol. 36 no. 8
Type: Research Article
ISSN: 0885-8624

Keywords

Open Access
Article
Publication date: 4 February 2021

Ransome Epie Bawack and Muhammad Ovais Ahmad

This paper seeks to examine how expectations from business analytics (BA) by members of agile information systems development (ISD) teams affect their perceptions and…

1585

Abstract

Purpose

This paper seeks to examine how expectations from business analytics (BA) by members of agile information systems development (ISD) teams affect their perceptions and continuous use of BA in ISD projects.

Design/methodology/approach

Data was collected from 153 respondents working in agile ISD projects and analysed using partial least squares structural equation modelling techniques (PLS-SEM).

Findings

Perceived usefulness and technological compatibility are the most salient factors that affect BA continuance intention in agile ISD projects. The proposed model explains 48.4% of the variance for BA continuance intention, 50.6% of the variance in satisfaction, 36.7% of the variance in perceived usefulness and 31.9% of the variance in technological compatibility.

Research limitations/implications

First, this study advances understanding of the factors that affect the continuous use of BA in agile ISD projects; second, it contextualizes the expectation-confirmation model by integrating technological compatibility in the context of agile ISD projects.

Originality/value

This is the first study to investigate BA continuance intention from an employee perspective in the context of agile ISD projects.

Details

Information Technology & People, vol. 34 no. 6
Type: Research Article
ISSN: 0959-3845

Keywords

Article
Publication date: 2 February 2018

Antonella Petrillo, Gianpaolo Di Bona, Antonio Forcina and Alessandro Silvestri

The purpose of this paper is to build a theoretic and practical framework, based on agile project management, to support the decision-making process in order to help…

1713

Abstract

Purpose

The purpose of this paper is to build a theoretic and practical framework, based on agile project management, to support the decision-making process in order to help companies in optimizing the reengineering production processes and improve management costs.

Design/methodology/approach

This paper seeks to propose an agile Reengineering Performance Model (ARPM) for managing projects of reengineering of processes and applies it in a real case study concerning a water bottling plant.

Findings

The proposed model should serve as a valuable tool to facilitate a successful business process reengineering design in the project management and intends to assist companies as they operate projects of transferring and optimizing production lines. Thanks to the use of ARPM tools, it is easy to modify the evolution of the project, with the possibility of extending or enhancing the application if necessary.

Research limitations/implications

The main limits of the ARPM model are: it requires close collaboration among team; it is rather intense for developers; and it is necessary flexibility to change course as needed and to ensure delivery of the right product.

Practical implications

The main implications of the authors’ work for research and business are to propose a structured methodological approach, rigorous but simple, suitable to implement in any companies.

Originality/value

The novelty of the approach is to apply the agile approach not for software development but in a manufacturing company.

Details

Business Process Management Journal, vol. 24 no. 1
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 25 February 2020

Elena Zavyalova, Dmitri Sokolov and Antonina Lisovskaya

Agile project management methods gain increasing attention of practitioners while they often remain neglected by scholarly research. Specifically, there is little known…

5011

Abstract

Purpose

Agile project management methods gain increasing attention of practitioners while they often remain neglected by scholarly research. Specifically, there is little known about how performance factors of agile firms differ from those of traditional firms. Scholars argue that these factors often relate to a firm’s human resource management (HRM). This study aims to analyze and compare the HRM architectures in agile and traditional project-based organizations that lead to high firm performance.

Design/methodology/approach

The authors apply fuzzy-set qualitative comparative analysis on data of 154 project-based organizations of diverse professional service industries in Russia.

Findings

This study’s findings suggest that HRM architectures of high-performance agile firms imply a broad use of ability-, motivation- and opportunity-enhancing practices and a high degree of HRM process centralization, while traditional firms adopt more diverse HRM architectures.

Originality/value

Based on this study’s results, the authors stress the importance of ensuring a good fit between a company’s project management approach and HRM architecture. The revealed configurations may also provide guidance for practitioners on designing effective HRM architectures in project-based organizations.

Details

International Journal of Organizational Analysis, vol. 28 no. 5
Type: Research Article
ISSN: 1934-8835

Keywords

Article
Publication date: 10 April 2017

Arthur Ahimbisibwe, Urs Daellenbach and Robert Y. Cavana

Aligning the project management methodology (PMM) to a particular project is considered to be essential for project success. Many outsourced software projects fail to…

4641

Abstract

Purpose

Aligning the project management methodology (PMM) to a particular project is considered to be essential for project success. Many outsourced software projects fail to deliver on time, budget or do not give value to the client due to inappropriate choice of a PMM. Despite the increasing range of available choices, project managers frequently fail to seriously consider their alternatives. They tend to narrowly tailor project categorization systems and categorization criterion is often not logically linked with project objectives. The purpose of this paper is to develop and test a contingency fit model comparing the differences between critical success factors (CSFs) for outsourced software development projects in the current context of traditional plan-based and agile methodologies.

Design/methodology/approach

A theoretical model and 54 hypotheses were developed from a literature review. An online Qualtrics survey was used to collect data to test the proposed model. The survey was administered to a large sample of senior software project managers and practitioners who were involved in international outsourced software development projects across the globe with 984 valid responses.

Findings

Results indicate that various CSFs differ significantly across agile and traditional plan-based methodologies, and in different ways for various project success measures.

Research limitations/implications

This study is cross-sectional in nature and data for all variables were obtained from the same sources, meaning that common method bias remains a potential threat. Further refinement of the instrument using different sources of data for variables and future replication using longitudinal approach is highly recommended.

Practical implications

Practical implications of these results suggest project managers should tailor PMMs according to various organizational, team, customer and project factors to reduce project failure rates.

Originality/value

Unlike previous studies this paper develops and empirically validates a contingency fit model comparing the differences between CSFs for outsourced software development projects in the context of PMMs.

Details

Journal of Enterprise Information Management, vol. 30 no. 3
Type: Research Article
ISSN: 1741-0398

Keywords

Article
Publication date: 9 February 2015

Arthur Ahimbisibwe, Robert Y Cavana and Urs Daellenbach

While the choices available for project management methodologies have increased significantly, questions remain on whether project managers fully consider their…

7681

Abstract

Purpose

While the choices available for project management methodologies have increased significantly, questions remain on whether project managers fully consider their alternatives. When project categorization systems and criteria are not logically matched with project objectives, characteristics and environment, this may provide the key reason for why many software projects are reported to fail to deliver on time, budget or do not give value to the client. The purpose of this paper is to identify and categorize critical success factors (CSFs) and develop a contingency fit model contrasting perspectives of traditional plan-based and agile methodologies.

Design/methodology/approach

By systematically reviewing the previous literature, a total of 37 CSFs for software development projects are identified from 148 articles, and then categorized into three major CSFs: organizational, team and customer factors. A contingency fit model augments this by highlighting the necessity to match project characteristics and project management methodology to these CSFs.

Findings

Within the three major categories of CSFs, individual factors are ranked based on how frequently they have been cited in previous studies, overall as well as across the two main project management methodologies (traditional, agile). Differences in these rankings as well as mixed empirical support suggest that previous research may not have adequately theorized when particular CSFs will affect project success and lend support for the hypothesized contingency model between CSFs, project characteristics and project success criteria.

Research limitations/implications

This research is conceptual and meta-analytic in its focus. A crucial task for future research should be to test the contingency fit model developed using empirical data. There is no broad consensus among researchers and practitioners in categorizing CSFs for software development projects. However, through an extensive search and analysis of the literature on CSFs for software development projects, the research provides greater clarity on the categories of CSFs and how their direct, indirect and moderated effects on project success can be modelled.

Practical implications

This study proposes a contingency fit model and contributes towards developing a theory for assessing the role of CSFs for project success. While future empirical testing of this conceptual model is essential, it provides an initial step for guiding quantitative data collection, specifies detailed empirical analysis for comparative studies, and is likely to improve clarity in debate. Since previous studies have not rigorously assessed the impact of fit between project characteristics, project environment and project management methodology on project success, additional empirically robust studies will help to clarify contradictory findings that have limited theory development for CSFs of software development projects to date.

Originality/value

Previous research for software development projects has frequently not fully incorporated contingency as moderation or contingency as fit (traditional vs agile). This research sets out to develop fully a contingency fit perspective on software development project success, through contrasting traditional plan-driven and agile methodologies. To do this, the paper systematically identifies and ranks 37 CSFs for software projects from 148 journal publications and holistically categorizes them as organizational, team, customer and project factors.

Details

Journal of Enterprise Information Management, vol. 28 no. 1
Type: Research Article
ISSN: 1741-0398

Keywords

Article
Publication date: 22 August 2008

S. Vinodh, G. Sundararaj, S.R. Devadasan, S. Rajanayagam and Immanuel Edinbarough

The purpose of this paper is to explore the feasibility of adopting a pilot project approach for foreseeing the working and financial viability of a technique, named as…

Abstract

Purpose

The purpose of this paper is to explore the feasibility of adopting a pilot project approach for foreseeing the working and financial viability of a technique, named as agile innovative total quality function deployment (agile ITQFD).

Design/methodology/approach

The agile ITQFD technique and its financial accounting system were designed. The implementation study of two pilot projects on agile ITQFD was conducted in an electronics switches manufacturing company. The statements of the financial accounting system were used to foresee the financial viability of agile ITQFD projects.

Findings

The research reported in this paper indicates the feasibility of adopting a pilot project approach and its financial accounting system for test implementing new techniques and models in the organisations aspiring to attain global competitiveness.

Research limitations/implications

Like many other modern organisations, the company in which the research work was carried out has been aspiring to compete globally. Hence, even though the implementation study involved only two pilot projects, the implications of this research would represent the global scenario as well.

Practical implications

Currently practitioners struggle to choose the best techniques for applying them in specific cases. The research reported in this paper would help practitioners in this regard to adopt the pilot project approach and its financial accounting system.

Originality/value

The pilot project approach reported in this paper helps a company save time and money while exploring the practical compatibility of the technique. The financial accounting system presented would be useful in foreseeing the viability of projects using monetary values.

Details

The TQM Journal, vol. 20 no. 5
Type: Research Article
ISSN: 1754-2731

Keywords

Article
Publication date: 4 April 2017

Teemu Lappi and Kirsi Aaltonen

Agile methodologies are widely used to manage the technical complexity of software development, and project governance can provide feasible means of organizational support…

4570

Abstract

Purpose

Agile methodologies are widely used to manage the technical complexity of software development, and project governance can provide feasible means of organizational support for complex project success. The purpose of this paper is to: analyze the project governance practices of public sector organizations, illustrate what kind of impact these practices have on agile software projects and describe the tensions of agile project governance.

Design/methodology/approach

The research is based on qualitative research strategy and applies elaborative logic with analyses of three case projects in the Finnish public sector.

Findings

The findings of the research describe how project governance practices can be categorized into six dimensions: business case, contracting, controlling, steering, decision-making and capability building. The results illustrate how these practices either support or detract the performance of agile projects. The results also show that there are two interfaces to agile project that create most tensions to governance – the public sector and technology.

Originality/value

The study contributes to both project management and information and communication technology theories by combining technical aspects of agile methodologies with micro-level project governance practices. The study also adds original value to academics by introducing the new concept of “agile project governance.” The results of this study will allow public sector project organizations to design appropriate governance mechanisms for agile projects, and to identify the challenges and tensions that need to be considered and managed in the process.

Details

International Journal of Managing Projects in Business, vol. 10 no. 2
Type: Research Article
ISSN: 1753-8378

Keywords

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