Research output: Contribution in Book/Report/Proceedings - With ISBN/ISSN › Chapter
Research output: Contribution in Book/Report/Proceedings - With ISBN/ISSN › Chapter
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TY - CHAP
T1 - The Adoption of Agile Management Practices in a Traditional Project Environment
T2 - An IS/IT Case Study
AU - Wells, Hany
AU - Dalcher, Darren
AU - Smyth, Hedley
PY - 2015/1/5
Y1 - 2015/1/5
N2 - Despite the growing interest in the usage and application of Agile Project Management Methodologies (PMMs), there is only scant research examining how and why organisations select agile approaches for managing and delivering Information Technology /Information Systems (IT/IS) projects. This paper reports on the findings of such research conducted within the context of a large technology focused case organisation. The findings identify significant variance between business lines, specifically between product development and softwaredevelopment functions and their ability to follow agile guidelines. Generally across the organisation there was limited evidence of tailoring to context, animportant organisational success factor, yet there was a more significant level of tailoring and responsiveness to client needs and wishes. Overall, there was a lack of clarity about the location of the decoupling points following the scoping of the project. Recommendations therefore require further attention and understanding of the implications of new practices employed by organisations, not least by senior management and for additional research underpinning such discovery.
AB - Despite the growing interest in the usage and application of Agile Project Management Methodologies (PMMs), there is only scant research examining how and why organisations select agile approaches for managing and delivering Information Technology /Information Systems (IT/IS) projects. This paper reports on the findings of such research conducted within the context of a large technology focused case organisation. The findings identify significant variance between business lines, specifically between product development and softwaredevelopment functions and their ability to follow agile guidelines. Generally across the organisation there was limited evidence of tailoring to context, animportant organisational success factor, yet there was a more significant level of tailoring and responsiveness to client needs and wishes. Overall, there was a lack of clarity about the location of the decoupling points following the scoping of the project. Recommendations therefore require further attention and understanding of the implications of new practices employed by organisations, not least by senior management and for additional research underpinning such discovery.
U2 - 10.1109/HICSS.2015.532
DO - 10.1109/HICSS.2015.532
M3 - Chapter
SP - 4446
EP - 4453
BT - 2015 48th Hawaii International Conference on System Sciences
PB - IEEE
ER -