Creating business value through agile project management and information systems development: the perceived impact of scrum

Value creation through information systems (IS) and information technology (IT) is a major IS research topic. However there still exists an ambiguity and fuzziness of the \u27IS business value\u27 concept and a lack of clarity surrounding the value creation process. This also true for organizations that develop IS/IT and for development technologies like information systems development and project management methods that are applied in the production of IS/IT. The agile method Scrum is one such technology. In the research presented here we studied productivity, quality and employee satisfaction as supported by Scrum as value creating measures. Our positive assessment is built upon subjective perceptions and goes beyond hard measures and indicators. It provides insights into individual and organisational impacts and sheds light on the value generation process. The measures we present thus deal with some of the deficiencies in current IS business value research and contribute to filling existing gaps in an IS business value research agenda

Управління міжнародним бізнесом: Agility Journey для високотехнологічних компаній

The purpose of the article is the development of recommendations for the business maturity determination and measurement in the implementation of the agile approach for high-tech companies. Methods of analysis of documents, observation, personal and in-depth interviews, case studies have been used in the research. The findings of the research: Business Agility Journey has been suggested for defining the state of the maturity of the company and conducting express diagnostics of agility. Agile Project Management Journey has been developed for the identification of weaknesses by the companies in the path to agility, as well as for the determination of events for the transition from the traditional to the agile approach. Personal Agility Checklist has been designed for testing the soft skills of employees for the presence of the agile mindset. Research limitations include the study of the maturity of companies in the IT industry. Practical implications are based on the use of suggested Agility Journeys in defining the state of maturity and main problems on the transition path. Also, Personal Agility Checklist will help to check the agility of the future employees. The originality of the article is based on the uniqueness of the Agility Journey that has been developed for the first time. Further research on this topic should be focused on the development of an agile mindset as a prerequisite for the provision of agility in the company.Метою статті є розробка рекомендацій щодо визначення та вимірювання зрілості бізнесу при впровадженні еджайл-підходу для високотехнологічних компаній. У дослідженні використовуються методи аналізу документів, спостереження, особистого та глибинного інтерв’ю та кейс-стаді. Розроблено Business Agility Journey для визначення стану зрілості компанії та проведення експрес-діагностики еджайльності. Agile Project Management Journey було розроблено для визначення компаніями своїх слабких сторін, а також заходів для переходу від традиційного до еджайльного підходу. Personal Agility Checklist був створений для перевірки «гнучких навичок» (soft skills) співробітників на наявність гнучкого мислення (agile mindset). Обмеження досліджень включають вивчення зрілості компаній ІТ-галузі. Практична значущість ґрунтується на використанні запропонованих Agility Journeys для визначення стану зрілості та основних проблем на шляху переходу. Також Personal Agility Checklist допоможе перевірити еджайльність майбутніх працівників. Оригінальність статті базується на унікальності Agility Journey, яка була розроблена вперше. Подальші дослідження на цю тему доцільно зосередити на розвитку гнучкого мислення як передумови забезпечення еджайльності в компанії

On the Developer Adoption of Scrum: A New Acceptance Model for Agile Methodologies

In recent years, the agile Scrum methodology has become a popular software development approach. It significantly differs from traditional approaches as it promotes communication, self-organization, flexibility, and innovation instead of extensive planning and codified processes. While such a paradigm shift promises to better support the timely delivery of high-quality software in turbulent business environments, its success considerably depends on the willingness of developers to adopt the agile methodology. In this paper, we present a framework with drivers and inhibitors to the developer acceptance of Scrum. It combines analytical with empirical findings and can be used as a theoretical basis to empirically evaluate the actual support of Scrum in concrete scenarios. The introduced framework is based on the extended Technology Acceptance Model (TAM), which has been proven to be also applicable to describe the intention of developers to use a methodology. Building upon results from qualitative in-depth interviews with six experienced Scrum experts of a German DAX-30 company, we refine the general determinants of adoption contained in the TAM with several observed factors that influence the willingness of developers to use Scrum in practice

Some Findings Concerning Requirements in Agile Methodologies

gile methods have appeared as an attractive alternative to conventional methodologies. These methods try to reduce the time to market and, indirectly, the cost of the product through flexible development and deep customer involvement. The processes related to requirements have been extensively studied in literature, in most cases in the frame of conventional methods. However, conclusions of conventional methodologies could not be necessarily valid for Agile; in some issues, conventional and Agile processes are radically different. As recent surveys report, inadequate project requirements is one of the most conflictive issues in agile approaches and better understanding about this is needed. This paper describes some findings concerning requirements activities in a project developed under an agile methodology. The project intended to evolve an existing product and, therefore, some background information was available. The major difficulties encountered were related to non-functional needs and management of requirements dependencies

A Human Factors Study of Risk Management of Complex Agile Scrum Projects in Large Enterprises

Agile Project Management methods have gained phenomenal success in the IT software world in managing projects of high complexity and uncertainty. However, Agile projects come with their unique set of risks. This paper seeks to explore the risks posed by human factors to complex Agile Scrum projects in large enterprises. Project Risk Management is crucial in determining the future performance of a complex project. Increasing project complexity makes it more and more difficult to anticipate potential events that could affect the project and to make effective decisions to reduce project risk exposure. This is even more true for Agile projects that promote immediate and frequent visibility of risk factors and distributed decision making in projects. A dominant reason for failure of complex Agile projects are the risks caused by human and organization factors. This paper will analyze the delivery risks posed by human factors and the traditionally hierarchical decision making in large enterprise systems

Implementering av Agile Prosjektledelsesmetoder i et Brønnintervensjons-selskap

Prosjekter blir gradvis mer komplekse med et høyere antall oppgaver og kompleks gjensidig avhengighet. Feltet prosjektledelse må håndtere en økende grad av endring, noe som gjør den tradisjonelle tilnærmingen til prosjektledelse mindre og mindre egnet for dagens prosjekter. Agile metoder fra software samfunnet tilbyr en ny måte å tenke på og er spesielt designet for å omfavne kompleksitet og endring. Følgende har bruken av Scrum eskalert det siste tiåret og har begynt å spre seg til andre bransjer. Denne oppgaven er skrevet i samarbeid med et brønntjenesteselskap i norsk olje- og gassindustri. Til tross for positive resultater fra tidlige piloter, har tunge næringsindustrier som olje- og gassindustrien i stor grad holdt tilbake fra den agile revolusjonen. Hensikten med denne oppgaven er å skape et teoretisk overblikk over Scrum og dens rammeverk, samt undersøke hvordan Scrum er implementert i bransjer utenfor softwareutvikling. Deretter kartlegges selskapets nåværende praksis gjennom møter og intervjuer, og utfordringer identifiseres. Intervjuene, Scrum-rammeverket og forskningen fra tidligere implementeringer brukes sammen med funnene om dagens praksis til å foreslå en måte å implementere Scrum i selskapet. Til slutt diskuteres det hvordan Scrum kan forbedre den nåværende prosessen med planlegging og gjennomføring av brønnintervensjonstjenester. Resultatene fra oppgaven har funnet at selskapet står overfor utfordringer knyttet til omfangsendring, gjensidig avhengighet mellom prosjekter og organisasjon. En tradisjonell tilnærming kan ikke håndtere endringer og gjensidig avhengighet i den grad selskapet står overfor. Operations Supervisorene beskriver at en betydelig del av arbeidet som er gjort i forbindelse med planlegging og oppfølging av en operasjon, håndterer endringer. I tillegg inkluderer ikke modellen selskapet bruker for planlegging og gjennomføring en tilfredsstillende mulighet til å forbedre arbeidsprosessene. Imidlertid har den tradisjonelle tilnærmingen noen fordeler som passer selskapet i form av standardisering og linearitet. Den foreslåtte løsningen for implementering av Scrum er å beholde den tradisjonelle modellen som brukes i dag og implementere Scrum i den operasjonelle prosessen for å levere tjenester. Ved å starte med et pilotteam tilpasses rammeverket til selskapet før man vurderer en storskala implementering. Det er ikke behov for store tilpasninger fra dagens praksis med denne løsningen. Teamet vil jobbe som før, men Sprint med tilhørende hendelser vil bli innlemmet som et tillegg. Det er noen utfordringer med den nåværende løsningen når det gjelder klientengasjement og teamsammensetning, for å nevne noen få. Scrum-rammeverket gir en mulighet for empirisk læring som forbedrer planleggings- og gjennomføringsprosessen kontinuerlig. Dette fører til en langsom og jevn fjerning av hindringer som øker produktiviteten. Implementering av et tverrfunksjonelt Scrum-team kan føre til et høyere fokus og mindre distraksjoner når det gjelder bytte mellom prosjekter. Siloer fjernes, og å fullføre oppgavene knyttet til en operasjon er nå en teaminnsats. Ukentlige Sprints får laget til å planlegge den kommende uken, som skal strukturere arbeidsuken. Hver Sprint vil gi empirisk læring og historisk datainnsamling. Denne læringen kan føre til en mer forutsigbar arbeidsuke, reduksjon i omfangsendring og gjensidig avhengighet, samt forbedring av interne utfordringer knyttet til organisasjonen.Projects are progressively becoming more complex with a higher number of tasks and complex interrelations.The field of project management must manage an increasing degree of change, which makes the traditional approach to project management less and less suitable to the projects of today. Agile methodologies from the software community offers a new way of thinking and is specifically designed to embrace complexity and change. Following, the use of Scrum has escalated in the last decade and has begun to spread to other industries. This study is written in collaboration with a well service company in the Norwegian Oil & Gas industry. Despite great promise from early pilots, heavy-asset industries such as the Oil & Gas industry have to a great extent held back from the agile revolution. The purpose of this thesis is to create a theoretical overview over Scrum and its framework and research how Scrum has been implemented in domains outside software development. Then, the company’s current practice is mapped out through meetings and interviews, and challenges are identified. The interviews, Scrum framework and the research on previous implementations are used together with the findings on today’s practice to propose a way to implement Scrum in the company. Ultimately, it is discussed how Scrum can improve the current process of planning and execution of well intervention services. The results of the study have found that the company faces challenges related to scope change, interdependence between projects and organisation. A traditional approach cannot handle changes and interdependencies to the degree that the company is facing. Operations Supervisors describe that a significant part of the work done in relation to planning and following up an operation is handling changes. In addition, the model the company uses for planning and execution does not include a satisfactory opportunity to improve work processes. However, the traditional approach has some benefits that suits the company in form of standardisation and linearity. The suggested solution for implementation of Scrum is to keep the traditional model used today and implement Scrum to the operational process for delivering services. By starting with a pilot team, the framework is adjusted to the company before considering a large-scale implementation. There is no need for large adaptations from the current practice with this solution. The team will work as before, but the Sprint with its events will be incorporated as an addition. There are some challenges with the current solution in terms of client involvement and team composition to mention a few. The Scrum framework provides an opportunity for empirical learning which improves the planning and execution process continuously. This leads to a slow and steady removal of impediments which increases productivity. Implementing a cross-functional Scrum team can lead to higher focus and less distractions in terms of switching between projects. Silos are removed, and completing the tasks related to an operation is now a team effort. Weekly Sprints makes the team plan their upcoming week, which will structure the work week. Each Sprint will provide empirical learning and historical data-gathering. This learning can lead to a more predictable work week, a reduction in scope change and interdependence, as well as improving internal challenges related to the organisation

Understanding Goal-Directed Emotions in Agile Software Development Teams

Agile software development is people oriented and emphasizes on teamwork. The emotional experiences of the team members may creep up and significantly influence their behaviors. Our study examines the role of emotion in agile software development using a multi-site case study of two agile project teams. We develop a framework that explains how the project and individual goals trigger emotions and how the emotions influence behaviors and the project outcome. Our research highlights that agile project goals are interconnected with the individual goal and the misalignment between them bring about negative emotion when team members appraise the goal achievement situations

Toward Understanding Customer Preference Factors in Agile - A Research Plan

Our research plan is designed to discover factors that influence, positively or negatively, customer’s preference for agile software development. We will employ qualitative research techniques, specifically grounded theory, as our research method. Customers are an essential component of the agile approach and merit additional study on their preference for software projects developed using agile techniques. The results of our research will present emergent constructs that influence customer preference for agile development. These constructs can then be analyzed using quantitative techniques to assess their validity and understand their relationships

Workforce Agility: Development and Validation of a Multidimensional Measure

The concept of workforce agility has become increasingly popular in recent years as agile individuals are expected to be better able to handle change and uncertainty. However, agility has rarely been studied in a systematic way. Relations between agility and positive work outcomes, such as higher performance or increased well-being, have often been suggested but rarely been empirically tested. Furthermore, several different workforce agility measures are used in the literature which complicates the comparison of findings. Recognizing these gaps in the literature, we developed a new workforce agility measure, compared this measure to established workforce agility measures, and empirically tested the relations of workforce agility with work outcomes. For this purpose, we surveyed participants from two samples (N1 = 218, N2 = 533). In a first step, we used Sample 1 to examine the factor structure of the measure for item selection. In a second step, we used Sample 2 to confirm the 10-factor structure and to compare the predictive validity of our measure along with two other agility measures. Findings demonstrate predictive validity for all three workforce agility scales, especially in relation to innovative performance. Furthermore, workforce agility related positively to task and innovative performance, organizational citizenship behavior, job satisfaction, and well-being

Future software organizations – agile goals and roles

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