Agile трасформація на основі проєктів організаційного розвитку

The organisationl development of project, programs and project portfolios management systems with drivers of agile transformation is considered. Fust changes in the environment require further research into the effectiveness of the application of existing agile methodologies, knowledge systems and competencies of project managers and their leadership. The foundations of environmental change lie in changing the decision-making paradigm in agile project and programs management. The article explores modern approaches to leadership formation when applying agile methodologies of its specificity from decision-making processes in project management. The problems of leadership creation and development in the application of agile project management methodologies for the implementation of Agile transformation of organisation are considered. The studies were conducted based on a competency-based approach modelled by the International Project Management Association. The content model of competency of the leader applying agile management is presented. The Agile leadership and leadership behaviour patterns are formed in a project management behavioural competency system based on agile technology methods and tools. These competencies included: Self-reflection and self-management, Personal integrity and reliability, Personal communication, Relationships and interaction, Leadership, Teamwork, Conflicts and Crises, Resourcefulness, Negotiation, and Orientation to results. The patterns of project managers' behaviour as agile leaders in project product creation and agile project management are explored. The differences in the behaviour patterns of leaders and agile leaders were examined by behavioural competencies within the identified key competency indicators. Such patterns allowed the authors to identify bottlenecks in the application of agile project management methodologies in the context of the development for Agile transformation of organization.Розглянуто проєкти, програми і системи управління портфелями проєктів організаційного розвитку, які є драйверами гнучких перетворень. Швидкі зміни середовища вимагають подальших досліджень ефективності застосування існуючих Agile (гнучких) методологій, систем знань і компетенцій керівників проєктів і керівництва організацій. Основи змін навколишнього середовища лежать в зміні парадигми прийняття рішень в гнучкому управлінні проєктами та програмами. У статті досліджено сучасні підходи до формування лідерства при застосуванні Agile методологій його специфіки в процесах прийняття рішень з управління проєктами. Розглянуто проблеми створення та розвитку лідерства в застосуванні Agile методологій управління проєктами для Agile трансформації організацій. Дослідження проводилися на основі компетентнісного підходу, запропонованого Міжнародною асоціацією управління проєктами. Представлена змістовна модель компетентності лідера, який застосовує Agile менеджмент. Моделі поведінки Agile лідерства формуються в системі поведінкової компетентності управління проєктами, яка заснована на методах і інструментах Agile технологій. Ці компетенції включали: саморефлексію і самоврядування, особисту цілісність і надійність, особисте спілкування, відносини і взаємодія, лідерство, командна робота, конфлікти і кризи, винахідливість, узгодження і орієнтацію на результати. Досліджено закономірності поведінки керівників проєктів як Agile лідерів у створенні продуктів і гнучкому управлінні проектами. Були досліджені різниці у патернах поведінки традиційних лідерів і Agile лідерів по перспективним і поведінковими компетенціями з застосуванням ключових показників компетентності. Такі патерни дозволили авторам визначити вузькі місця в застосуванні гнучких методологій управління проєктами в контексті Agile трансформації організацій

How Do Real Options Concepts Fit in Agile Requirements Engineering?

Agile requirements engineering is driven by creating business value for the client and heavily involves the client in decision-making under uncertainty. Real option thinking seems to be suitable in supporting the client’s decision making process at inter-iteration time. This paper investigates the fit between real option thinking and agile requirements engineering. We first look into previously published experiences in the agile software engineering literature to identify (i) ‘experience clusters’ suggesting the ways in which real option concepts fit into the agile requirements process and (ii) ‘experience gaps’ and under-researched agile requirements decision-making topics which require further empirical studies. Furthermore, we conducted a cross-case study in eight agile development organizations and interviewed 11 practitioners about their decision-making process. The results suggest that options are almost always identified, reasoned about and acted upon. They are not expressed in quantitative terms, however, they are instead explicitly or implicitly taken\ud into account during the decision-making process at interiteration time

Complementing Measurements and Real Options Concepts to Support Inter-iteration Decision-Making in Agile Projects

Agile software projects are characterized by iterative and incremental development, accommodation of changes and active customer participation. The process is driven by creating business value for the client, assuming that the client (i) is aware of it, and (ii) is capable to estimate the business value, associated with the separate features of the system to be implemented. This paper is focused on the complementary use of measurement techniques and concepts of real-option-analysis to assist clients in assessing and comparing alternative sets of requirements. Our overall objective is to provide systematic support to clients for the decision-making process on what to implement in each iteration. The design of our approach is justified by using empirical data, published earlier by other authors

Business Value Is not only Dollars - Results from Case Study Research on Agile Software Projects

Business value is a key concept in agile software development. This paper presents results of a case study on how business value and its creation is perceived in the context of agile projects. Our overall conclusion is that the project participants almost never use an explicit and structured approach to guide the value creation throughout the project. Still, the application of agile methods in the studied cases leads to satisfied clients. An interesting result of the study represents the fact that the agile process of many projects differs significantly from what is described in the agile practitioners’ books as best practices. The key implication for research and practice is that we have an incentive to pursue the study of value creation in agile projects and to complement it by providing guidelines for better client’s involvement, as well as by developing structured methods that will enhance the value-creation in a project

Uncertainty management in real estate development: studying the potential of the SCRUM design methodology

Real estate development is all about assessing and controlling risks and uncertainties. Risk management implies making decisions based on quantified risks to execute riskresponse measures. Uncertainties, on the other hand, cannot be quantified and are therefore unpredictable. In literature, much attention is paid to risk management. The management of uncertainties is underexposed. Uncertainties appear in the programming and designing phases of projects. The main goal of our research is to develop guidelines for real estate developers to manage uncertainties in those phases

A Conceptual Model of Client-driven Agile Requirements Prioritization: Results of a Case Study

ABSTRACT Requirements (re)prioritization is an essential mechanism of agile development approaches to maximize the value for the clients and to accommodate changing requirements. Yet, in the agile Requirements Engineering (RE) literature, very little is known about how agile (re)prioritization happens in practice. Conceptual models about this process are missing, which, in turn, makes it difficult for both practitioners and researchers to reason about requirements decision-making at inter-iteration time. We did a multiple case study on agile requirements prioritization methods to yield a conceptual model for understanding the inter-iteration prioritization process. The model is derived by using interview data from practitioners in 8 development organizations. Such a model makes explicit the concepts that are used tacitly in the agile requirements prioritization practice and can be used for structuring future empirical investigations about this topic, and for analyzing, supporting, and improving the process in real-life projects

Modeling of system knowledge for efficient agile manufacturing : tool evaluation, selection and implementation scenario in SMEs

In the manufacturing world, knowledge is fundamental in order to achieve effective and efficient real time decision making. In order to make manufacturing system knowledge available to the decision maker it has to be first captured and then modelled. Therefore tools that provide a suitable means for capturing and representation of manufacturing system knowledge are required in several types of industrial sectors and types of company’s (large, SME). A literature review about best practice for capturing requirements for simulation development and system knowledge modeling has been conducted. The aim of this study was to select the best tool for manufacturing system knowledge modelling in an open-source environment. In order to select this tool, different criteria were selected, based on which several tools were analyzed and rated. An exemplary use case was then developed using the selected tool, Systems Modeling Language (SysML). Therefore, the best practice has been studied, evaluated, selected and then applied to two industrial use cases by the use of a selected opens source tool.peer-reviewe

Is agile project management applicable to construction?

This paper briefly summarises the evolution of Agile Project Management (APM) and differentiates it from lean and agile production and ‘leagile’ construction. The significant benefits being realized through employment of APM within the information systems industry are stated. The characteristics of APM are explored, including: philosophy, organizational attitudes and practices, planning, execution and control and learning. Finally, APM is subjectively assessed as to its potential contribution to the pre-design, design and construction phases. In conclusion, it is assessed that APM offers considerable potential for application in predesign and design but that there are significant hurdles to its adoption in the actual construction phase. Should these be overcome, APM offers benefits well beyond any individual project