Relationship of Transformational Leadership and Organizational Change During Enterprise Agile and DevOps Initiatives In Financial Service Firms

The rate of organizations adopting Agile and DevOps methodologies has grown in recent years, with researchers observing the impact of leadership styles and methodology adoption, presenting challenges with sustaining and scaling change initiatives. Where organizations within the marketplace today reveal the significance of leadership in influencing change, while findings signal deficiencies with having leaders who are ready. The purpose of this quantitative correlational research examines the increased probability of failure organizations face when engaging in enterprise Agile and DevOps transformational change initiatives. Through investigating the relationship between transformational leadership behaviors, readiness for change, and organizational citizenship behavior exhibited by management and employees engaging in Agile and DevOps initiatives within regional financial services companies with a presence in the South Eastern United States. The resulting study surveyed 390 anonymous participants with varying backgrounds and organizational roles based upon predetermined quota constraints aligning with the Bureau of Labor Statistics, U.S. Census, and FDIC data. Utilizing three principal instruments to measure transformational leadership, change readiness, and organizational citizenship behavior; conducting statistical analysis for construct reliability, descriptive properties, and hypothesis testing, concluding the existence of influential correlation of change readiness and organizational citizenship behaviors having a relationship with transformational leadership. The research findings identify the association of organizational readiness and employee social citizenship responsibility with applicability to transformational leadership, bringing light to the significance of grooming and sustaining leaders at all levels of the organization

Thoughts on Current and Future Research on Agile and Lean: Ensuring Relevance and Rigor

Over the past two decades, research in the area of agile and lean software development has mirrored the strong growth of the use of agile and lean methodologies. However, while these research streams have made a significant contribution in the use of agile and lean methodologies, much of the recent research lacks the rigor and relevance to make an impact in research and practice. For example, many of the studies have not measured the actual use of agile or lean methods nor had a significant theoretical grounding. Furthermore, agile research has not expanded to fully cover emerging opportunities and challenges. A deeper theoretical motivation on agile and lean software development can help demonstrate how the principles of, for example, agile software development, may be transferred to these other areas, and hence, broaden the research’s relevance. This paper provides commentary intended to help push the agile and lean research agenda forward, and outlines three key critieria that future researchers should consider when conducting research on the phenomenon of agile. The paper also provides an example for the use of the criteria, and presents several initial, open research questions that could help increase the use of agile, including the use of agile and lean concepts in other IT and non-IT contexts

Harmonizing CMMI-DEV 1.2 and XP Method to Improve The Software Development Processes in Small Software Development Firms

Most software development organizations are small firms, and they have realized the need to manage and improve their software development and management activities. Traditional Software Process Improvement (SPI) models and standards are not realistic for these firms because of high cost, limited resources and strict project deadlines. Therefore, these firms need a lightweight software development method and an appropriate SPI model to manage and improve their software development and management processes. This study aims to construct a suitable software development process improvement framework for Small Software Development Firms (SSDFs) based on eXtreme Programming (XP) method and Capability Maturity Model Integration for Development Version 1.2 (CMMI-Dev1.2) model. Four stages are involved in developing the framework: (1) aligning XP practices to the specific goals of CMMI-Dev1.2 Key Process Areas (KPAs); (2) developing the proposed software development process improvement framework based on extending XP method by adapting the Extension-Based Approach (EBA), CMMI-Dev1.2, and generic elements of the SPI framework; (3) verifying the compatibility of the proposed framework to the KPAs of CMMI-Dev1.2 by using focus group method coupled with Delphi technique; and (4) validating the modified framework by using CMMI-Dev1.2 questionnaire as a main item to validate the suitability of the modified framework for SSDFs, and conducting two case studies to validate the applicability and effectiveness of this framework for these firms. The result of aligning XP practices to the KPAs of CMMI-Dev1.2 shows that twelve KPAs are largely supported by XP practices, eight KPAs are partially supported by XP practices, and two KPAs are not-supported by XP practices. The main contributions of this study are: software development process improvement framework for SSDFs, elicit better understanding of how to construct the framework, and quality improvement of the software development processes. There are possible avenues for extending this research to fulfil the missing specific practices of several KPAs, examining other agile practices and using CMMI-Dev1.3 to improve the framework, and conducting more case studie

The Adoption of Agile Management Practices in a Traditional Project Environment : An IS/IT Case Study

Hany Wells, Darren Dalcher, Hedley Smyth, ‘The Adoption of Agile Management Practices in a Traditional Project Environment’, paper presented at the 48th Hawaii International Conference on System Sciences (HICSS-48), Kauai, Hawaii, USA, 5-8 January, 2015.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 software development functions and their ability to follow agile guidelines. Generally across the organisation there was limited evidence of tailoring to context, an important 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.Peer reviewedFinal Accepted Versio

Optimising User Acceptance of Mandated Mobile Health Systems (MHS): The ePOC (Electronic Point-of-Care) Project Experience

From a clinical perspective, the use of mobile technologies such as Personal Digital Assistants (PDAs) within hospital environments is not new. A paradigm shift however, is underway towards the acceptance and utility of such systems within community-based healthcare environments. Notwithstanding, introducing new technologies and associated work practices has intrinsic risks which must be addressed. In situations where end-users of a system are traditionally averse to technology through entrenched paper-based work practices (for example, community health workers), the process of managing change bears considerable determination in system implementation success. The authors propose a novel approach to end user acceptance within the context of a mandated mobile health system in a community health setting. The ePOC (electronic point-of-care) project is used to demonstrate how higher levels of user acceptance are achievable in these implementation environments where traditionally low levels of technology acceptance and use are common

The Perceived Advantage of Agile Development Methodologies By Software Professionals: Testing an Innovation-Theoretic Model

Proponents of agile processes claim that agile practices result in higher quality software while allowing the flexibility to respond to evolving user requirements. Yet, to the best of our knowledge, no empirical study has really confirmed that benefits accrue to those who use agile processes. Grounded in the agility and diffusion of innovations literature, this research introduces a measure of process agility within the software development domain and relates it to constructs previously employed in the innovation literature. For agile methods, our study has provided empirical support for the proposal that agile development methods lead to developers’ beliefs that they are less complex, more compatible and provide increased benefits. Since developers believe that agility leads to increased benefits, they will be more likely to accept agile methods. For practitioners, this study provides valuable insights into the underlying factors that influence a developer’s beliefs about agile methods

Selecting Appropriate Process Models for IT Projects: Towards a Tool-Supported Decision Approach

The appropriate selection of suitable process models plays an important role for IT project success. To aid in decision-making, IT project management literature offers a plethora of decision models for selecting suitable process models, however, hybrid process models are often neglected and adoption in practice is low or non-existent. To address this challenge, we draw on contingency theory to develop and implement a tool-supported decision model for the selection and evaluation of appropriate process models for IT projects, thereby leveraging artificial intelligence and machine learning in the context of a self-enforcing network. Our model provides an objective tool to assess process model suitability. Results from a conducted online survey with project management experts indicate high validity. Therefore, we contribute to the field of IT project management by expanding AI-based decision models for selecting and evaluating process models through extending the range of covered models and implementing inherent weighting of criteria