Factors of Risk Reduction in Agile and Lean Enabled Governance of IT Project Portfolios

The subject of this paper is project portfolio governance and its improvement based on agile and framework which improves the management of project portfolio processes’ execution and reduces the risks of portfolio components’ implementation. The existing project portfolio models and governance processes use traditional principles, regulation, planning, and control methods, which require enhancement to ensure the portfolio management processes are followed in successful project implementation. The agile and lean project portfolio governance is a relative new domain for which the awareness and practical results related to influence on governance processes, risks, and quality are missing. The contribution is foremost methodological in introduction of agile and lean portfolio governance methods and processes, followed by the agile and lean governance framework, and conclusively in revealing the factors of risk reduction in the agile and lean enabled project portfolio governance with the emphasis on implementation risks reduction

Metodološki okvir za obogaćivanje upravljanja projektnih portfelja agilnim i lean metodama

Predmet istraživanja su metodike upravljanja projektnim portfeljem i mogućnost njihovog poboljšanja, na temelju obogaćivanja agilnim i lean (vitkim, okretnim) konceptima i metodama. Postojeći modeli i procesi upravljanja projektnim portfeljima koriste tradicionalne principe, procedure, planiranje i metode nadzora. Međutim, iako se radi o području intenzivnih istraživanja, agilno i lean upravljanje je relativno novo područje za koje još uvijek nedostaju odgovarajuće spoznaje i praktični rezultati vezani uz utjecaj agilnog pristupa i metodika na procese upravljanja, rizike i kvalitetu. Istraživanje je potvrdilo da predloženi konceptualni okvir upravljanja, koji proizlazi kao jedan od glavnih znanstvenih doprinosa ovog istraživanja, može poboljšati izvedbu menadžmenta procesa projektnih portfelja te smanjiti rizike izvedbe komponenata portfelja (projekata i programa).The subject of this research is project portfolio governance, and its improvement based on agile and lean methods and concepts. The existing project portfolio frameworks and governance processes use traditional principles, regulation, planning, and control methods. Whilst this is an area of intensive research, the agile and lean governance is a relative new domain, for which a certain cognizance and practical results related to influence of agile approach and methods on governance processes, risks, and quality are missing. This research confirms that the new proposed conceptual governance framework, emerging as one of the main scientific contributions from this research, improves the management of project portfolio processes’ execution and reduces the risks of portfolio components’ (projects and programs) implementation. The expected scientific contribution from this research is foremost methodological in introducing of agile and lean project portfolio governance concepts, methods, and processes, followed by creation of the referent agile process governance framework and its taxonomy, and finally in the evaluation of the possibility for the application of the agile governance framework, with the aim of the portfolio components’ implementation risks reduction

Metodološki okvir za obogaćivanje upravljanja projektnih portfelja agilnim i lean metodama

Predmet istraživanja su metodike upravljanja projektnim portfeljem i mogućnost njihovog poboljšanja, na temelju obogaćivanja agilnim i lean (vitkim, okretnim) konceptima i metodama. Postojeći modeli i procesi upravljanja projektnim portfeljima koriste tradicionalne principe, procedure, planiranje i metode nadzora. Međutim, iako se radi o području intenzivnih istraživanja, agilno i lean upravljanje je relativno novo područje za koje još uvijek nedostaju odgovarajuće spoznaje i praktični rezultati vezani uz utjecaj agilnog pristupa i metodika na procese upravljanja, rizike i kvalitetu. Istraživanje je potvrdilo da predloženi konceptualni okvir upravljanja, koji proizlazi kao jedan od glavnih znanstvenih doprinosa ovog istraživanja, može poboljšati izvedbu menadžmenta procesa projektnih portfelja te smanjiti rizike izvedbe komponenata portfelja (projekata i programa).The subject of this research is project portfolio governance, and its improvement based on agile and lean methods and concepts. The existing project portfolio frameworks and governance processes use traditional principles, regulation, planning, and control methods. Whilst this is an area of intensive research, the agile and lean governance is a relative new domain, for which a certain cognizance and practical results related to influence of agile approach and methods on governance processes, risks, and quality are missing. This research confirms that the new proposed conceptual governance framework, emerging as one of the main scientific contributions from this research, improves the management of project portfolio processes’ execution and reduces the risks of portfolio components’ (projects and programs) implementation. The expected scientific contribution from this research is foremost methodological in introducing of agile and lean project portfolio governance concepts, methods, and processes, followed by creation of the referent agile process governance framework and its taxonomy, and finally in the evaluation of the possibility for the application of the agile governance framework, with the aim of the portfolio components’ implementation risks reduction

Metodološki okvir za obogaćivanje upravljanja projektnih portfelja agilnim i lean metodama

Predmet istraživanja su metodike upravljanja projektnim portfeljem i mogućnost njihovog poboljšanja, na temelju obogaćivanja agilnim i lean (vitkim, okretnim) konceptima i metodama. Postojeći modeli i procesi upravljanja projektnim portfeljima koriste tradicionalne principe, procedure, planiranje i metode nadzora. Međutim, iako se radi o području intenzivnih istraživanja, agilno i lean upravljanje je relativno novo područje za koje još uvijek nedostaju odgovarajuće spoznaje i praktični rezultati vezani uz utjecaj agilnog pristupa i metodika na procese upravljanja, rizike i kvalitetu. Istraživanje je potvrdilo da predloženi konceptualni okvir upravljanja, koji proizlazi kao jedan od glavnih znanstvenih doprinosa ovog istraživanja, može poboljšati izvedbu menadžmenta procesa projektnih portfelja te smanjiti rizike izvedbe komponenata portfelja (projekata i programa).The subject of this research is project portfolio governance, and its improvement based on agile and lean methods and concepts. The existing project portfolio frameworks and governance processes use traditional principles, regulation, planning, and control methods. Whilst this is an area of intensive research, the agile and lean governance is a relative new domain, for which a certain cognizance and practical results related to influence of agile approach and methods on governance processes, risks, and quality are missing. This research confirms that the new proposed conceptual governance framework, emerging as one of the main scientific contributions from this research, improves the management of project portfolio processes’ execution and reduces the risks of portfolio components’ (projects and programs) implementation. The expected scientific contribution from this research is foremost methodological in introducing of agile and lean project portfolio governance concepts, methods, and processes, followed by creation of the referent agile process governance framework and its taxonomy, and finally in the evaluation of the possibility for the application of the agile governance framework, with the aim of the portfolio components’ implementation risks reduction

HOW AGILE IS YOUR IT DEPARTMENT? – DEVELOPMENT AND APPLICATION OF AN FRAMEWORK-INDEPENDENT AGILE SCALING MATURITY MODEL

Many IT departments seek to capitalize on the benefits of agile development by scaling agile practices. To manage the complex scaling, established approaches and frameworks promise guidance. However, although existing works envision a clear target state, they lack relevant capabilities along the scaling process, especially for vertical agile scaling. Managers need these capabilities to assess their company’s status quo and develop a clear scaling roadmap. Thus, within this work, we use the Design Science Research paradigm to build and evaluate a framework-independent agile scaling maturity model that provides management with a tool for ex-ante identification and evaluation of agile scaling capabilities in five maturity stages. To evaluate our model, we applied it at KUKA IT, the IT department of an international provider of automation solutions. As a result, this work provides insights into the application and outlines how IT departments can operationalize and utilize our model to guide agile scaling

Large Software Implementation Project: A study of software development and project management literature

This study focuses on large scale software delivery, where development is done on top of an existing system or parallel to it. This thesis aims to answer to the question: How to implement a large scale custom solution? Large scale projects take longer than smaller projects to implement and usually they are done in more than in one release. The application’s life-cycle is also planned to last up to decades. Large projects also need special project management skills, executive support, internal investments, strategical vision as well as alignment between IT and business. Large projects are usually complex and have several dependencies. This study also explains what issues projects usually have and what are the constrains of legacy systems and data migration. Different eras of IT systems are also presented as well as reasons why companies should invest to IT solutions. Waterfall model and Agile methodology fundamentals and background are presented shortly. From Agile methodology Scrum and SAFe frameworks are presented as examples. Keywords: Legacy system, Data Migration, Software implementation, project management, COTS, Agile development, Waterfal

Business process trends

Business process and business process management (BPM) concepts have matured over the years and new technology, concepts, standards and solutions appear. In this chapter we will therefore focus on the current and future process trends. We will elaborate on the importance of trends, the maturity of the subject, giving a perspective on what emerging trends, industry trends, mega trends are, what is hyped at the moment, and what has reached a market adoption where it has started to become the de facto standard in terms of mega trends that has achieved a dominant position by public acceptance

Agile Processes in Software Engineering and Extreme Programming

This open access book constitutes the proceedings of the 23rd International Conference on Agile Software Development, XP 2022, which was held in Copenhagen, Denmark, in June 2022. XP is the premier agile software development conference combining research and practice. It is a unique forum where agile researchers, practitioners, thought leaders, coaches, and trainers get together to present and discuss their most recent innovations, research results, experiences, concerns, challenges, and trends.  XP conferences provide an informal environment to learn and trigger discussions and welcome both people new to agile and seasoned agile practitioners. This year’s conference was held with the theme “Agile in the Era of Hybrid Work”. The 13 full papers and 1 short paper presented in this volume were carefully reviewed and selected from 40 submissions. They were organized in topical sections named: agile practices; agile processes; and agile in the large

BEYOND MODES: A NEW TYPOLOGY OF ISD CONTROL

This study focuses on the role of information systems development (ISD) control as a means to better understand the underlying elements of ISD methodologies. Based on Ackoff’s general systems theory, we propose a new typology of ISD control that moves beyond the de facto standard in ISD research: control modes. Through twenty-six interviews at four organizations, we find that our typology aids in distinguishing between control dimensions within structured and flexible development to a greater extent than control modes would allow. Our paper also discusses possible reasons why the benefits of agile development may become diluted in organizations where both flexible and structured methods are employed. This work contributes to the advancement of ISD control theory and provides useful insights for practitioners responsible for the governance of ISD projects