How agile coaches create an agile mindset in development teams: Insights from an interview study

Since the publication of the agile manifesto in 2001, many companies implement an agile—or at least more agile—software development process. However, only including agile methods or practices in the overall process does not guarantee being agile. The mindset of the people involved in the process, including the development team, the customers, and the management, is of particular importance. As such an agile mindset cannot be enforced, the process of creating a suitable mindset needs to be handled with care. In an interview study with nine agile coaches, we analyzed which aspects they perceive being of particular importance during an agile transformation. One of these aspects is the agile mindset. We figure out how they support the creation of such a mindset. We identify 12 categories related to the process of creating an agile mindset. These categories include the collaboration between the coach and the management as well as the necessity to internalize the agile values. The main factor for succeeding with the creation of an agile mindset, however, can be hardly influenced: The success strongly depends on the personal prerequisites and attitudes of the individuals involved in the process, mainly the development team. We synthesize the results of our study into a timeline describing the process of how an agile coach can support the development team creating an agile mindset as part of the transformation towards an agile development process

How are AI assistants changing higher education?

ContextHigher education is changing at an accelerating pace due to the widespread use of digital teaching and emerging technologies. In particular, AI assistants such as ChatGPT pose significant challenges for higher education institutions because they bring change to several areas, such as learning assessments or learning experiences.ObjectiveOur objective is to discuss the impact of AI assistants in the context of higher education, outline possible changes to the context, and present recommendations for adapting to change.MethodWe review related work and develop a conceptual structure that visualizes the role of AI assistants in higher education.ResultsThe conceptual structure distinguishes between humans, learning, organization, and disruptor, which guides our discussion regarding the implications of AI assistant usage in higher education. The discussion is based on evidence from related literature.ConclusionAI assistants will change the context of higher education in a disruptive manner, and the tipping point for this transformation has already been reached. It is in our hands to shape this transformation

A influência da cultura organizacional na gestão de projetos Ágeis : caso de estudo

Mestrado em Gestão de ProjetosAs metodologias ágeis têm vindo a despertar cada vez mais o interesse, por parte das empresas que atualmente atuam em mercados cada vez mais competitivos, exigentes, imprevisíveis e que estão em constante mutação. Para competir e sobreviver às condições de contingência num determinado contexto empresarial e num determinado ambiente operacional, uma organização deverá ser rápida, eficiente e altamente flexível à mudança. As práticas e os métodos ágeis são o caminho utilizado por muitas organizações para introduzirem modificações complexas, evolutivas e duradouras para ganhar agilidade organizacional e, assim, obter uma ferramenta poderosa para ultrapassar concorrentes, num mercado dinâmico e imprevisível. Requer escalabilidade, adaptação, localização e adoção numa organização. A literatura tem demonstrado que a transformação da cultura organizacional é necessária para o processo de transformação ágil. Através de um caso de estudo procurou-se identificar as barreias e os desafios que uma organização possui para transformar a sua cultura organizacional numa cultura ágil. Este estudo mostra que esta mudança cultural acontece através das pessoas, com o apoio da administração e com a transmissão dos valores e princípios ágeis. Os resultados obtidos demonstram que o mindset, a comunicação, a estrutura e a dimensão da empresa são as barreiras e os desafios encontrados nesta transformação.Agile methodologies are increasingly encouraging interest from companies that are currently operating in more competitive, demanding, unpredictable and ever-changing markets. To compete and survive contingency conditions in a given business context and operating environment, an organization must be fast, efficient, and highly flexible to change. Agile practices and methods are the path many organizations use to make complex, evolutionary, and lasting modifications to gain organizational agility and thus gain a powerful tool for overcoming competitors in a dynamic and unpredictable marketplace. It requires scalability, adaptation, localization and adoption in an organization. The literature has shown that the alteration of organizational culture is necessary for the agile transformation process. Through a case study we sought to identify the barriers and challenges that an organization must transform its organizational culture into an agile culture. This study shows that this cultural change happens through people, with the support of management and the transmission of agile values and principles. The results show that the mindset, communication, structure and size of the company are the barriers and challenges encountered in this transformation.info:eu-repo/semantics/publishedVersio

INFLUENCE OF A LEADER AS A COACH AND AGILE WORK PRACTICE ON AGILE TRANSFORMATION IN COMPANIES

Elektroniskā versija nesatur pielikumusAizvien straujāk mainoties tirgiem, produktiem, tehnoloģijām un uzņēmējdarbības modeļiem, uzņēmuma spēja mainīties kļūst par izšķirošu veiksmes faktoru. Dinamiska darba prakse nodrošina uzņēmumiem nepieciešamo elastību, lai ātri pielāgotos mainīgajam tirgum. Dinamiskajai transformācijai uzņēmuma mērogā ir jānodrošina, lai visas biznesa struktūras, sākot no uzņēmējdarbības stratēģijas definēšanas līdz pat darbības īstenošanai, darbotos dinamiski. Promocijas darba mērķis ir precizēt līderu tipus un dinamisko darbu dinamiskās transformācijas sistēmā un apstiprināt, ka līderis pārsvarā padomdevēja lomā un dinamiska darba prakse ietekmē dinamisko transformāciju. Uz mērķi pamatotā galvenā hipotēze ir šāda: līderis pārsvarā kā padomdevējs un dinamiska darba prakse ietekmē uzņēmumu dinamisko transformāciju. Hipotēze ir apstiprināta, pamatojoties uz kvalitatīvo un kvantitatīvo pētījumu. Atslēgvārdi: lielie uzņēmumi, dinamiskas pārmaiņas, līderības veidi, padomdevējs kā līderis, dinamiska darba prakse, autokrātisks līderis.The increasing speed at which markets, products, technologies and business models change, means that a company's ability to change becomes a critical success factor. Agile work practice offers companies the needed flexibility to adapt quickly to the volatile market. A company-wide agile transformation has to ensure that all business units, from the definition of a business strategy to operational implementation work in an agile manner. The aim of the doctoral thesis is to ensure characteristics of leadership types and agile work practice in the agile transformation framework and to determine the influence of predominantly leader as a coach and agile work practice to agile transformation. Dervied from the aim the main hypothesis is as follows: consideration of a leader predominantly as a coach and agile work practice influences the agile transformation in companies. The hypothesis has been confirmed based on qualitative and quantitative research. Keywords: big companies, agile transformation, leadership types, coach as a leader, agile work practice, autocratic leader