Understanding the structured processes followed by organisations prior to engaging in agile processes: A South African Perspective

There appears to be a lack of knowledge on the phases South African (SA) organisations go through while adopting agile methods. As a means to address this gap, this study uncovered empirical evidence on the phases SA organisations go through whilst adopting agile methods as well as the disparities between agile prescriptions and the way SA organisations actually implement agile methods. The data collected using a case study approach was analysed through the lens of Actor-Network Theory (ANT). The results reveal that there is no structured process for adopting agile methods and organisations go through various phases in their attempts to adopt agile methods. During the various phases, organisations face challenges which are culture as well as people related. Through this study South African practitioners could now be aware that before adopting an agile methodology, there has to be a common understanding of the problems at hand and the envisioned solution. The findings also inform aspiring adopters in South Africa that adoption of the methods does not have to be as prescribed. They are free to adopt only those aspects the organisations need most

Factors relating to and impacting eGovernment readiness in South Africa : a case of the Western Cape Government

Information and Communication Technologies (ICTs) have become increasingly important in enabling governments to deliver services to their citizens. Developing countries have limited understanding of what needs to be in place for governments to be considered ready for the implementation of eGovernment projects. As a result, most developing countries embark on these projects inadequately prepared, which results in failure. Large sums of money are spent on eGovernment initiatives which do not provide the envisaged benefit for citizens and businesses. This study therefore discusses factors influencing eGovernment initiatives by governments to improve services to their citizens, businesses and among their constituents. It further examines the stage of readiness of the South African government in implementing eGovernment initiatives to improve its services. The discussion uses Actor Network Theory (ANT) and in particular the concepts of 'moments of translation' and 'irreversibility' as a lens through which to understand and interpret the social phenomenon. Although a number of eGovernment researchers have argued that strong leadership and clear vision are required to implement eGovernment initiatives, the view is that governments have continuously failed to achieve the intended results. eGovernment potentials which are well documented in Information Systems and eGovernment research literature have not been institutionalised by governments to derive benefits due to limited capabilities in the administration of the public service. The study used ANT as the underpinning theory. A deductive approach with interviews was used for data collection in a selected provincial government (of the Western Cape) in South Africa. The outcome of this study is a general framework of readiness for eGovernment initiatives in South Africa, and more generally, Africa, to guide and determine the stage of readiness for eGovernment initiatives to achieve the intended results. This research contributes the application of the moments of translation and irreversibility of ANT as a lens through which the interplay between role players of socially constructed phenomena such as eGovernment readiness can be studied. Other forms of contribution are the application of an iterative process to moments of translation, and institutionalisation of each stage of moments of translation, during the implementation of eGovernment projects

How do South African organisations adopt agile methodologies for software development in practice?

Includes bibliographical references (leaves 81-90).Before organisations adopt agile methods, they need to ensure that they are prepared for the change. They also need to understand the problems they are trying to address by adopting agile methods. Agile methods deviate substantially from traditional methods of systems development (Tolfo & Wazlawick, 2008). This, therefore, makes it difficult for organisations to adopt agile methods even though they might see them attractive, as the adoption of such methods has an effect on organisational culture. If the culture cannot accommodate an agile approach, then the organisation will not be able to adopt agile (Lindvall, Basisli, Boehm, Costa, Dangle, Shull, Teseriero, Williams & Zelkowitz, 2002). Having a culture that is conducive to the adoption of agile methods is almost unanimously perceived by agile experts to be a necessary factor for the introduction of agile methodologies (eWorkshop, 2002). It is also important to understand the phases organisations go through during the process of adopting agile methods

Understanding the structured processes followed by organisations prior to engaging in agile processes: A South African Perspective

There appears to be a lack of knowledge on the phases South African (SA) organisations go through while adopting agile methods. As a means to address this gap, this study uncovered empirical evidence on the phases SA organisations go through whilst adopting agile methods as well as the disparities between agile prescriptions and the way SA organisations actually implement agile methods. The data collected using a case study approach was analysed through the lens of Actor-Network Theory (ANT). The results reveal that there is no structured process for adopting agile methods and organisations go through various phases in their attempts to adopt agile methods. During the various phases, organisations face challenges which are culture as well as people related. Through this study South African practitioners could now be aware that before adopting an agile methodology, there has to be a common understanding of the problems at hand and the envisioned solution. The findings also inform aspiring adopters in South Africa that adoption of the methods does not have to be as prescribed. They are free to adopt only those aspects the organisations need most

Theoretical interpretation of e-Government implementation challenges in South Africa: a case study of a selected provincial government

This paper discusses factors influencing e-Government initiatives by African Governments to improve services to their citizens, businesses and their constituent. It further discusses, as a socially constructed phenomenon, the degree of readiness of governments to implement e-Government initiatives to improve services. The discussion uses Actor Network Theory (ANT) and in particular the concepts of moments of translation and irreversibility as a lens through which to understand and interpret the social phenomenon. Although a number of e-Government researchers have argued that strong leadership and clear vision is required to implement e-Government initiatives, the view is that Governments have continuously failed to achieve the intended results. E-Government potentials and benefits which are well documented in Information Systems and e-Government research literature have not been realised by governments due to limited capabilities in the administration of the public service. The study applied a deductive approach where semi-structured interviews were used for data collection in a selected Provincial Government in South Africa. The outcome is a general framework to determine the readiness of South Africa government and generally, African governments for eGovernment initiatives to achieve the intended results