A Wheelbarrow Full of Frogs: Understanding Portfolio Management for Agile Projects

Smeekes, Isabelle; Borgman, Hans P.; Heier, Hauke

doi:10.24251/hicss.2018.682

Cited by 3 publications

(5 citation statements)

References 37 publications

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“…This has also been theorized by Weill and Ross [32] who claim that proper organizational structure and IT governance design allow for simultaneously achieving effectiveness (IT business value) and efficiency (return on assets) [32]. In line with our discussion in the previous sections, IT infrastructure flexibility has a positive and significant effect on agility [26], where the transformation to organizational agility leads to more focus on business value and less on IT project control [19]. When looking at innovation, a stronger reliance on IT governance mechanisms -in the form of boards and committees-leads to less process or product innovation [33].…”

Section: P1: Unclear Governance Processes Cause Inertia When Organizasupporting

confidence: 79%

“…Due to the novelty of these platforms new challenges occurred in stage 4 ( fig. 1 [41] as well as a need for a supportive IT function to effectively support digitization for the long term [7], focused on increasing the business value [19]. Moreover, we observed that roles and responsibilities are scattered throughout the organization, as well as outsourced to external strategic partners.…”

Section: P3: It-process Controlsmentioning

confidence: 90%

“…These innovation projects often start as a small experiment without a concrete pre-specified end product [11] indicating their highly exploratory character. Agile working practices further add to the complexities of managing IT innovations at both project as well as portfolio level, requiring a challenging combination of flexibility and clarity in governance processes to ensure progress [19]. This brings us to the first proposition.…”

Section: Literature Reviewmentioning

confidence: 99%

See 2 more Smart Citations

IT Governance: Oil or Sand in the Wheels of Innovation?

Arikan¹,

Borgman²

2020

Proceedings of the Annual Hawaii International Conference on System Sciences

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The purpose of this study is to understand how IT Governance (ITG) can foster or hinder the development and roll-out of radical or disruptive IT-enabled innovations. Propositions derived from the extant literature guide the analysis of seven embedded case studies of different innovation initiatives within a single large Dutch multinational bank with various contingency factors affecting ITG across the cases. Our findings confirm and extend earlier studies that emphasize the importance of proper business-IT communication and identify challenges caused by long gatekeeping processes and by the use of novel technologies in a traditional IT landscape. Radical or disruptive innovations also add new challenges, as they often cross business lines and therefore may be exposed to a heterogeneous set of ITG mechanisms. Our study further demonstrates that these innovations demand a different approach on an IT-functional level and a reconsideration of the risk capability structure to optimize efficiency.

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Section: P1: Unclear Governance Processes Cause Inertia When Organizasupporting

confidence: 79%

Section: P3: It-process Controlsmentioning

confidence: 90%

Section: Literature Reviewmentioning

confidence: 99%

See 1 more Smart Citation

IT Governance: Oil or Sand in the Wheels of Innovation?

Arikan¹,

Borgman²

2020

Proceedings of the Annual Hawaii International Conference on System Sciences

Self Cite

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“…On the other hand, in those organizations that already had more mature governance implementations, they showed different dynamics fully in line with the findings of (Smeekes et al, 2018). We have grouped the findings into the broad patterns we have identified as shown below: 1.…”

Section: Organisations With More Evolutionary Approaches To Governancesupporting

confidence: 63%

Towards a Decentralized Autonomous Governance Model to Improve Governance of Charities

Dosso,

Senyo,

Tingbani

2024

Proceedings of the Annual Hawaii International Conference on System Sciences

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Digitalisation is imposing a strong pace of change on the business ecosystem, which implies the need for an adaptive governance model that moves away from the mechanistic approach of Command & Control. In this sense, we have considered complexity thinking and sociotechnical systems design as the key elements for designing such a governance model. Using an Action-Research approach with international Spanish organisations, we have developed a governance model based on Agile Portfolio Management. Our conclusions show that it is possible to use this approach to create an adaptive governance model, which allows to take on business transformation initiatives, regardless of their level of complexity. At the same time, the organisation is encouraged to embrace a new working mindset, one that is more organic, more transparent and gives autonomy to staff.One of the results of this study is bringing out how the socio-technical and complexity perspective highlights out the interdependence between governance model, operational models, organisational design, and technology architecture strategy to achieve the organisation's strategy, thereby facilitating the approach towards business agility.

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“…The second relevant publication comes from Smeekes et al (2018); it addresses various aspects of agile portfolio management projects, based on seven case studies conducted in large Dutch organizations. Although these studies focused on IT portfolio management projects, they contain general descriptive and contextual information relevant to the objective of this paper.…”

Section: Research Summarymentioning

confidence: 99%

Budgeting for Agile Product Development

Vierlboeck¹,

Gövert²,

Trauer³

et al. 2019

Proc. Int. Conf. Eng. Des.

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Recent reports and predictions indicate a consistent and continuous growth in the field of Research and Development. Such growth leads to increased resource investments, which have to be managed effectively to eventually achieve value maximization. This management is cohesive with budgeting. In changing environments, said effectiveness can be difficult to attain.Agile development is supposed to provide the necessary flexibility for uncertain situations and has recently seen a stark adoption incline. Unfortunately, budgeting and resource allocation have not yet been resolved for agile approaches: a comprehensive research including recent publications showed a lack of models and frameworks for the adoption and application of budgeting with agile development. Due to this lack of a comprehensive approach, as well as limitations and restrictions of existing research, this paper describes the design of a budgeting approach suitable for and compatible with agile product development. The developed solution, the Structured Agile Budgeting Process, provides a holistic and interdisciplinary way to allocate resources while still allowing the flexibility and benefits of agile development.

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A Wheelbarrow Full of Frogs: Understanding Portfolio Management for Agile Projects

Cited by 3 publications

References 37 publications

IT Governance: Oil or Sand in the Wheels of Innovation?

IT Governance: Oil or Sand in the Wheels of Innovation?

Towards a Decentralized Autonomous Governance Model to Improve Governance of Charities

Budgeting for Agile Product Development

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