Agile project management as a stage for creativity: a conceptual framework of five creativity-conducive spaces

Abstract

PurposeThe purpose of this paper is to demonstrate how agile project management can foster creativity in project teams.Design/methodology/approachThe study is based on an extensive literature review of agile project management and team creativity and is matching these two to answer the following research questions: (1) how agile project management approach can foster creativity in project teams? and (2) which principles and practices promoted by the most popular agile methodologies enhance creativity in project teams?FindingsFive creativity-conducive spaces in agile project management were identified and integrated into a conceptual framework, namely, a space for generative social interactions, a space for learning, a space for change and adaptation, a space for exploration and a space promoting team members' well-being. In the next step, based on a thorough analysis of seven widespread agile project management methods, a large number of agile principles and practices were mapped into each of the five conceptual spaces.Originality/valueThis study provides new insights into how agile project management can foster creativity in project teams. The conceptual framework developed in this paper might be utilized to enhance creativity in agile teams, it can also serve as a starting point for future research.

Do agile work practices impact team performance through project commitment? Evidence from the information technology industry

“…In the present study, team performance refers to overall team performance, encompassing performance dimensions including product quality, budget, and schedule adherence (Hoegl et al, 2004). Many studies indicate that businesses that embrace the agile way of working want to improve team performance (Peeters et al, 2022;Olszewski, 2023). Notably, the performance of agile teams signifies the ability of a group of individuals to be adaptive and responsive to change to achieve their goals (Traini, 2022).…”

“…Many studies indicate that businesses that embrace the agile way of working want to improve team performance (Peeters et al. , 2022; Olszewski, 2023). Notably, the performance of agile teams signifies the ability of a group of individuals to be adaptive and responsive to change to achieve their goals (Traini, 2022).…”

Toward an enhanced methodology to mitigate challenges of applying participatory action research in managing innovation projects

“…This iterative approach empowers teams to pivot quickly and adapt to new insights or feedback. Scrum, a prominent agile methodology, stands out for its emphasis on maximizing team flexibility, creativity and productivity (Olszewski, 2023). Scrum practices, including daily stand-up meetings, regular retrospectives, time-boxed sprints and consensus-based estimations like Planning Poker (Rubin, 2012), catalyse transparency, communication and shared ownership among team members.…”

“…DT has emerged as a valuable framework for managing innovation projects (Magistretti et al ., 2022; Starostka et al ., 2021; Roth et al ., 2020; Mahmoud-Jouini et al ., 2019) due to its emphasis on human-centered problem-solving, empathy and creativity (Olszewski, 2023). By balancing exploration and exploitation, DT enables organizations to develop an ambidextrous innovation portfolio (Randhawa et al ., 2021), fostering incremental improvements and radical breakthroughs.…”

Agile work practices and team creativity: the mediating role of team efficacy

“…The organization also sees creativity as a competitive advantage in the dynamic business environment (Valaei et al, 2022). Agile approaches focus on people and their creativity rather than the process of handling the problem of an uncertain world (Dyb a and Dingsøyr, 2008;Olszewski, 2023). It allows for project adjustments after starting, creating the best settings for innovation, learning and quick adaptation that improve team and organizational performance (Burga et al, 2022).…”