Agility in Software Development and Project Value

Balijepally, VenuGopal; DeHondt, Gerald; Sugumaran, Vijayan; Nerur, Sridhar

doi:10.4018/jdm.2017100103

Cited by 8 publications

(4 citation statements)

References 39 publications

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“…Adaptive project management is applied to launch an innovative product, oriented toward high quality, customer satisfaction and product delivery under time and budget constraints (Beck et al , 2001). A study by Balijepally et al (2017) confirms that agility-typical stakeholder collaboration is essential for adding value to a project – and so is continuous testing, validation as well as reflective improvement.…”

Section: Related Researchmentioning

confidence: 91%

A study on the adaptive approach to technology-driven enhancement of multi-scenario business processes

Marcinkowski

Gawin

2019

ITP

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Purpose Process-oriented organizations are compelled to be innovative and continuously implement changes to meet customer requirements and gain a competitive advantage in accordance with the business process management approach. In the digital age, organizations develop business process support systems using agile methods and introduce adaptation skills in order to support their core business. Seamlessly integrating both practices into a coherent and practically applicable solution supporting multi-scenario processes infallibly remains a challenge. The paper aims to discuss these issues. Design/methodology/approach The workshops identifying the key issues in an international capital group that consolidates facility management companies, as well as a related research review, have fueled a two-cycled Canonical Action Research (CAR) study. Findings The paper extends the current understanding of IT-enabled agility, proposing an adaptively improved infrastructure with a catalog of digital options that facilitates the composition of multi-scenario business processes. Research limitations/implications The CAR was limited to the members of management board and the managers constituting the focus groups. The agile business process management (ABPM) model proposed focuses on adding novel functionalities/building new processes, leaving functionality lifecycle out-of-scope. ABPM empirical validation is limited to a single business/technical case. Practical implications Real-life solution for supporting dynamic business processes was delivered, as rigid IT solutions do not support quick assembly of customized business processes with abundant number of scenarios. The infrastructure enables composition of customer-tailored services based on re-usable digital options directory as well as enhances business process discrepancies/software bugs detection, reducing the cost of maintaining IT infrastructure for entire customer portfolio. A number of issues resulting from building IT solutions within a series of isolated projects with no coherent overall development strategy are mitigated. Originality/value The ABPM acts as a reference model for focusing on developing critical functionalities and limiting resources consumed by redundant features.

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Section: Related Researchmentioning

confidence: 91%

A study on the adaptive approach to technology-driven enhancement of multi-scenario business processes

Marcinkowski

Gawin

2019

ITP

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“…Research defines employee capability as the competencies that enhance job performance and foster adaptiveness essential for organizational transformation and success. Agile practices emphasize employee capability, such as building projects around motivated individuals, providing individuals with a supportive work environment, and trusting individuals to fulfill their responsibilities (Balijepally et al, 2017;Boehm & Turner, 2004;Fontana et al, 2014;Fowler & Highsmith, 2001). Employee competencies in agile software development include technical skills, business domain knowledge, interpersonal skills (Batra et al, 2016), motivation (Fowler & Highsmith, 2001), and coordination skills (Bick et al, 2018;Dietrich et al, 2013;Dingsøyr et al, 2018).…”

Section: Employee Capabilitymentioning

confidence: 99%

Antecedents of Organizational Agility During Business Uncertainty in Noninformation Technology Sectors

Batra

2022

Journal of Database Management

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The prolonged COVID-19 pandemic, economic stress, and geopolitical tensions have caused market disruptions and other forces that have likely increased organizational agility. This article focuses on the antecedents of organizational agility under such business uncertainty in the noninformation technology (IT) sectors. The research model stems from the uncertainty reduction theory and the following three frameworks: (1) dynamic capabilities; (2) decision making; and (3) business intelligence and analytics (BI&A) competitive advantage maturity model. It considers intelligence (risk and opportunity) and aligned decision making as agility predictors. It lists employee capability and IT flexibility as antecedents of intelligence, aligned decision making, and organizational agility. The results indicate that employee capability affects agility through the mediating variables of intelligence and aligned decision making. IT flexibility impacts agility only through intelligence. Both intelligence and aligned decision making have significant direct effects on agility.

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“…The concept of agility as an indicator of performance has been studied for decades in different areas, such as manufacturing (Vokurka and Fliedner, 1998; Gunasekaran, 1999; Zhang and Sharifi, 2000), organizations (Nagel and Dove, 1991; Goldman et al , 1995; Sharifi and Zhang, 2001) and more recently in project management (Sheffield and Lemétayer, 2013; Balijepally et al , 2017; Rebentisch et al , 2018).…”

Section: Agility Performance In Project Managementmentioning

confidence: 99%

Beyond the agile methods: a diagnostic tool to support the development of hybrid models

Bianchi

Conforto

Amaral

2021

IJMPB

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PurposeWhile agile methods have been adapted to different industries, agility depends on the alignment between the practices and project environment. Nevertheless, it is unlikely to find the best combination without a diagnosis of these variables. This paper proposes a project management agility diagnostic tool (PM/ADT), aimed at diagnosing the project environment, management practices and agility performance to find the right balance between them.Design/methodology/approachThe tool was developed by combining multiple techniques during a three-year research program, including an extensive systematic literature review, exploratory case studies, a survey and three case studies involving 25 projects from information and communications technology, software development and technology-based companies.FindingsThe results indicate potential discrepancies between environmental factors, management practices and agility performance that affect project management in organizations, allowing the diagnosis and analysis of the situation for the development of better management solutions.Research limitations/implicationsThe study reinforces the hypothesis that it may not be possible to adopt pure agile models or methods in most projects, except in specific cases, as with some projects in the software industry. This is in line with the hybrid models. However, further testing is needed with a larger sample of projects and organizations.Practical implicationsThe tool can be useful to assess different types of projects from different industry sectors to improve the management process, allowing the development of agility beyond the software industry.Originality/valueThe article discusses agility beyond measurement, assessing the most appropriate environment for using practices from one approach or another.

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Agility in Software Development and Project Value

Cited by 8 publications

References 39 publications

A study on the adaptive approach to technology-driven enhancement of multi-scenario business processes

A study on the adaptive approach to technology-driven enhancement of multi-scenario business processes

Antecedents of Organizational Agility During Business Uncertainty in Noninformation Technology Sectors

Beyond the agile methods: a diagnostic tool to support the development of hybrid models

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