Comparison of Agile, Quasi-Agile and Traditional Methodologies

Ivanov, Vladimir; Masyagin, Sergey; Rogers, Andrei; Succi, Giancarlo; Tormasov, Alexander; Yi, Jooyong; Zorin, Vasily

doi:10.1007/978-3-030-14687-0_11

Cited by 1 publication

(2 citation statements)

References 14 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The transition from the traditional organizational culture to agile is tremendously difficult. Many organizations claiming that they have completed successfully an agile transformation, in fact, have just glued a variety of agile practices to the existing traditional processes and culture [85], [86], often worsening the overall organizational performances [4]. However, true agile transformations have the potentials of carrying significant strategic benefits, including increased productivity and quality and also positive changes in mindsets, behaviors, structures, and policies.…”

Section: Conclusion and Further Researchmentioning

confidence: 99%

See 1 more Smart Citation

A Systemic Approach to Evaluating the Organizational Agility in Large-Scale Companies

et al. 2023

View full text Add to dashboard Cite

This paper presents action research to analyze an approach for assessment of the alleged agile transformation. This approach was implemented at AK Bars Digital Technologies, an IT spin-off of one of the largest banks in Russia using the Scaled Agile Framework. The approach is based on the Goal-Question-Metric approach, non-invasive measurement collection, and systemic analysis. It uses data from several different sources, including interviews, code repositories, user ratings in the play stores, and templates for agile assessment. The effectiveness of the approach is subjectively validated by the adoption of the proposed recommendations by the banks' senior management. Details are provided on the approach, the required effort from the side of both those assessing and of the people being assessed and the results. The final part of the paper is devoted to the discussion of its generalizability and the plan for future experimentation and refinement.

show abstract

Section: Conclusion and Further Researchmentioning

confidence: 99%

“…In fact, most companies are still exhibiting a "traditional" plan-based approach superficially implementing an agile methodology [4]. Some studies indicate that "pretending" to be agile is common at the organizational level (in 59% of the cases [5]) and at the team level (in 35% of the cases [6]).…”

Section: Introductionmentioning

confidence: 99%