Development of a Hybrid Agile Management Model in Local Self-Government Units

Abstract

Local self-government units (LSGUs) often view project management as an accompanying activity not really giving it the appropriate level of importance. Challenges of traditional project management where the projects are segmented into discrete paths each dependent on the completion of the previous phase but without feedback or iteration can be overwhelming in a rigid governmental organizational structures. Such could be avoided by changing the way the projects are managed and/or changing the organizational structure. In both cases agile approach can be helpful. However, a priori implementation can cause more damage than good. It is the thinking behind the Agile principles that would adapt to the needs and particularities of the work environment it is implemented in, especially in light of the variety of activities of government bodies. The proposed model, Hybrid Agile Model, aims at defining a new, flexible, management structure for local self-government units, based on the development of human resources and constant change of culture, never neglecting the regular activities of such bodies, and all while making them more reliable and effective. The model has been described in detail along with the implementation process that has been tested on LSGU City of Poreč.

Adaptation of Agile Spotify Model at the Government Digital Service

“…The convergence of agility and leanness, emphasizing holistic perspectives and specific process agility, aligns with their pursuit of common objectives (Fagerholm & Pagels, 2014;Petersen, 2011). Studies exploring integration strategies to foster agile government transformation underscore the need for a shift in organizational structures, prioritizing adaptability and skill diversification (Aitken et al, 2002;CAR-PUŠIĆ et al, 2020;Looks et al, 2021;Riezebos, 2017). Agile methodologies, when implemented in digital projects, emphasize user engagement and the imperative of continuous innovation and product/service delivery (Looks et al, 2021;McBride et al, 2021;Mergel et al, 2018;Mohagheghi & Lassenius, 2021).…”

“…It necessitated flexibility without compromising administrative adherence, a delicate balancing act (Fagerholm & Pagels, 2014;Petersen, 2011). The shift demanded a careful orchestration of mitigating risks and upskilling employees, both integral facets requiring meticulous planning and execution (CAR-PUŠIĆ et al, 2020;Looks et al, 2021;Narasimhan et al, 2006;Weber & Wild, 2004).…”

“…The organization's steadfast commitment across all tiers facilitated a cultural shift while strategically aligning laws to ensure compliance without stifling innovation (Fagerholm & Pagels, 2014;Petersen, 2011). This transition demanded efficient risk mitigation strategies, comprehensive staff education initiatives, and robust communication methods to create an environment conducive to agile work methodologies (CAR-PUŠIĆ et al, 2020;Looks et al, 2021;Narasimhan et al, 2006;Weber & Wild, 2004).…”

“…This integration was challenging, as it required understanding the agile and lean principles to effectively blend them into the existing bureaucratic framework (Fagerholm & Pagels, 2014;Petersen, 2011). The cited references outline strategies and emphasize the need for agility and leanness in achieving common organizational goals, mirroring JDS's aim to transform its conventional structure while emphasizing flexibility and skill development (Aitken et al, 2002;CAR-PUŠIĆ et al, 2020;Looks et al, 2021;Riezebos, 2017).…”

“…The convergence of agility and leanness within this context underscores a holistic approach to organizational change, emphasizing shared objectives amidst diverse operational processes (Fagerholm & Pagels, 2014;Petersen, 2011). At the Government Digital Service, the journey towards agile transformation necessitates a cultural shift and investments in human resources (CAR-PUŠIĆ et al, 2020;Looks et al, 2021). This transformative strategy redefines conventional structures and emphasizes active user participation and continuous innovation (Looks et al, 2021;McBride et al, 2021).…”