Identifying Challenges and a Research Agenda for Flow in Software Project Management

Dennehy, Denis; Conboy, Kieran

doi:10.1177/8756972818800559

Cited by 11 publications

(7 citation statements)

References 70 publications

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“…Our approach was both inductive and influenced by prior literature and our research question in the spirit of coding following the constructivist GT procedures (Charmaz, 2006). In other words, while there was an open scope for themes emerging directly from the data, we did draw inspiration from existing literature on BA (e.g., Krishnamoorthi & Mathew, 2018), project selection and prioritisation (e.g., Constantiou et al, 2019), systems development (e.g., Conboy, Mikalef, et al, 2020;Dennehy & Conboy, 2018) and, especially sensemaking (Weick et al, 2005), which forms the theoretical underpinnings for our study. Our analysis began with the familiarisation step with the empirical material.…”

Section: Discussionmentioning

confidence: 99%

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Making sense of business analytics in project selection and prioritisation: insights from the start-up trenches

Zamani

Griva

Spanaki

et al. 2021

ITP

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PurposeThe study aims to provide insights in the sensemaking process and the use of business analytics (BA) for project selection and prioritisation in start-up settings. A major focus is on the various ways start-ups can understand their data through the analytical process of sensemaking.Design/methodology/approachThis is a comparative case study of two start-ups that use BA in their projects. The authors follow an interpretive approach and draw from the constructivist grounded theory method (GTM) for the purpose of data analysis, whereby the theory of sensemaking functions as the sensitising device that supports the interpretation of the data.FindingsThe key findings lie within the scope of project selection and prioritisation, where the sensemaking process is implicitly influenced by each start-up's strategy and business model. BA helps start-ups notice changes within their internal and external environment and focus their attention on the more critical questions along the lines of their processes, operations and business model. However, BA alone cannot support decision-making around less structured problems such as project selection and prioritisation, where intuitive judgement and personal opinion are still heavily used.Originality/valueThis study extends the research on BA applied in organisations as tools for business development. Specifically, the authors draw on the literature of BA tools in support of project management from multiple perspectives. The perspectives include but are not limited to project assessment and prioritisation. The authors view the decision-making process and the path from insight to value, as a sensemaking process, where data become part of the sensemaking roadmap and BA helps start-ups navigate the decision-making process.

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Section: Discussionmentioning

confidence: 99%

“…Constantiou et al , 2019), systems development (e.g. Conboy et al , 2020b; Dennehy and Conboy, 2018) and especially sensemaking (Weick et al , 2005), which forms the theoretical underpinnings for our study.…”

Section: Methodsmentioning

confidence: 99%

Making sense of business analytics in project selection and prioritisation: insights from the start-up trenches

Zamani

Griva

Spanaki

et al. 2021

ITP

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“…It can also help show how the input of incorrect information into the ISD process can be minimized by creating valid baseline analytics (Estevam et al , 2017) through trustworthiness analysis and appropriateness analysis. Our model can help understand how the flow of data can be interpreted in the specific context and communicated to ISD management teams (Dennehy and Conboy, 2018).…”

Section: Discussion Future Research and Conclusionmentioning

confidence: 99%

Sensegiving in organizations via the use of business analytics

Namvar

Intezari

2021

ITP

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PurposeBusiness analytics (BA) has been a breakthrough technological development in recent years. Although scholars have suggested several solutions in using these technologies to facilitate decision-making, there are as of yet limited studies on how analysts, in practice, improve decision makers' understanding of business environments. This study uses sensemaking theory and proposes a model of how data analysts generate analytical outcomes to improve decision makers' understanding of the business environment.Design/methodology/approachThis study employs an interpretive field study with thematic analysis. The authors conducted 32 interviews with data analysts and consultants in Australia and New Zealand. The authors then applied thematic analysis to the collected data.FindingsThe thematic analysis discovered four main sensegiving activities, including data integration, trustworthiness analysis, appropriateness analysis and alternative selection. The proposed model demonstrates how these activities support the properties of sensemaking and result in improved decision-making.Research limitations/implicationsThis study provides strong empirical evidence for the theory development and practice of sensemaking. It brings together two distinct fields – sensemaking and business analytics – and demonstrates how the approaches advocated by these two fields could improve analytics applications. The findings also propose theoretical implications for information system development (ISD).Practical implicationsThis study demonstrates how data analysts could use analytical tools and social mechanisms to improve decision makers' understanding of the business environment.Originality/valueThis study is the first known empirical study to conceptualize the theory of sensemaking in the context of BA and propose a model for analytical sensegiving in organizations.

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“…Recent research shows that intentional interruptions are especially common and have positive effects on agile projects (Wiesche, 2021), whereas patience, working in loops and simultaneous work, and seizing opportunities seem to be more suitable for projects that resemble long-term operations such as innovation projects (Akkermans & van Oorschot, 2016; Lenfle, 2016). The integration of the flow concept into agile approaches to projects promises to overcome time-boxed procedures in favor of continuous work and an end-to-end perspective, mirroring the call to go with the flow in opaque and urgent situations (Dennehy & Conboy, 2018).…”

Section: Timing In Projectsmentioning

confidence: 99%

Synchronous and Diachronic Timing: Insights into Managing Projects from Disaster Management and Fast-Response Organizations

Nachbagauer

2022

Project Management Journal

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Timing, that is selecting the right time or speed, is critical in urgent projects, yet there are few studies addressing timing in project management. This article emphasizes event time to better understand that timing is not simply a given externality and points to the importance of enacting events and urgency. Furthermore, the article distinguishes between synchronic and diachronic time perspectives. By transferring insights from disaster management and fast-response organizations, the article shows that (synchronous) coordination is best done by organizational improvisation and fragmentation, whereas (diachronic) pace and rhythm are marked by seizing opportunities, deliberately induced interruptions, and periods of patience.

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Identifying Challenges and a Research Agenda for Flow in Software Project Management

Cited by 11 publications

References 70 publications

Making sense of business analytics in project selection and prioritisation: insights from the start-up trenches

Making sense of business analytics in project selection and prioritisation: insights from the start-up trenches

Sensegiving in organizations via the use of business analytics

Synchronous and Diachronic Timing: Insights into Managing Projects from Disaster Management and Fast-Response Organizations

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