Performance on agile teams: Relating iteration objectives and critical decisions to project management success factors

Drury‐Grogan, Meghann L.

doi:10.1016/j.infsof.2013.11.003

Cited by 68 publications

(45 citation statements)

References 34 publications

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“…Furthermore, using visual artefacts, applying the iterative planning approach, and having a dedicated team will help the team to concentrate on the high priority customer requirements and only do work that adds value for the customer [19] which contributes to increasing the product quality and the customer satisfaction [47].…”

Section: Apm Possible Interventionmentioning

confidence: 99%

Agile Project Management in Non-Software Sectors During Turbulent Times

Alsohybe¹,

Sabrah²

2019

IJSEA

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Scholars have viewed Agile Project Management APM as a prominent solution for software and nonsoftware innovative institutions to cope with its unstable environment. APM has been tested in the software field and proven to be successful. Since 2015, there is ongoing war in Yemen that negatively affects most sectors including the business and microfinance sectors. Social Fund for Development SFD, the microfinance industry leader in Yemen, sought solutions for enhancing the Microfinance Institutions MFIs capabilities during the current environment turbulence. This research investigates any possible advantages in adopting APM in the microfinance sector, out of software domain. A qualitative method was used to conduct the research. three microfinance pioneers were selected and 11 professionals from all management levels were interviewed. In addition, three workshop discussions with 22 members of product development teams were held. The study found that adopting APM would help these MFIs to enhance their resilience by bridging the identified gaps and challenges.

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Section: Apm Possible Interventionmentioning

confidence: 99%

Agile Project Management in Non-Software Sectors During Turbulent Times

Alsohybe¹,

Sabrah²

2019

IJSEA

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“…H5: The elements of significance for the control of the strategic investment project are directly correlated to the methods for strategic investment project management Apart from that, numerous authors emphasize that the applied methods for SIP management are directly related to a significant criteria for measuring the project success [28,29,30]. Therefore, the following hypothesis is further defined as:…”

Section: H4: the Factors Of Significance For Project Risk Managementmentioning

confidence: 99%

Risk Management Impact Assessment on the Success of Strategic Investment Projects: Benchmarking Among Different Sector Companies

2016

APH

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“…A project success is measured against a project's overall achievement of the project's objectives (Cooke-Davies 2002;De Wit, 1988;Drury-Grogan, 2014). PM success is mostly based on budget, schedule, and requirements goals (Cooke-Davies, 2002;Serrador, 2013).…”

Section: Effect Of Change Management On Information System Projects Smentioning

confidence: 99%

Change management in information systems projects for public organizations

Ziemba

Obłąk²

2015

IJIKM

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It can be argued that public organizations, in order to provide the public with sufficient services in the current, highly competitive and continuously evolving environment, require changes. The changes that become necessary are often related to the implementation of information systems (IS). Moreover, when organizations are faced with changes, a change management (CM) process needs to be put in place. CM theories that are currently available to practitioners and academics are often contradictory; they mostly lack empirical evidence and are supported by unchallenged hypotheses concerning the nature of the contemporary CM. The aim of this paper is, therefore, to identify critical success factors (CFSs) for CM in IS projects. In order to reach this aim an explanation of changes in public organizations and the nature of CM are presented. Following this, a framework of CFSs for CM in IS projects are identified based on the literature review. The paper also examines two IS projects and uses them to demonstrate CFSs influencing CM in IS projects in Polish pubic organizations. A discussion of the research findings is provided and the paper concludes with a presentation of the study's contributions and limitations as well as the stream of future work.

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Performance on agile teams: Relating iteration objectives and critical decisions to project management success factors

Cited by 68 publications

References 34 publications

Agile Project Management in Non-Software Sectors During Turbulent Times

Agile Project Management in Non-Software Sectors During Turbulent Times

Risk Management Impact Assessment on the Success of Strategic Investment Projects: Benchmarking Among Different Sector Companies

Change management in information systems projects for public organizations

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