Project Management Tools for Agile Teams

Mihalache, Alexandra

doi:10.12948/issn14531305/21.4.2017.07

Cited by 10 publications

(8 citation statements)

References 1 publication

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“…Successful strategy execution requires an "agile implementation management" process, which includes on-going coordination between teams, issues identification, decisionmaking and course corrections. [8] Without frequent coordination within and between strategic initiatives chaos becomes more likely, implementation will quickly lose momentum and grind to a standstill. Each of the implementation teams --Steering Committee, Program Management and Task Forces --must work in concert to keep the execution process on track.…”

Section: Apply "Agile Implementation Management"mentioning

confidence: 99%

Realizing your strategy’s potential: a seven-step model for its effective execution

Galpin

2018

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Purpose A seven-step Strategy Execution Model provides a tested guide to agile implementation. Design/methodology/approach Pragmatic actions, key deliverables and a case example for each of the seven steps in the model are presented. Findings Firms that focus more on strategic planning than implementation are often plagued with execution issues. Whereas, organizations that are able to execute their strategies as a well managed, integrated process have a much better chance of realizing the full potential of their plans. Practical implications Supporting the experience of numerous management teams, research indicates that poor execution often squanders the value companies anticipate from innovative, advantageous strategic initiatives. To minimize the likelihood of mismanagement, companies need a repeatable process that provides an integrated and actionable approach to effective strategy execution. Originality/value Senior executives and middle managers need a structured, coordinated system for managing strategy implementation. The author’s seven-step method has been tested in practice and refined. It emphasizes communication and agile adaptability.

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Section: Apply "Agile Implementation Management"mentioning

confidence: 99%

Realizing your strategy’s potential: a seven-step model for its effective execution

Galpin

2018

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“…While a particular DevOps is well aware of the practices, methods, and tools used toward performing an efficient agile change management process, there is a very limited or no exchange of information about changes in configuration among DevOps or other non-DevOps teams. This phenomenon has also been mentioned by other researchers, however, more from a pure business perspective, as also exposed by Mishra et al (2017). The root cause of this, despite the above stated poor communication, is the persistent use of different approaches and tools for release management.…”

Section: Software Housementioning

confidence: 59%

“…Nevertheless, they understand the phenomenon of system regression and thus, business regression caused by changes in systems when they are uncontrolled by central functions. Nevertheless, they displayed diametrically different approaches on the roots and possible resolution that is quite natural as observed by the others, as Mishra's et al (2017) considerations. At the same time, agile supporters also seemed to become supporters of keeping shortages or even the limitation of communication across business organization.…”

Section: Software Housementioning

confidence: 72%

“…Although the definition of business impairment and the consequent impairment within BPM, which is caused by system regression and its management, is not a new appearance, as currently a basic emergence is observed of correlative problems triggered by a persistent approach to establish and use new, innovative tools and methods of agile managed organizations, as noticed by Mihalache (2017). This is very often applied to those organizations that are in the transformation from traditional operating models, as underlined by Unhelkar (2013, p. 146).…”

Section: An Impairment Of the Business Process Caused By A Technical mentioning

confidence: 99%

“…In agile-oriented organizations, the independence of DevOps groups also shapes the new governance of system configuration by a clear division and separation of assigning a particular system CI (i.e., application) to the sub-org independent management, noticed also by Kaiser (2018, p. 122). Such a tight relation equally helps DevOps to realize changes in business processes and independent decision-making on the direction of change and future evolution, which was exposed by Mishra, Garbajosa, Wang, Bosch, and Abrahamson (2017).…”

Section: Independence Traps For Business Agilitymentioning

confidence: 99%

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Dissimilarities between applied methods of project management impacting regression in business processes and technical architecture

Bogumił¹

2020

JEMI

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The aim of this paper is to explore the drivers of keeping the consistency within business processes that are highly supported by system configuration, while the system architecture is impacted by a technical change in the organization that uses both traditional and agile methods of change management. Two research questions were raised related to the most frequent road blocks in managing system and business non-regression in hybrid management of change and the respective methods used to limit the system and business regression in the conflicting approaches of business operation models. In the research, a tailored method of multiple case study was used based on primary and secondary data from accessible documentation of projects, experience from tests and production cut-overs performed in the mix-method of project management, and change management circumstances. Overall findings wrap up the conclusion which is, that in order to keep control using the rules of BPM in transforming an organization, it is an indispensable necessity to use open cooperation that addresses cross-organization business objectives and overall business sensitivity for threads related to an agnostic approach of change realization chained by methodological rules. The advantages of collected knowledge may lead to formed ways of securing business objectives from unexpected regression driven by internal and independent organizational enforcements.

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