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Journal articles on the topic 'Large-Scale Agile Transformation'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 February 2022

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1

Olszewska (née Pląska), Marta, Jeanette Heidenberg, Max Weijola, Kirsi Mikkonen, and Ivan Porres. "Quantitatively measuring a large-scale agile transformation." Journal of Systems and Software 117 (July 2016): 258–73. http://dx.doi.org/10.1016/j.jss.2016.03.029.

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2

Paasivaara, Maria, Benjamin Behm, Casper Lassenius, and Minna Hallikainen. "Large-scale agile transformation at Ericsson: a case study." Empirical Software Engineering 23, no. 5 (2018): 2550–96. http://dx.doi.org/10.1007/s10664-017-9555-8.

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3

Pawlak, Robert. "Implementation aspects of agile methods in large organizations." e-mentor 90, no. 3 (2021): 64–72. http://dx.doi.org/10.15219/em90.1523.

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The aim of this article is to analyze the challenges and success factors on organizations’ path to agile transformation, as frequently discussed in the literature and encountered in business practice. The research conducted proved that large-scale agile transformations require a dedicated approach with set of tools and best practices in place. The implementation challenges and barriers have been categorized into method-, organization-, culture- and technology-oriented groups. As a result of an in-depth analysis carried on for the purpose of this paper, a dedicated methodology of agile transfor
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4

Vorontsov, Denis. "Modern approaches to Agile transformation of Russian financial and technological companies." SHS Web of Conferences 116 (2021): 00066. http://dx.doi.org/10.1051/shsconf/202111600066.

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The article considers the relevance of the Russian organizations Agile transformation operating in the financial technology industry. The current concepts of Agile-transformation are presented. The experience of implementing Agile transformations in large Russian banks is presented. The current processes occurring during the transformation of fintech companies are presented. The conditions and features of Agile transformation depending on the scale of a fintech company are considered. Changes in the corporate culture are analyzed from the point of view of project teams and the Agile companies
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5

Ylinen, Maija. "Incorporating agile practices in public sector IT management: A nudge toward adaptive governance." Information Polity 26, no. 3 (2021): 251–71. http://dx.doi.org/10.3233/ip-200269.

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Public sector organizations are moving from digitalization toward digital transformation. However, this fast-paced and fundamental transformation can be difficult to manage with traditional approaches. One solution is the application of agile methods and adaptive governance. Currently, it is not clear whether the agile mindset can be successfully adopted by public sector organizations, which value stability over agility. To provide a much-needed example of how the agile approach can be introduced in the context of the public sector, this paper presents the findings of a single case study of a
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6

Russo, Daniel. "The Agile Success Model." ACM Transactions on Software Engineering and Methodology 30, no. 4 (2021): 1–46. http://dx.doi.org/10.1145/3464938.

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Organizations are increasingly adopting Agile frameworks for their internal software development. Cost reduction, rapid deployment, requirements and mental model alignment are typical reasons for an Agile transformation. This article presents an in-depth field study of a large-scale Agile transformation in a mission-critical environment, where stakeholders’ commitment was a critical success factor. The goal of such a transformation was to implement mission-oriented features, reducing costs and time to operate in critical scenarios. The project lasted several years and involved over 40 professi
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7

Sahid, Abdelkebir, Yassine Maleh, and Mustapha Belaissaoui. "A Practical Agile Framework for IT Service and Asset Management ITSM/ITAM Through a Case Study." Journal of Cases on Information Technology 20, no. 4 (2018): 71–92. http://dx.doi.org/10.4018/jcit.2018100105.

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Agile mode projects are increasingly popular among IT Department, including the most complex organizations. The deployment of agility on a larger scale fits over a long period because the motivations are part of a persistent setting. The deployment of large-scale agility is therefore based on a deep and lasting transformation of the organization. In order to support transformational business changes, IT must streamline the top-down process of new IT processes. The success of an IT service and asset management depends on innovation, agility, and efficiency to accompany the transformation of the
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8

A. Johnston, Kevin, and Grandon Gill. "Standard Bank: The Agile Transformation." Journal of Information Technology Education: Discussion Cases 6 (2017): 07. http://dx.doi.org/10.28945/3923.

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South Africa’s largest bank has recently completed a transformation from traditional systems development to the scaled agile framework. The individual leading the transformation is now considering how to keep the momentum going and possible new directions. Josef Langerman, Head of IT Transformation for Standard Bank, reflected on the extraordinary transformation that his organization’s IT group had recently experienced. Over the past three years, Standard Bank’s IT group had changed from the relatively well accepted systems development lifecycle/waterfall model to a revolutionary large scale a
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9

Idzikowski, Wojciech, and Igor Perechuda. "Agile approach in a transforming organization, a descriptive study of chosen Polish companies with rapid revenue growth." Oeconomia Copernicana 9, no. 3 (2018): 461–75. http://dx.doi.org/10.24136/oc.2018.023.

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Research background: Recent decades may undoubtedly be deemed as a period of exceptional transformation on a global scale. One element of this transformation is the reorganisation of traditional ways of business management (on all ontological levels). As a result, agile approach is increasingly often considered one of the key aspects of building the competitive advantage of a company. In this paper, agile approach is understood as the businesses' capability of responding promptly to market needs.
 Purpose of the article: The aim of this paper is to present the research results on the use
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10

Denning, Stephen. "The role of the C-suite in Agile transformation: the case of Amazon." Strategy & Leadership 46, no. 6 (2018): 14–21. http://dx.doi.org/10.1108/sl-10-2018-0094.

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Purpose Practitioners can learn much about how a CEO can generate and sustain business agility from examining the role of Jeff Bezos, the CEO of Amazon—arguably the world’s most-agile large organization. Design/methodology/approach Amazon demonstrates mastery of strategic agility by having successfully shifted Amazon into a whole series of new businesses on a massive scale. Findings As Amazon acquires new skills, it doesn’t just become more proficient in its own business: it turns these into newly-created capabilities into new businesses.” Practical implications For Bezos, the medium-term road
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11

Poth, Alexander, Mario Kottke, and Andreas Riel. "The implementation of a digital service approach to fostering team autonomy, distant collaboration, and knowledge scaling in large enterprises." Human Systems Management 39, no. 4 (2020): 573–88. http://dx.doi.org/10.3233/hsm-201049.

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BACKGROUND: Autonomous acting of individuals and as teams are key elements of agile, distributed, and partly or entirely distant working environments. The availability of relevant processes, methods, tools, and guidelines is key to leveraging team autonomy. OBJECTIVE: This article presents the design and implementation of a digital self-service kit (SSK) approach featuring high scalability, as well as a quality assurance and continuous improvement mechanism. As consumers, the teams within an organization can use these SSK’s anytime and on-demand without any constraints in location, time, or qu
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12

Dikert, Kim, Maria Paasivaara, and Casper Lassenius. "Challenges and success factors for large-scale agile transformations: A systematic literature review." Journal of Systems and Software 119 (September 2016): 87–108. http://dx.doi.org/10.1016/j.jss.2016.06.013.

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13

Krneta, Dragoljub, Vladan Jovanovic, and Zoran Marjanovic. "A direct approach to physical Data Vault design." Computer Science and Information Systems 11, no. 2 (2014): 569–99. http://dx.doi.org/10.2298/csis130523034k.

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The paper presents a novel agile approach to large scale design of enterprise data warehouses based on a Data Vault model. An original, simple and direct algorithm is defined for the incremental design of physical Data Vault type enterprise data warehouses, using source data meta-model and rules, and used in developing a prototype case tool for Data Vault design. This approach solves primary requirements for a system of record, that is, preservation of all source information, and fully addresses flexibility and scalability expectations. Our approach benefits from Data Vault dependencies minimi
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14

Popova, S., and A. Yanik. "The Russian Constitution of 1993 and the Constitutionalization of Federal Legislation: Data Analysis." BRICS Law Journal 6, no. 3 (2019): 128–61. http://dx.doi.org/10.21684/2412-2343-2019-6-3-128-161.

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The Constitution of the Russian Federation of 1993 provided the basis and tools for large-scale societal transformations in Russia. Still, the question of whether the results of political and socio-economic reforms are irreversible and in line with constitutional ideas and norms is open to discussion. This study investigates the temporality of the process of the “constitutionalization” of Russian law using the statistics of Federal laws and Federal constitutional laws for the period 1994–2018. The article presents the outcome of the quantitative analysis as well as a discussion of the findings
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15

Gandomani, Taghi Javdani, Hazura Zulzalil, and Mina Ziaei Nafchi. "AGILE TRANSFORMATION: A MULTI-DIMENSIONAL PROCESS." Jurnal Teknologi 77, no. 9 (2015). http://dx.doi.org/10.11113/jt.v77.6188.

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Software companies are widely interested to use Agile methodologies instead of traditional methods, mainly because of achieving the values offered by Agile approach. However, literature review implies that the alteration process is subject to various serious challenges that make Agile transformation more difficult than expected. Most of the companies are facing these challenges mainly because of the lack of knowledge and understanding of the transformation process. We have conducted a large-scale empirical research study discover various aspects of Agile transformation. Applying a Grounded The
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16

"Standard Bank: The Agile Transformation." Muma Case Review 2 (2017): 001–31. http://dx.doi.org/10.28945/3911.

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Josef Langerman, Head of IT Transformation for Standard Bank, reflected on the extraordinary transformation that his organization’s IT group had recently experienced. Over the past three years, Standard Bank’s IT group had changed from the relatively well accepted systems development lifecycle/waterfall model to a revolutionary large scale agile approach. The results had been gratifying. But it left a question unanswered. Now that things were starting to stabilize, what should be the next steps? The 154-year-old Standard Bank was the largest banking group in Africa, and the 5th largest company
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17

Amiri, Fouad, Sietse Overbeek, Gerard Wagenaar, and Christoph Johann Stettina. "Reconciling agile frameworks with IT sourcing through an IT sourcing dimensions map and structured decision-making." Information Systems and e-Business Management, July 7, 2021. http://dx.doi.org/10.1007/s10257-021-00534-3.

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AbstractWhile there is a plethora of literature on IT Sourcing (ITS) strategy, little is known about the impact of large-scale agile frameworks on these strategies. Empirical evidence suggests that application of agile frameworks has an impact on governance and processes in large organisations including ITS strategies. Yet, the effects of such frameworks remain unrevealed. This research investigates the impact of agile frameworks on ITS decisions and the way organisations configure their ITS strategies. The research first studies literature to realise that there is a lack of empirical research
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18

Weber, Alicia N. "Responding to supply chain disruptions caused by the COVID-19 pandemic: A Black Swan event for omnichannel retailers." Journal of Transport and Supply Chain Management 15 (September 14, 2021). http://dx.doi.org/10.4102/jtscm.v15i0.628.

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Background: The COVID-19 pandemic has triggered unprecedented growth in digital commerce and has accelerated the digital transformation of many retailers. An unforeseen event, such as the COVID-19 pandemic, is often referred to as a ‘Black Swan’ event – being of low probability to occur but causing substantial disruptions to a supply chain. Lockdown restrictions imposed to curb the spread of coronavirus resulted in significant external and internal disruptions to retailers’ supply chains. Omnichannel retailer’s ability to respond to the pandemic’s disruption hinges on resilient supply chain st
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19

"The Effect of Disruption Technology, and the Future Knowledge Management toward Service Innovation for Telecommunication Industry 4.0 in Indonesia." International Journal of Engineering and Advanced Technology 8, no. 6S3 (2019): 247–57. http://dx.doi.org/10.35940/ijeat.f1040.0986s319.

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The disruption technological creates unprecedented opportunities and challenges that will be strengthened by the convergence of digital, physical technologies that characterize the newly emerging Fourth Industrial Revolution 4.0. This emerging technology is extraordinary and has the potential to become a source of growth. The telecommunications industry 4.0 is undergoing transformational development to deal with disruptive technological challenges. Globally, quality has declined from the past few decades, a combination of a stagnant economy and an increase in the quality of income has caused d
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20

Cutler, Ella Rebecca Barrowclough, Jacqueline Gothe, and Alexandra Crosby. "Design Microprotests." M/C Journal 21, no. 3 (2018). http://dx.doi.org/10.5204/mcj.1421.

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IntroductionThis essay considers three design projects as microprotests. Reflecting on the ways design practice can generate spaces, sites and methods of protest, we use the concept of microprotest to consider how we, as designers ourselves, can protest by scaling down, focussing, slowing down and paying attention to the edges of our practice. Design microprotest is a form of design activism that is always collaborative, takes place within a community, and involves careful translation of a political conversation. While microprotest can manifest in any design discipline, in this essay we focus
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