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Articles de revues sur le sujet « Agile process management »

Auteur : Grafiati

Publié le 4 juin 2021

Mis à jour le 4 février 2022

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1

Badakhshan, Peyman, Kieran Conboy, Thomas Grisold, and Jan vom Brocke. "Agile business process management." Business Process Management Journal 26, no. 6 (2019): 1505–23. http://dx.doi.org/10.1108/bpmj-12-2018-0347.

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Purpose Business Process Management (BPM) is key for successful organisational management. However, BPM techniques are often criticized for their inability to deal with continuous and significant change and uncertainty. Following recent calls to make BPM more agile and flexible towards change, this study presents the results of a systematic literature review (SLR) of agile concepts in BPM. Analysing and synthesising previous works and drawing on agility research in the field of IS, this paper introduces a framework for agile BPM. Integrating different components that define agility in the cont

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Mupitra, Byan Haqi. "Risk Management of Process Moving from Traditional to Agile Software Development." ACMIT Proceedings 4, no. 1 (2017): 46–51. http://dx.doi.org/10.33555/acmit.v4i1.57.

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Agile programming is the popular software project development method in this era. Many company moving from Traditional software development to agile software development. They move to agile to reduce delivery time, user gap and improve quality. When use traditional method, we usually find big gap when we deliver to user. The solution of this problem is agile method. In Agile, we frequently come to users to tell them what we have done to their requirements. So the gap is not too big and we can solve it fast. But moving to agile software development is not easy. There are some risks when we move

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Bahrami, Ali. "Achieving Agile Enterprise Through Integrated Process Management." International Journal of Cases on Electronic Commerce 1, no. 4 (2005): 19–34. http://dx.doi.org/10.4018/jcec.2005100102.

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Mircea, Marinela. "Building the Agile Enterprise with Service-Oriented Architecture, Business Process Management and Decision Management." International Journal of E-Entrepreneurship and Innovation 2, no. 4 (2011): 32–48. http://dx.doi.org/10.4018/jeei.2011100103.

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Organizations are permanently confronted with the need for adaptation to a complex business environment that is in a continuous change and transformation. Thus, the organization’s agility represents a key element in obtaining the strategic advantage and the market success. The paper analyzes the connection between the Service-Oriented Architecture (SOA), the Business Process Management (BPM) and the Decision Management, as well as the way in which these modern approaches contribute to obtaining organization agility. The main changes determined by the organization’s service orientation, changes

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Rodríguez, Denis, and Enrique Silva Molina. "The experience of implementation with Agile Business Process Management." Advances in Science, Technology and Engineering Systems Journal 3, no. 4 (2018): 284–94. http://dx.doi.org/10.25046/aj030429.

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Teoh, Say Yen, and Shun Cai. "The Process of Strategic, Agile, Innovation Development." Journal of Global Information Management 23, no. 3 (2015): 1–22. http://dx.doi.org/10.4018/jgim.2015070101.

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Despite many attempts to introduce computerization in the healthcare industry, the majority of the current healthcare information systems still fail to meet the rising expectations of patients for service. This study aims to understand how agility and innovation capabilities can be strategically nurtured, developed, and managed to upgrade the quality of healthcare services. Based on a case study, a process model is developed to explain that an agile innovation strategy is a complex helix process involving a firm's sensitivity and responsiveness to integrating and reconfiguring its resources to

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Neamah Ahmed, Mohammed, and Sawsan Rasheed Mohammed. "Agile Quality Management Framework in Construction Projects (AQMFCP)." International Journal of Engineering & Technology 7, no. 4.20 (2018): 307. http://dx.doi.org/10.14419/ijet.v7i4.20.25944.

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In project management there has been a shift from traditional project management to the Agile Project Management (APM) style. The proposed Agile Quality Management Framework in Construction Projects will be built as a sequence of procedure that deals with a project from primary vision of project to the final delivery of project, will trace alignment and discover a contact between Agile and Traditional Project Management (TPM) concepts and find contact points among two of the more used Agile frameworks (scrum) and one of the more confirmed Project Management framework (PMBOK®) processes. This w

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Birgün, Semra, and Burcu Tanrikut Çerkezoğlu. "A Systematic Approach for Improving the Software Management Process." International Journal of Innovation and Technology Management 16, no. 04 (2019): 1940006. http://dx.doi.org/10.1142/s0219877019400066.

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Information technology is an indispensable element in applications in today’s industrial era. In addition to modern management approaches, software just as well as hardware is of great importance to ensure competitive advantage if the company needs to keep pace with industrial requirements. Information sector can be seen as a competition opportunity for emerging countries. To be able to exploit this opportunity, companies need to be agile and innovative. In this paper, we suggest a process innovation which is intended to be a new model for designing an efficient and effective software process.

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Tura, Nina, Lea Hannola, and Mikko Pynnönen. "Agile Methods for Boosting the Commercialization Process of New Technology." International Journal of Innovation and Technology Management 14, no. 03 (2017): 1750013. http://dx.doi.org/10.1142/s0219877017500134.

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Challenges in innovation processes have influenced the development of agile methods, which are lighter and nimbler tools for development projects. This study elucidates the possibilities of agile methods for enhancing the effectiveness of innovation processes with the aim of quickly and successfully commercializing new technology. The focus is on different process phases of commercialization, from identifying the business potential to finalizing the innovation commercialization plan. As a result of the study, a novel, rapid, and agile process was created to improve the effectiveness of the tec

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Engelhardt, Nils. "COMPARISON OF AGILE AND TRADITIONAL PROJECT MANAGEMENT: SIMULATION OF PROCESS MODELS." Acta academica karviniensia 19, no. 2 (2019): 15–27. http://dx.doi.org/10.25142/aak.2019.011.

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Baghdadi, Youcef. "Modelling business process with services: towards agile enterprises." International Journal of Business Information Systems 15, no. 4 (2014): 410. http://dx.doi.org/10.1504/ijbis.2014.060377.

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Prymak, V., and B. Korzh. "AGILE MANAGEMENT OF TEAMWORK OF ENGINEERING PROJECTS." Bulletin of Taras Shevchenko National University of Kyiv. Economics, no. 207 (2019): 21–27. http://dx.doi.org/10.17721/1728-2667.2019/207-6/3.

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The problems of introduction of agile methodologies in the process of functioning of domestic enterprises in the field of engineering services are investigated. The main reasons for the transition from the traditional cascade model of project team management to agile technologies, in particular, Scrum and Kanban, are identified. The main stages of implementation of engineering service based on Scrum and Kanban methodologies according to the level of organizational maturity of the enterprise are distinguished. A combined Scrum-Kanban adaptive model has been created to enable Agile principles to

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Ganebnykh, Elena, Olga Fokina, and Vitaly Lukinov. "Agile project management in lean environment." E3S Web of Conferences 135 (2019): 04049. http://dx.doi.org/10.1051/e3sconf/201913504049.

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The article discusses the possibility of integrating the traditionally opposed approaches of Agile and Kanban in the management of large manufacturing enterprises. The aim of the study is to develop a new algorithm for the implementation of lean production via formation of small work groups that operate based on Scrum methodology. Authors have classified famous approaches to lean manufacturing implementation, identified general patterns, and proposed a new integrated approach. The developed algorithm helps to launch lean production at a large enterprise in a most efficient way, quickly involve

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H. Kulkarni, Rajesh, P. Padmanabham, Manasi Harshe, K. K. Baseer, and Pallavi Patil. "Investigating Agile Adaptation for Project Development." International Journal of Electrical and Computer Engineering (IJECE) 7, no. 3 (2017): 1278. http://dx.doi.org/10.11591/ijece.v7i3.pp1278-1285.

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Agile methodologies adaptation in software companies is an accepted norm.Rapid application development and efficient deliverables being the premise. The changing business needs, cost effectiveness and timely delivery are catered to by agile methods. Different software development models are in the literature and also are being used by the industry. Few companies have adopted agile, few are gearing up for and few are in transition. We investigated agile presence in a software company.Project management is an evolving art with innovative methods being added up.The aim of this paper is to tease a

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Zavyalova, Elena, Dmitri Sokolov, and Antonina Lisovskaya. "Agile vs traditional project management approaches." International Journal of Organizational Analysis 28, no. 5 (2020): 1095–112. http://dx.doi.org/10.1108/ijoa-08-2019-1857.

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Purpose Agile project management methods gain increasing attention of practitioners while they often remain neglected by scholarly research. Specifically, there is little known about how performance factors of agile firms differ from those of traditional firms. Scholars argue that these factors often relate to a firm’s human resource management (HRM). This study aims to analyze and compare the HRM architectures in agile and traditional project-based organizations that lead to high firm performance. Design/methodology/approach The authors apply fuzzy-set qualitative comparative analysis on data

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Beaumont, Mitch, Ben Thuriaux-Alemán, Prashanth Prasad, and Chandler Hatton. "Using Agile approaches for breakthrough product innovation." Strategy & Leadership 45, no. 6 (2017): 19–25. http://dx.doi.org/10.1108/sl-08-2017-0076.

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Purpose According to the authors research, Agile approaches are increasingly being deployed successfully alongside phase-gate processes in engineering and R&D functions outside software, with a very positive result. Design/methodology/approach An Agile approach to product development has been a mainstay of the software industry since the turn of the century. In recent years, some non-software product-based companies have successfully combined both Agile and non-Agile methods in a complementary way to pursue breakthrough innovation. The article reports on how to make this combination work.

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Shaughnessy, Haydn, and Fin Goulding. "Sprinting to digital transformation: a time boxed, Agile approach." Strategy & Leadership 49, no. 1 (2021): 18–24. http://dx.doi.org/10.1108/sl-12-2020-0157.

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Purpose The Transformation Sprint methodology provides a customer-focused analysis process in which leaders can learn about how their digital operating model should and can evolve. Design/methodology/approach Agile transformation processes are a learning journey to produce a generative (learning) model. In an Agile setting, the plan should unfold along with experience. Findings Sprints with specific time spans are intended to circumvent scope-creep or other insidious ways that a project can overrun. Practical implications In Agile practice, showing and talking about work is a crucial part of t

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Ahmed, Mohammed Neamah, and Sawsan Rasheed Mohammed. "Developing a Risk Management Framework in Construction Project Based on Agile Management Approach." Civil Engineering Journal 5, no. 3 (2019): 608. http://dx.doi.org/10.28991/cej-2019-03091272.

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Construction projects in nature, carry a lot of risks, and unpredictable conditions. Thus, flexible management is required for the purpose of efficient responding to the various changes appear during their implementation. As an attempt to deal with risk in the construction project, this research aims at proposing a risk management framework in construction projects that built based on Agile management concept, which is a sequence of procedure deals with the project’ primary vision to its final delivery. The risk management framework will trace alignment and discover a contact between Agile and

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DRURY-GROGAN, MEGHANN L., and ORLA O'DWYER. "AN INVESTIGATION OF THE DECISION-MAKING PROCESS IN AGILE TEAMS." International Journal of Information Technology & Decision Making 12, no. 06 (2013): 1097–120. http://dx.doi.org/10.1142/s0219622013400105.

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This paper first explores the decision-making process in agile teams using scrum practices and second identifies factors that influence the decision-making process during the Sprint Planning and Daily Scrum Meetings. We conducted 34 semi-structured interviews and 18 observations across four agile teams. Our findings show that a rational decision-making process is sometimes followed in the Sprint Planning and Daily Scrum Meetings and that three factors can influence the rational decision-making process: sprint duration, experience and resource availability. Additionally, decisions are not alway

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Denning, Stephen. "The next frontier for Agile: strategic management." Strategy & Leadership 45, no. 2 (2017): 12–18. http://dx.doi.org/10.1108/sl-02-2017-0021.

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Purpose While some large organizations are preoccupied with mastering operational Agility as a way to upgrade existing products and services, they and the wider management community need to realize that the main financial benefits from Agile management will flow from the next frontier: achieving Strategic Agility, a market-making approach to innovation. Design/methodology/approach The author proposes that firms adopt Agile management as a way to promote market-creating innovations through a process of imagining and delivering something that unexpectedly delights whole new groups of customers,

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Wiencierz, Christian, and Ulrike Röttger. "The change process to agile public relations." Public Relations Review 47, no. 5 (2021): 102108. http://dx.doi.org/10.1016/j.pubrev.2021.102108.

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Dobrin, Carmen, and Marius Cioca. "Management Of Agility Process For Surviving In The Competitive Business Environment." Balkan Region Conference on Engineering and Business Education 1, no. 1 (2014): 497–500. http://dx.doi.org/10.2478/cplbu-2014-0084.

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AbstractBusiness environment and changing markets are the competitive challenges of today. There is not one universal solution for this, but agility is the key of success in creating the customer responsiveness and in mastering uncertainty, which are two of the most relevant items in managing performance. The integration of agile systems in the organization structure is improving the permanently interaction with the customers wishes. The study of agility’s indicators, including also the concepts of AM are far from new, but can they contribute in constructing an agile supply chain. The constant

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Kurakova, Chulpan, and Niyaz Safiullin. "IMPLEMENTATION OF AGILE METHODOLOGY IN THE PROCESS OF DIGITAL TRANSFORMATION OF AGRICULTURE." Vestnik of Kazan State Agrarian University 15, no. 3 (2020): 114–20. http://dx.doi.org/10.12737/2073-0462-2020-114-120.

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Перевод на Английский. The article discusses the specifics of introducing a flexible approach to the management of the digitization of modern agricultural production in the context of the digital economy. As a result of the study of the digital transformation teams of various business processes, it was proposed to introduce Agile's flexible methodology into the digital transformation management system of agricultural organizations in particular and the agricultural sector in general. To do this, the modern Agile frameworks, which define the boundary system that organizes the workflows of the o

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Naslund, Dag, and Rahul Kale. "Is agile the latest management fad? A review of success factors of agile transformations." International Journal of Quality and Service Sciences 12, no. 4 (2020): 489–504. http://dx.doi.org/10.1108/ijqss-12-2019-0142.

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Purpose Agile is the new popular management change method and agile has lots of momentum. Management consulting firms are promoting agile via articles and newsletters. While history does not repeat itself, it often rhymes, and thus agile will probably be a successful change effort in some organizations. On the other hand, there is a high probability that agile will not deliver the expected results for most organizations. History reveals that about two-thirds of the change efforts are deemed unsuccessful – regardless of the actual change method. In this paper, we present the results of a system

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Sakulviriyakitkul, Puttida, Krich Sintanakul, and Jiraphan Srisomphan. "The Design of a Learning Process for Promoting Teamwork using Project-Based Learning and the Concept of Agile Software Development." International Journal of Emerging Technologies in Learning (iJET) 15, no. 03 (2020): 207. http://dx.doi.org/10.3991/ijet.v15i03.10480.

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The design of a learning process for promoting teamwork using project-based learning and the concept of Agile software development had the following objectives: a) analyze and synthesize the conceptual framework for a learning process for computer students aimed at promoting teamwork using project-based learning and the concept of Agile software development; and b) a evaluate the suitability of a learning management model design for computer students aimed at promoting teamwork via project-based learning and the concept of Agile software development by 10 experts in which the model consists of

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Denning, Stephen. "The emergence of Agile people management." Strategy & Leadership 46, no. 4 (2018): 3–10. http://dx.doi.org/10.1108/sl-04-2018-0042.

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Purpose As senior executives increasingly explore Agile management in their operations they are discovering that their practices in managing people also require transformation. Design/methodology/approach The article, with an attached case, explores how some leading companies are radically changing their HR practices to prioritize fostering talent that adds customer value and champion the work experience of their talent. The article explains why transformation will involve, not merely HR process improvements, but a fundamentally different kind of management. It offers a case to illustrate new

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Mohammad R. Kabli, Mohammad R. Kabli. "Improve the Information Technology Infrastructure at Saudi Airlines (SAUDIA) by Adapting and Implementing Agile Project Management Methodology." journal of King Abdulaziz University Engineering Science 30, no. 2 (2019): 25–34. http://dx.doi.org/10.4197/eng.30-2.3.

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This study aimed to introduce an adapted and applied Agile methodology for the Information Technology (IT) teams working at Saudi Arabian Airlines SAUDIA. The research methodology has been based on the best practices for managing the change as well as executing the managerial practices smoothly. The method development procedures were implemented using the design science research approach including problem identification, designing the proposed methodology and evaluating the case studies. The methodology included several stages, which are preparatory stage, employees' analysis stage, Agile PM m

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Arcos-Medina, Gloria, Alejandra Oñate-Andino, and Danilo Pástor. "Structural Analisys of CMMI with the Software Development Process, Project Portfolio Management and PMBOK." KnE Engineering 1, no. 2 (2018): 223. http://dx.doi.org/10.18502/keg.v1i2.1497.

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Abstract. CMMI is one of the most used models in the software industry to certify the quality of its processes and products, reduces or eliminates rework, increases product and process reuse, reduces costs due to multiple evaluations and process improvement programs. On the other hand, companies that develop software apply traditional models or agile models, which manage the software development process. They also apply development standards such as ISO/IEC 12207 as well as project portfolio management standards and project management standards. The purpose of this paper is to relate the tradi

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Arcos-Medina, Gloria, and David Mauricio. "The Influence of the Application of Agile Practices in Software Quality Based on ISO/IEC 25010 Standard." International Journal of Information Technologies and Systems Approach 13, no. 2 (2020): 27–53. http://dx.doi.org/10.4018/ijitsa.2020070102.

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Agile practices are activities or procedures that are applied during the software development process in order to improve its quality and productivity. The objective of this study is to determine the influence of agile practices on software quality. For this purpose, a model composed of 4 groups of agile practices and 8 quality characteristics according to the ISO/IEC 25010 standard has here been proposed. The results of 146 questionnaires addressed to people involved in the software development process show that the application of agile engineering and project management practices have a sign

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Shaughnessy, Haydn. "Creating digital transformation: strategies and steps." Strategy & Leadership 46, no. 2 (2018): 19–25. http://dx.doi.org/10.1108/sl-12-2017-0126.

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Purpose To facilitate the cultural and technical changes that are a hallmark of successful digital transformation, a few leading-edge firms have adopted the principles of FLOW-Agile. 10; 10; 10; Design/methodology/approach The FLOW framework formalizes a visual representation of a company’s adaptive value-seeking process being implemented by Agile teams. 10; Findings In FLOW-Agile, the aim is to make all processes visible on the walls of operating units and to allow employees to collaborate in constant process redesign so they are continuously defining the best way to get work done. Practical

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Marle, Franck. "An Assistance to Project Risk Management Based on Complex Systems Theory and Agile Project Management." Complexity 2020 (October 10, 2020): 1–20. http://dx.doi.org/10.1155/2020/3739129.

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Project Risk Management is crucial in determining the future performance of a complex project. Increasing project complexity makes it more and more difficult to anticipate potential events that could affect the project and to make effective decisions to reduce project risk exposure. To tackle these conceptual and managerial issues, the proposed approach introduces Complex Systems Theory-based improvements into some PRM subprocesses and runs the global PRM process using Agile Project Management principles. We argue that these advanced techniques for managing project risk complexity, notably ris

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Ravaglia, Claudia Carrijo, Mirian Picinini Mexas, Ana Claudia Dias, Haydée Maria Correia da Silveira Batista, and Kleber da Silva Nunes. "Management of software development projects in Brazil using agile methods." Independent Journal of Management & Production 12, no. 5 (2021): 1357–74. http://dx.doi.org/10.14807/ijmp.v12i5.1353.

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The aim of the paper is to analyze how agile management practices are being adopted by specialists from software development technology companies in Brazil, identifying actions that contribute to the success of software implementation, aiming to ensure the survival of organizations in the market. The study counted with a literature review to support the field research with software development specialists who use the agile methodology and work in Brazil in the states of Rio de Janeiro and São Paulo. The results were analyzed through a descriptive statistics and content analysis. The research i

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Gandomani, Taghi Javdani, Hazura Zulzalil, Abdul Azim Abd Ghani, and Abu Bakar Md. Sultan. "Towards Comprehensive and Disciplined Change Management Strategy in Agile Transformation Process." Research Journal of Applied Sciences, Engineering and Technology 6, no. 13 (2013): 2345–51. http://dx.doi.org/10.19026/rjaset.6.3706.

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Alam, Shah Imran, Syed Shahabuddin Ashraf, and Faria Iqbal. "Agile Movement from IT Industry to Non-IT Industry: A Review and Analysis." International Journal of Emerging Research in Management and Technology 6, no. 6 (2018): 285. http://dx.doi.org/10.23956/ijermt.v6i6.283.

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Software engineering is comparatively a new addition in the vocabulary of traditional engineering discipline. Being a late joiner, software engineering obtained many of its process foundation from traditional engineering domains. But the ever-changing business needs and the growing complexity that are required to be addressed in a software application, have kept software engineers on their toes to continuously improve the development process to meet and to manage the challenges in it. Agile project management has been the most significant development in IT industry to manage software developme

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Laval, Jannik, Anthony Fleury, Abir B. Karami, et al. "Toward an Innovative Educational Method to Train Students to Agile Approaches in Higher Education: The A.L.P.E.S." Education Sciences 11, no. 6 (2021): 267. http://dx.doi.org/10.3390/educsci11060267.

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Introduced in 2013, the A.L.P.E.S. approach (AgiLe aPproaches in higher Education Studies) aims to apply agile practices to teaching. Agile approaches are project management practices for IT development. More pragmatic than traditional methods, they allow to be closer to the applicant and to involve him/her as much as possible. They offer a great reactivity and a good adaptation to best meet the needs. They are used today in a large part of IT companies. Largely inspired by agile approaches, the A.L.P.E.S. approach allows the teaching of project management in a transverse way to a main course.

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Pearson, Michael, Ron Masson, and Anthony Swain. "Process control in an agile supply chain network." International Journal of Production Economics 128, no. 1 (2010): 22–30. http://dx.doi.org/10.1016/j.ijpe.2010.01.027.

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Čelesnik, Goran, Mladen Radujković, and Igor Vrečko. "Resolving Companies in Crisis: Agile Crisis Project Management." Organizacija 51, no. 4 (2018): 223–37. http://dx.doi.org/10.2478/orga-2018-0023.

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AbstractIntroduction and purpose: In practice, the existing models of tackling companies’ crises are still lacking effectiveness and efficiency. The agile crisis project management model (ACPM) is based on the crisis project management doctrines, which we upgraded with the principles and methodologies of agile project management. It was developed for the resolution of such crises.Methods: Relying on scientific knowledge and in accordance with the defined research problem, we decided to use the qualitative research methods while using a method of highly structured interviews for data collection

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Yanzer Cabral, Anderson R., Marcelo Blois Ribeiro, and Rodrigo Perozzo Noll. "Knowledge Management in Agile Software Projects: A Systematic Review." Journal of Information & Knowledge Management 13, no. 01 (2014): 1450010. http://dx.doi.org/10.1142/s0219649214500105.

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Many methodologies, practices, techniques and tools have been suggested for process improvement, among them knowledge management and agile methodologies, which are the focus of this study. Systematic reviews published on knowledge management and agile methodologies have significantly contributed to detailed and deep discussions surrounding these issues. Nevertheless, we realised that there was a gap between these two areas that needed further clarification. Therefore, the objective of this study was to raise the main topics that emerge from knowledge management in agile methodologies. The rese

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Alrabaiah, Hazem Abdelkarim, and Nuria Medina-Medina. "Agile Beeswax: Mobile App Development Process and Empirical Study in Real Environment." Sustainability 13, no. 4 (2021): 1909. http://dx.doi.org/10.3390/su13041909.

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Mobile application development is a highly competitive environment; agile methodologies can enable teams to provide value faster, with higher quality and predictability, and a better attitude to deal with the continuous changes that will arise in the mobile context application (App), and the positive impact of that on sustainable development through continuous progress. App development is different from other types of software. For this reason, our objective is to present a new agile-based methodology for app development that we call Agile Beeswax. Agile Beeswax is conceived after identifying

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Almeida, Fernando, and Jorge Simões. "Leadership Challenges in Agile Environments." International Journal of Information Technology Project Management 12, no. 2 (2021): 30–44. http://dx.doi.org/10.4018/ijitpm.2021040102.

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Several companies in the information technology field are progressively adopting Agile methodologies. This change necessarily transforms the management paradigm and poses new challenges to the leadership process. In this sense, this study seeks to explore the challenges perceived by leaders and perceive the competencies they should have to manage projects and teams in an Agile environment. The study used a survey to obtain data from 387 professionals in the information technology sector. The findings reveal the most important skills include the ability to have people skills, team management co

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Almeida, Fernando, and Jorge Simões. "Moving from Waterfall to Agile: Perspectives from IT Portuguese Companies." International Journal of Service Science, Management, Engineering, and Technology 10, no. 1 (2019): 30–43. http://dx.doi.org/10.4018/ijssmet.2019010103.

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This study investigates the main motivations, difficulties and good practices in the migration process of software development models from Waterfall to Agile experienced by IT Portuguese companies. For that, we adopted a quantitative methodology based on multiple case studies that allowed us to explore five research questions. In a first step, we propose to identify the main reasons that motivate the companies to adopt Agile development processes and we intend to characterize this migration process. We also explore a set of good practices that can be followed in this migration process and we s

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Rane, Santosh B., Yahya Abdul Majid Narvel, and Bhaskar M. Bhandarkar. "Developing strategies to improve agility in the project procurement management (PPM) process." Business Process Management Journal 26, no. 1 (2019): 257–86. http://dx.doi.org/10.1108/bpmj-07-2017-0196.

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Purpose The ability of an organization to observe varying demands and efficiently meet them can be described as agility. Project procurement management (PPM) in the past was stable as things did not change very often and were very predictable. Due to hyper-competition, less predictable market and exponential innovation, the existing PPM becomes very unstable which marks the requirement of an agile model to manage procurement projects effectively. The paper aims to discuss this issue. Design/methodology/approach For achieving the improvements, various barriers to improving agility in PPM were i

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Denning, Stephen. "The ten stages of the Agile transformation journey." Strategy & Leadership 47, no. 1 (2019): 3–10. http://dx.doi.org/10.1108/sl-11-2018-0109.

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Purpose Soon leaders in many top-down managed organization may face the necessity of undertaking a company-wide Agile transformation.First adopted by digital innovation teams, the Agile mindset is spreading to middle management operations and top level leadership initiatives in many established organizations. Design/methodology/approach A guide to the ten stages of implementing an Agile mindset and practices through out an organization are detailed. Findings For traditionally managed hierarchical organizations, the transformation will include radical shifts in power, attitudes, values, mindset

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Kumar Nath, Udit, Satyasundara Mahapatra, Prasant Kumar Pattnaik, and Alok Kumar Jagadev. "Issues of lean-agile software development environment." International Journal of Engineering & Technology 7, no. 3.3 (2018): 432. http://dx.doi.org/10.14419/ijet.v7i2.33.14204.

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The popular waterfall model is widely accepted approach for project management paradigm; however lean based agile model is the recent revolution to reduce work in progress items and makes transformation to better process by identifying and eliminating non-value-add activities and increase productivity with quality of deliverables. This paper includes the issues that involved in lean- agile process.

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Holden, Richard J., Malaz A. Boustani, and Jose Azar. "Agile Innovation to transform healthcare: innovating in complex adaptive systems is an everyday process, not a light bulb event." BMJ Innovations 7, no. 2 (2021): 499–505. http://dx.doi.org/10.1136/bmjinnov-2020-000574.

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Innovation is essential to transform healthcare delivery systems, but in complex adaptive systems innovation is more than ‘light bulb events’ of inspired creativity. To achieve true innovation, organisations must adopt a disciplined, customer-centred process. We developed the process of Agile Innovation as an approach any complex adaptive organisation can adopt to achieve rapid, systematic, customer-centred development and testing of innovative interventions. Agile Innovation incorporates insights from design thinking, Agile project management, and complexity and behavioural sciences. It was r

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Nagasaka, Yoshiyuki. "Automation and Process Management in Foundry." International Journal of Automation Technology 2, no. 4 (2008): 266–75. http://dx.doi.org/10.20965/ijat.2008.p0266.

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The changes in the management environment of casting industry are summarized. Global and agile competition, bipolarization and human resources development are problems. Outsourcing, alliances, and M&A occur very often. Tough cost competition and improved quality requested by the market are very important issues. Automation should be developed for these problems as well as environmental ones. From the above, the fusion of traceability, data management, and process management are discussed especially as an approach to solving the quality problem in the foundry. In short, a system for the tra

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Wiesche, Manuel. "Interruptions in Agile Software Development Teams." Project Management Journal 52, no. 2 (2021): 210–22. http://dx.doi.org/10.1177/8756972821991365.

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Agile approaches help software development project teams to better meet user needs and ensure flexibility in uncertain environments. But using agile approaches invites changes to the project and increases interactions between team members, which both cause interruptions in the workplace. While interruptions can help in task completion and increase process flexibility, they can also hinder employee productivity. We conducted an exploratory study of four agile software development teams. Our analysis identified (1) programming-related work impediments, (2) interaction-related interruptions, and

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Erturk, Emre. "Implementing Enterprise Content Management Services with an Agile Approach." Business and Management Research 8, no. 3 (2019): 16. http://dx.doi.org/10.5430/bmr.v8n3p16.

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Every organisation needs access to fast online data in order to meet increasing customer demands. As a result, the information architecture of a company, how it is designed, and how information is managed are very important. Because the amount of content is growing at a precipitous rate, in order to manage it with the greatest efficacy, an online content management system is recommended. The challenge for organisations is to implement and manage a dynamic content management system that is responsive to changing requirements, while providing a structure that contributes to organisational effici

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Pedrosa, Nadia, Maria Heloiza Rodrigues Magrin, Luciano Ferreira Da Silva, and Cristina Dai Prá Martens. "Ágil fake." International Journal of Innovation 8, no. 2 (2020): 144–49. http://dx.doi.org/10.5585/iji.v8i2.17724.

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Objective of the study: The agility causes structural changes in companies, such as: in the organizational culture, in the way people think, in the processes, roles, responsibilities and behaviors. For this process, we call it agile transformation, which has become the target of more and more companies in the last 20 years with the promise of achieving many benefits.Originality/Relevance: The speed with which things change requires companies to change their course quickly. Therefore, being agile has become a crucial condition for the survival of companies today.Social/management contributions:

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Marques, Johnny, and Adilson Marques da Cunha. "ARES: An Agile Requirements Specification Process for Regulated Environments." International Journal of Software Engineering and Knowledge Engineering 29, no. 10 (2019): 1403–38. http://dx.doi.org/10.1142/s021819401950044x.

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Agile methods have provided significant contributions to Software Engineering. This work presents a new process for Software Requirements Specification, integrating Agile Properties and regulated environments, such as aviation, medical, nuclear and automotive, among others. The Software in Regulated Environments (SRE) involves plan-driven methods with needed documentation to ensure safety, reliability, security, and discipline. This paper proposes a balance between agile and plan-driven methods. We define a new process, which explores and investigates the usage of agile methods in SRE. The sco

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