FRINK Linked Data Fragments server

Matches in SemOpenAlex for { <https://semopenalex.org/work/W2898099495> ?p ?o ?g. }

• W2898099495 abstract "Agile management has revealed itself as a management approach that copes with an unclear product scope and fast-changing circumstances. This approach has gained popularity by projects in fast changing environments, such as the information technology (IT) industry. Nevertheless, many companies that adopted agile methods are still structured according to a traditional, non-agile form of organization. Projects with an agile project management approach embedded in a non-agile organization might face numerous difficulties. What these difficulties exactly encompass is not fully understood yet and therefor this research strives to fulfil the following objective: “Explore the interaction between agile project management and its organizational context.” In this way this research aims to contribute to literature about the implementation of agile within an organization. Next to that, this research provides insight to organizations about how an organization is best aligned with agile. This research uses the term software delivery, since this includes projects as well as on-going activities. This results in the following research question: “What kind of adjustments can an organization make to better facilitate agile software delivery?” The literature study resulted in a compilation of eleven aspects that are relevant to examine the interaction between agile software delivery and the organizational context. These aspects are used as guidance during the interviews. The interaction of agile with the organizational context is discussed with the interviewees in relation to these eleven aspects, in that way creating an image of the alignment of agile within the organization. Multiple commonalities are observed over the different cases. Interpretation of the results of the cross-case analysis resulted in three patterns.
The first pattern shows how organizations tend to focus on team level when implementing agile and have the tendency to neglect the organizational adjustments around teams. The organizational surrounding is in this research described as the governance structure around the teams and includes the division of tasks, responsibilities and other governance mechanisms. Several of the interview observations can be explained by an insufficient adjustment of the governance structure. A second pattern is to what extend agile is understood and how it is interpreted. Some of the interview observations can be explained by an insufficient understanding of agile. Adjustment of the governance structure around the software delivery teams should be aligned with agile concepts. The third pattern shows that several observations can be explained by the fact that change needs time. Every organization undertakes a transition when implementing agile software delivery to change the governance structure and to understand agile. Alignment of agile within the organization depends on the stage an organization is in during this transition. Based on these patterns, this research concludes that an organization could consider adjusting its governance structure to better facilitate agile software delivery. When making these adjustments, a sufficient understanding of agile is required to ensure that adjustments of the governance structure are aligned with agile software delivery. Next to that, the implementation of agile and the adjustments of the governance structure can be considered as a transition that needs to be managed pro-actively." @default.
• W2898099495 created "2018-11-02" @default.
• W2898099495 creator A5030558918 @default.
• W2898099495 date "2018-01-01" @default.
• W2898099495 modified "2023-09-27" @default.
• W2898099495 title "Exploring the Organizational Context around Agile Software Delivery" @default.
• W2898099495 hasPublicationYear "2018" @default.
• W2898099495 type Work @default.
• W2898099495 sameAs 2898099495 @default.
• W2898099495 citedByCount "0" @default.
• W2898099495 crossrefType "journal-article" @default.
• W2898099495 hasAuthorship W2898099495A5030558918 @default.
• W2898099495 hasConcept C115903868 @default.
• W2898099495 hasConcept C127413603 @default.
• W2898099495 hasConcept C14185376 @default.
• W2898099495 hasConcept C151730666 @default.
• W2898099495 hasConcept C15952604 @default.
• W2898099495 hasConcept C17744445 @default.
• W2898099495 hasConcept C180152950 @default.
• W2898099495 hasConcept C195094911 @default.
• W2898099495 hasConcept C199360897 @default.
• W2898099495 hasConcept C199539241 @default.
• W2898099495 hasConcept C199561411 @default.
• W2898099495 hasConcept C201995342 @default.
• W2898099495 hasConcept C2777904410 @default.
• W2898099495 hasConcept C2779343474 @default.
• W2898099495 hasConcept C2780586970 @default.
• W2898099495 hasConcept C36837802 @default.
• W2898099495 hasConcept C41008148 @default.
• W2898099495 hasConcept C529173508 @default.
• W2898099495 hasConcept C56739046 @default.
• W2898099495 hasConcept C86803240 @default.
• W2898099495 hasConcept C87813535 @default.
• W2898099495 hasConceptScore W2898099495C115903868 @default.
• W2898099495 hasConceptScore W2898099495C127413603 @default.
• W2898099495 hasConceptScore W2898099495C14185376 @default.
• W2898099495 hasConceptScore W2898099495C151730666 @default.
• W2898099495 hasConceptScore W2898099495C15952604 @default.
• W2898099495 hasConceptScore W2898099495C17744445 @default.
• W2898099495 hasConceptScore W2898099495C180152950 @default.
• W2898099495 hasConceptScore W2898099495C195094911 @default.
• W2898099495 hasConceptScore W2898099495C199360897 @default.
• W2898099495 hasConceptScore W2898099495C199539241 @default.
• W2898099495 hasConceptScore W2898099495C199561411 @default.
• W2898099495 hasConceptScore W2898099495C201995342 @default.
• W2898099495 hasConceptScore W2898099495C2777904410 @default.
• W2898099495 hasConceptScore W2898099495C2779343474 @default.
• W2898099495 hasConceptScore W2898099495C2780586970 @default.
• W2898099495 hasConceptScore W2898099495C36837802 @default.
• W2898099495 hasConceptScore W2898099495C41008148 @default.
• W2898099495 hasConceptScore W2898099495C529173508 @default.
• W2898099495 hasConceptScore W2898099495C56739046 @default.
• W2898099495 hasConceptScore W2898099495C86803240 @default.
• W2898099495 hasConceptScore W2898099495C87813535 @default.
• W2898099495 hasLocation W28980994951 @default.
• W2898099495 hasOpenAccess W2898099495 @default.
• W2898099495 hasPrimaryLocation W28980994951 @default.
• W2898099495 hasRelatedWork W117695699 @default.
• W2898099495 hasRelatedWork W1188064690 @default.
• W2898099495 hasRelatedWork W1599001008 @default.
• W2898099495 hasRelatedWork W184900035 @default.
• W2898099495 hasRelatedWork W2052104017 @default.
• W2898099495 hasRelatedWork W21119615 @default.
• W2898099495 hasRelatedWork W2115450269 @default.
• W2898099495 hasRelatedWork W2187857573 @default.
• W2898099495 hasRelatedWork W2221489042 @default.
• W2898099495 hasRelatedWork W2327744513 @default.
• W2898099495 hasRelatedWork W2563906939 @default.
• W2898099495 hasRelatedWork W2924732201 @default.
• W2898099495 hasRelatedWork W3016127223 @default.
• W2898099495 hasRelatedWork W3089005794 @default.
• W2898099495 hasRelatedWork W3091770259 @default.
• W2898099495 hasRelatedWork W3132003053 @default.
• W2898099495 hasRelatedWork W3197782263 @default.
• W2898099495 hasRelatedWork W3197960801 @default.
• W2898099495 hasRelatedWork W53811175 @default.
• W2898099495 hasRelatedWork W560167019 @default.
• W2898099495 isParatext "false" @default.
• W2898099495 isRetracted "false" @default.
• W2898099495 magId "2898099495" @default.
• W2898099495 workType "article" @default.