Agile organisations in the BANI era: Case studies of companies utilising Scrum

SCRUM is an agile management methodology in the development of software systems. A first major problem is that production environments are re-luctant to accept agile methodologies as a guide in their processes, due to lack of knowledge in their application. Some researchers even state that the empirical evidence of the results of applying agile methodologies is still limited.Another big problem for the textile industry is its own dynamics, since fashion changes rapidly and in short periods, therefore, research, development, manu-facturing, and distribution times must also be short. Additionally, the textile in-dustry generally requires more effective solutions to address competitiveness in the globalized market.To measure the level of contribution of agile methodologies. We have consid-ered a large textile company in our country in which the Kanban and SCRUM methodologies have been applied, to control orders and production. The pro-duction was guided by the SCRUM methodology, and the process control was adapted to Kanban boards. People and processes were reorganized to control production processes. A set of production teams from the company formed the SCRUM teams. A terminology adapted to their everyday jargon was applied by readjusting both SCRUM and Kanban. It is necessary to consider that the par-ticipating group does not have knowledge of computer technology. The contribution of this document is to analyze, organize, and show how agile software development contributes to the organization of processes adopted by the textile industry. For this purpose, an analytical framework is built, to guide the production process in a visual, incremental, cooperative, and controlled way, systematizing the textile production processes. Agile methodologies and tools were applied to efficiently manage the production systems of the textile company.This proposal is useful research for small and large companies outside software development to feel attracted by agile tools and methodologies, improving the management of personnel associated with production processes.The best thing about this proposal is the inclusion of performance indicators known as Key performance indicators (KPIs). KPIs measure the behavior of a process or activity. This research will consider these types of indicators to show results on the inclusion of agile methodologies in the control of produc-tion in a selected textile industry.In conclusion, the textile production processes required a broad evaluation to be adapted to a Scrum and Kanban framework. The schemes and rules defined for the automation of the platform in the textile production process will serve as a reference framework for future implementations in textile processes. The adap-tation of the SCRUM framework allows you to reorganize the way of working within textile organizations, defining a structure and an agile work culture in the different teams of an organization. As future work, it is expected to apply other agile methodologies to production processes, to establish comparisons in terms of management and process de-velopment. The quality standards that are required to be implemented must be associated with the ISO standards of each industry.

1 IntroductionEver since 1970, when Winston W. Royce created the first forma description of the waterfall model, software development has known a multitude of various approaches. Most of them were built upon the model presented by Royce, bringing new specific characteristics. Significant development for the proposed model are described in [1] from the perspective of main characteristics, software development stages, advantages, drawbacks and utilization recommendations. Beside this description, which may be considered a guide by project managers, another important element is the incremental model for software development, the foundation of the philosophy with the same name. Combining specific elements of the waterfall model with stages and attributes of the prototype model, the incremental development philosophy is the base for what is known today as agile software development (Figure 1).From a time perspective, agile development started in February 2001, when representatives of 17 software development organization met in Utah, USA, to discuss new and lightweight methods and methodologies to develop projects. The meeting yielded the famous Manifesto for Agile Software Development, which includes the 12 development principles. [2] According to the manifest, any proj ect that observes these development principles falls under the category of agile projects. In other words, the representatives of the 17 organizations have identified easier ways to develop software projects and to help others do the same, including these aspects in the 12 principles of Agile Manifesto. Analysts claim [3] that the 12 principles of the Agile Manifesto constitute a dramatic contrast from the traditional guide and de facto standard of project management PMBOK - Project Manager's Body of Knowledge.In a general way, we may say that agile development is a reaction to developers' needs when faced to ever more varied requests from clients. The economic environment is growing in flexibility, providing varied business opportunities, which requires organizations to have the ability to adapt and capitalize on these opportunities. This is only possible as long as the organizations can use agile business architectures, built upon flexible solutions. The agile software development concentrates on the client (beneficiary). Additionally, contrary to traditional approach, agile approach does not focus on creating documentation for the product. In turn, this can be a major drawback of the agile paradigm.On the other hand, an organization or business agility is a key element in gaining strategic advantages. Therefore, the existence of an agile architecture on organization level may lead to decrease in development time for new processes and increase in flexibility of existing processes. Additionally, the impact of business agility may be measured by the decrease in response time to clients' requests, increase of new client numbers, reduction of costs in adaptation to new economic scenarios and, finally, increase in organization income. The increasingly visible orientation of software developers towards agile development philosophy does not mean the traditional approach will be completely abandoned. There still are software projects of high complexity, with significant usage targets (at least regional or national level), which do not fit in any way to agile approaches (for example the project regarding national health cards in Romania).Additionally, considering the latest paradigms used on the software development market, agile philosophy is frequently associated with Cloud Computing, in order to highlight once more the flexible character of this approach on economic organization level. [4] Currently, all circumstances allow us to talk about Agile Development as a phenomenon with rapid growth from the microeconomic climate that initiated it towards the macroeconomic level. This claim is supported by the precedent of project oriented development that changed the perceptions or modern organization management. …

PurposeThis study aims to examine the joint impact of networking capability and agile project management on organizational agility of telecommunication technology providers' in Indonesia. The study also examines the moderating role of market orientation as a predominant strategic orientation on the relationship between agile project management and organizational agility.Design/methodology/approachResearch data were collected via a questionnaire survey from the executive management of telecommunication technology providers in Indonesia to obtain 150 valid questionnaires for analysis. This study analyzed the overall model fit and causal relationship using confirmatory factor analysis and structural equation modeling.FindingsThe results indicate that networking capability positively affects organizational agility. However, agile project management's significant effect on organizational agility occurs only when the relationship is moderated by market orientation. The results of the study also demonstrate that organizational agility positively affects organizational performance.Research limitations/implicationsThis study is based on a cross-sectional nature and might fail to capture the studied variables' dynamic over an extended period.Originality/valueThe study enriches the previous literature in organizational agility by presenting the collective impact of networking capability and agile project management and the moderating role of market orientation. However, dissimilar with major prior studies, the results indicate that agile project management's direct effect on organizational agility is not significant. Agile project management needs to be moderated by market orientation to create exceptional customer values and overcome the competition for the organization to achieve organizational agility, responsiveness and adaptability to address customers' needs and requirements. Furthermore, the study's result corroborates the importance of organizational agility to achieve organizational performance in the highly dynamic telecommunication industry.

Managing the transition to the new agile business and product development model: Lessons from Cisco Systems

This paper presents the results of implementing the Flipped Learning Agile (FLA) methodology as a general framework to manage courses and to encourage proactive learning for students in higher education levels. Flipped Learning is used in combination with Information and Communication Technologies (ICTs) to encourage the student in the self-learning process. It is proposed the integration of an Agile Methodology that includes the use of Scrum and Kanban methodologies, by means of sprints for task scheduling and using a board for activities status, into a Flipped Learning (FL) environment. The proposed FL environment is composed of applications such as YouTube, Google Classroom, and Google Drive. The Scrum methodology was designed for 4 sprints, each one for a week-long. Before applying the FLA methodology, a Motivated Strategies for Learning Questionnaire (MSLQ) was applied in a group of Electrical Circuits students at the University of Guadalajara. To examine the self-regulated learning process, the performance of the students was analysed before applying the FLA methodology; the same MSLQ was carried out after implementing the FLA methodology. The analyses of the last MSLQ show that the implementation of the FLA methodology, by means of the integration of the Agile methodologies of Scrum and Kanban into a flipped learning environment, encourage the self-learning strategy for higher education level students.

Agile scrum methodology has been evolved over the time largely through software industry where it has grown and developed through empirical progress. The research work presented in this paper has proposed a framework by identifying critical elements for applicability of agile scrum methodology in software industry. The proposed framework is based on four elements, i.e. technical, people, environmental and organizational. The proposed framework is validated through statistical analysis, i.e. Structural Equation Modeling (SEM) after collecting data from software industry personals who are working on agile methodologies. The research concludes that 15 out of 18 hypothesis were found significant which include Training & Learning, Societal Culture, Communication & Negotiation, Personal Characteristics, Customer collaboration, Customer commitment, Decision Time, Team Size, Corporate Culture, Planning, Control, Development, Information Administration, and Working Environment.

Towards an automatic model-based Scrum Methodology

The management of routine activities involves activity planning, goal alignment, and optimization of resources, in general, the same efforts needed to manage a project. In this sense, this research intended to find a methodology that could be adapted to the management of a department of a public company, aiming at continuous improvement of its performance. Within the project management field there are the traditional and the agile methodologies. Agile project management methodologies are characterized by being simple, flexible and dynamic, easily responding to changes and promoting team integration. Scrum methodology is one of the most popular because it is affordable and does not require extensive documentation. This work aimed to show how it was possible to use Scrum in the management of routines, making the necessary adaptations, and presenting the performance indicators to evaluate the improvements achieved with the use of the tool. As a result, better planning of activities, prioritization of tasks, constant monitoring of the activities, better flow of routine work, better delivery quality and greater alignment among team members were observed.

This article reports on a sequential mixed-methods research study, which compared different approaches on how to guide students through a semester-long data science project. Four different methodologies, ranging from a traditional “just assign some intermediate milestones” to other more Agile methodologies, were first compared via a controlled experiment. The results of this initial experiment showed that the project methodology used made a significant difference in student outcomes. Surprisingly, the Agile Kanban approach was found to be much more effective than the Agile Scrum methodology. Based on these initial results, in the second semester, we focused on use of the Kanban methodology. The findings in the second, more qualitative phase, confirmed the methodology's usefulness and scalability. A key issue when using the scrum methodology was that the students had a very difficult time estimating what could be completed in each of their two-week sprints. The Kanban board, which visually shows and limits work-in-progress, was found to be an effective way for students to communicate with each other as well as with their instructor. In addition, Agile Kanban also streamlined the work required for instructors to efficiently provide guidance to student teams and to understand each team's status. In summary, a scalable Kanban methodology, which can be applied to a wide variety of student computing projects, was found to an effective methodology to guide and manage student projects, improving student outcomes and minimizing instructor workload.

Abstract: There is a growing academic and industrial interest in how firms can adopt agile project management to meet the demands of dynamically fast-moving environments. However, organizations face difficulties using agile methods in developing a physical product, like the companies found in the automotive industry. This article aims to study agile project management from the perspective of dynamic capabilities. It presents a strengthened analysis of the adoption of agile methods needed for developing physical products in the automotive industry. To address this issue, we formulated the following research question: “what are the dynamic capabilities associated with the agile project management of product development in the automotive sector?”. The article presents a case study of a multinational organization in the automotive sector that implemented concepts and practices of agile methods in the project management of new vehicles. Results evidenced the manifestation of dynamic capabilities in the organization's agile project management scope at sensing, seizing, and reconfiguring levels. Furthermore, findings showed the presence of agile methods in the projects and their implications for the organization regarding benefits (like communication, time, effectiveness, autonomy, and motivation gains) and challenges (like resistance to organizational changes). Finally, we propose a framework for analyzing relationships between dynamic capabilities’ microfoundations and agile project management practices to guide the choice and implementation of agile methods in the automotive sector.

Public health informatics (PHI) projects are increasingly critical for supporting data-driven decision-making, disease surveillance, and health system responsiveness. However, traditional project management approaches, often characterized by rigid, linear processes, struggle to accommodate the dynamic and evolving needs of public health environments. The adoption of Agile and Scrum methodologies presents a transformative opportunity to enhance PHI project implementation and delivery through iterative development, continuous stakeholder engagement, and adaptive planning. Agile methodology emphasizes flexibility, incremental delivery of functional components, and rapid responsiveness to feedback—principles that align well with the fluid nature of public health priorities. Scrum, as a structured Agile framework, operationalizes these principles through defined roles (Product Owner, Scrum Master, Development Team), time-boxed sprints, daily stand-ups, and iterative reviews, fostering a collaborative and transparent project environment. By structuring PHI initiatives into manageable sprint cycles, teams can deliver Minimum Viable Products (MVPs) that offer immediate utility, while progressively refining system features based on stakeholder input. Implementing Agile and Scrum in PHI projects accelerates the development of critical informatics tools, such as real-time surveillance dashboards, immunization registries, and emergency response platforms. It enhances cross-disciplinary collaboration among informaticians, epidemiologists, and public health officials, ensuring solutions remain aligned with end-user needs. Despite challenges—including aligning Agile workflows with public sector procurement processes and addressing cultural resistance—targeted training, leadership buy-in, and iterative pilot implementations can drive successful adoption. Looking forward, integrating Agile practices with DevOps and expanding their application to large-scale, multi-agency PHI programs will further enhance system agility, interoperability, and delivery speed. Agile and Scrum methodologies thus represent vital frameworks for advancing public health informatics governance, ensuring timely, effective responses to emerging health challenges in an increasingly data-driven world.

Process flexibility and globally distributed develop-ment are two major current trends in software andinformation systems development (ISD). The questfor flexibility is very much evident in the recent devel-opment and increasing acceptance of various agilemethods, such as eXtreme Programming (Beck andAndres 2005) and Scrum (Schwaber and Beedle 2002).Agile development methods are examples of appar-ently major success stories that seem to have runcounter to the prevailing wisdom in information sys-tems (IS) and software engineering. However, ratherthan being antimethod, agile approaches operate onthe principle of “just enough method.” The quest forflexibility is also apparent in the currently increasinginterest in striking a balance between the rigor of tra-ditional approaches and the need for adaptation ofthose approaches to suit particular development situ-ations. Although suitable methods may exist, devel-opers struggle in practice when selecting methodsand tailoring them to suit their needs. Certainly,agile methods are not exempt from this problem asthey too need to be flexibly tailored to the devel-opment context at hand (Fitzgerald et al. 2006a).Distributed development recognizes that, more andmore, ISD takes place in globally distributed settings.This is perhaps most evident in the many cases ofoffshoring and outsourcing of software developmentto low-cost countries (King and Torkzadeh 2008). Dis-tributed development places new demands on thedevelopment process through the increased complex-ity related to communication, coordination, cooper-ation, control, and culture, as well as to technologyand tools. Interestingly, many of the difficulties facedin globally distributed ISD are the same issues sur-faced by agile methods and development flexibility ingeneral.It is something of an irony that the special issuebefore us appears on the bicentenary of Darwin’sbirth. Evolutionary theory suggests that success andsurvival are not the preserve of the strongest nor themost intelligent. Rather, the ability to adapt to chang-ing circumstances is the key trait. Flexibility, one ofthe twin primary points of focus for this special issue,addresses this trait directly. A further parallel is thatDarwin’s theory of evolution was best exemplified bydifferences across different spatial locations. This isalso inherent in the second focal point for the specialissue dual focus—distributed development.

Emerging technologies associated with Industry 4.0 require such dynamic management methods that solutions based on conventional methods are sometimes not acceptable. Under this premise and with the help of process reengineering, it was determined of interest to carry out a study applying a novel tool to projects in the industrial design environment, obtaining exceptional results. Said tool was the agile Scrum methodology, a priori exclusively used for ICT environments, characterized by the incorporation of the client into the process, flexible planning, teamwork, acceptance of failure and the diffuse profile of the objective in its early stages. stages. These characteristics make it possible to respond to the requirements of industrial creativity such as the need to fail quickly, cheaply and frequently. Developing a new mixed work model arises from the verification of the existence of incompatibilities between predictive and agile methodologies, a model of which its viability has been verified through three years of empirical study. The answer sought has not been to facilitate WHAT update a product requires but HOW the next update should be carried out, favoring the work of industrial design managers to obtain both the success of the project object and the success of the project. For practical development, we have worked in a university environment linked to business projects, with the participation of 150 students and engineers, obtaining 14 prizes in national and international design competitions. The results of the empirical study demonstrate the viability of optimizing industrial innovation through a combination of double gates governed simultaneously by the project manager and the project object manager (product owner). Keywords: Innovation, Industry 4.0, Project management, Agile methodologies, Industrial design.

This study conducts a systematic literature review to examine the implementation, challenges, and ongoing evolution of Scrum methodologies within Agile product development frameworks. Aimed at understanding how Scrum can be effectively tailored to meet the needs of diverse organizational contexts, especially in scenarios involving remote and distributed teams, the research also seeks to uncover the trajectory of Agile practices' continuous evolution. Employing a rigorous methodology, the review analyzed peer-reviewed articles and conference papers from key academic databases, including IEEE Xplore, ACM Digital Library, and Scopus, published between 2013 and 2024. The selection was based on relevance to Scrum practices, empirical evidence, and theoretical contributions to the field of Agile development. Key insights from the study underscore the critical role of Scrum in enhancing collaboration, flexibility, and responsiveness in product development processes. Challenges identified include the necessity of overcoming organizational resistance and the importance of customizing Scrum practices to align with specific project and team dynamics. Notably, the research highlights Scrum's adaptability in supporting distributed teams through strategic communication and trust-building measures. Furthermore, the study points to the integration of Scrum with DevOps and its application beyond software development as indicators of its evolutionary potential within Agile methodologies. Finally, the study offers strategic recommendations for organizations adopting Scrum, emphasizing cultural adaptation, continuous training, and practice customization. It also suggests avenues for future research, particularly in exploring Scrum's integration with emerging technologies and broader industry applications, contributing valuable insights into enhancing Agile product development efficacy through Scrum methodologies. Keywords: Scrum Methodologies, Agile Product Development, Distributed Teams, Continuous Evolution.

Libraries are pressured to adapt to changing conditions due to user demands, behavior, emerging technologies and a need for cost-efficient solutions. Software companies have turned to agile development to stay competitive and to deliver working solutions in a short timeframe. Agile processes are built upon co-operation, iterative workflows and delivering working solutions with a high business value. Agile development and management in an agile organization constitutes a controlled framework of principles with a promise to ensure that the organization focuses on the right things and is able to adapt to new needs. The Library at Chalmers University of Technology in Sweden introduced agile software development in 2011 as a part of the work with the institutional repository. Following the success of introducing Scrum to system developers the formation of cross-disciplinary teams for other projects involved librarians. One of the projects for a cross-disciplinary team was to develop a brand new website. Drawing upon the experience of Scrum and with a focus on User Experience design (UX) the team was able to define an agile methodology involving different competences at the library. As other projects formed and adopted the principles of Scrum and agile the methodology spread throughout the library organization as it was re-organized. Managing an agile oriented organization can be challenging. Senior management has been forced to work with allocating resources, input to prioritization, sprint planning and judging business value thus forcing a transparency to appear in the organization and exposing its operations. Chalmers Library is still exploring the possibilities and challenges of working with agile development and management. It is an iterative and evolving process, but the benefits far outweigh the drawbacks as the organization can learn and respond to change, re-prioritize how resources are allocated, avoid knowledge silos, build strong teams and identify uncertainties early. As of January 1st 2014 the library organization changed and introduced agile principles throughout all operations.