Agile Implementation Research Articles

Decision making system for agile manufacturing implementation: A fuzzy-based simulation

Decision making system for agile manufacturing implementation: A fuzzy-based simulation

A systematic for realizing agile principles in the process of mechatronic systems development through individual selection of suitable process models, methods and practices

Agile elements support development processes of manufacturing companies by enabling increased customer integration and improved responsiveness to unforeseen changes in the development environment. However, existing agile approaches do not fully meet the additional demands that mechatronics systems development requires of these approaches, for example because of existing organizational structures not considered in the agile approaches. This results in challenges which can lead to considerable deficiencies in the product (e.g. with regard to safety requirements) or the approaches are rejected again. For this reason, this paper analyses a variety of agile and conventional methodologies, process models, frameworks, methods and practices regarding their suitability for the targeted integration of agility into the development processes of manufacturing companies considering different criteria and requirements. A broad literature research was carried out and the development modules (methodologies, process models, frameworks, methods and practices) identified were examined with regard to their suitability for support at both strategic and operational level. The modules were evaluated, among other things, at the strategic level with regard to their suitability for the realization of existing basic principles of agile development of mechatronic systems and at the operational level with regard to the optimization of existing agility-influencing factors. Based on this, a systematic was developed, which supports developers in the selection of agile and conventional development modules according to the objectives, relevant fields of action and specific factors influencing the agile capabilities of organizational units. The developed systematic enables a situation- and demand-based implementation of agility plus increased probability of a sustainable introduction of agility.

Hospital 4.0 roadmap: an agile implementation guideline for hospital manager

Social and economic developments, such as the progressive aging of society or rigorous budgetary policies, combined with the latest unforeseen outbreak of the pandemic COVID-19 have shown the fragility of healthcare systems. Today more than ever, concepts like flexibility, agility and efficiency assume significance also for the design of healthcare systems. To increase agility and robustness of healthcare systems, this paper presents an implementation approach for Hospital 4.0 based on a profound analysis of scientific literature about Industry 4.0 and Hospital 4.0 and aims to provide a practice oriented guideline for hospital manager. The proposed roadmap is based on six phases starting with an assessment and ending with the long-term sustainable innovation and development process of future oriented Hospital 4.0 concepts. The main findings of this research is the transfer of Industry 4.0 guidelines to healthcare, leading to a comprehensive roadmap for the development and implementation of Hospital 4.0 strategies.

Hospital 4.0 Roadmap: An Agile Implementation Guideline for Hospital Manager

Social and economic developments, such as the progressive aging of society or rigorous budgetary policies, combined with the latest unforeseen outbreak of the pandemic COVID-19 have shown the fragility of healthcare systems. Today more than ever, concepts like flexibility, agility and efficiency assume significance also for the design of healthcare systems. To increase agility and robustness of healthcare systems, this paper presents an implementation approach for Hospital 4.0 based on a profound analysis of scientific literature about Industry 4.0 and Hospital 4.0 and aims to provide a practice oriented guideline for hospital manager. The proposed roadmap is based on six phases starting with an assessment and ending with the long-term sustainable innovation and development process of future oriented Hospital 4.0 concepts. The main findings of this research is the transfer of Industry 4.0 guidelines to healthcare, leading to a comprehensive roadmap for the development and implementation of Hospital 4.0 strategies.

Agile Implementation: a model to reduce the "Know-Do" gap in geriatric care.

Agile Implementation: a model to reduce the "Know-Do" gap in geriatric care.

Managing the Hybrid Organization: How Can Agile and Traditional Project Management Coexist?

Overview: Agile project management aims to increase the flexibility of product development processes through increased interaction among project stakeholders. Since its introduction in the software industry 20 years ago, Agile project management has progressively spread to other contexts, even though large-scale organizations seem to struggle to switch toward Agile-only practices. In these contexts, we see an integration of the traditional Stage-Gate project management, focused on planning and validation, with Agile, focused on responsiveness and flexibility. Although it’s effective, the Agile–Stage-Gate hybrid model is not easy to adopt, as it requires a clear alignment between the project team, the organizational objectives, and the project implementation. We collected interview data from eight Agile coaches experienced in Agile implementation in non-software industries. We identified practical actions that practitioners can use to manage the challenges connected to the implementation of hybrid models. These corrective actions can be grouped at three levels: integration aspects, cultural change, and perceptions of the Agile methodology.

Changing the culture of urine culturing: Utilizing Agile Implementation to improve diagnostic stewardship in the ICU

Over diagnosis of catheter-associated urinary tract infection (CAUTI) contributes to unnecessary and excessive antibiotic use, selection for resistant organisms, increased risk for Clostridiodes difficile infections, as well as a false elevation in CAUTI rates. Utilizing agile implementation to implement a urine culture algorithm achieved statistically significant reduction in CAUTI rates in a critical care unit resulting in sustainment and spread throughout the system.

Is agile the latest management fad? A review of success factors of agile transformations

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 systematic literature review on agile and we compare and contrast it with other similar organizational change methods. The purpose of this paper is to explore what one may learn from the history of the earlier change methods in terms of how organizations may succeed in their agile efforts. Design/methodology/approach The paper is based on a structured literature review of the agile concept – including agile transformation, and with a specific focus on critical success factors. Findings In addition to presenting the state of the art on agile in general, we identify, structure and categorize critical success factors (CSF) for agile. From the 13 categories, we form three clusters, which constitute a 3P framework (purpose, process and people). We also compare and contrast the CSF literature regarding agile with CSFs for organizational change in general. history indicates that most organizational change efforts are not successful. Based on the framework and the discussion, we provide recommendations to hopefully increase the probability of successful agile implementations. Originality/value Given the relative novelty or at least the renewed interest in agile, a structured literature review of the current status of this “new” method provides value as it may help organizations and managers to not repeat old mistakes – once again.

Knowledge-based systems for the Configure Price Quote (CPQ) process – A case study in the IT solution business

Software systems for the Configure Price Quote (CPQ) process of complex product portfolios have emerged in the sales function of companies recently. A flexible quote of complex products, in particular for a Business-to-Business (B2B) customer requires a wide variability of product features and configurations, along with the ability to deliver competitive quotes in short time. The CPQ system aims to reduce the process time, to increase the process quality by integrating information and data stored in several enterprise systems with codified explicit and implicit knowledge from individuals. As in most of the knowledge management systems, the openness of the knowledge holders to share and codify their individual knowledge is a critical success factor. In this case study, we look at the CPQ system implementation of a multinational Information Technology (IT) solution provider from a process perspective and with regard to both the technical and organizational challenges in a holistic approach. The article starts with an introduction to CPQ systems based on works from the Knowledge Management (KM) domain. After outlining our research methodology, we present the case together with a generalization of the CPQ implementation process. Our findings from the investigated scenario indicate positive influence of 1) the internal promotion of CPQ systems as technology innovation for motivating expert knowledge holders to collaborate; 2) an active preparation of the organizational environment for the upcoming changes; and 3) a hybrid agile implementation process.

Implementing Agility in Large Software Development Projects

The present paper focuses on providing an in-depth understanding of the concept of agility and its uses in the software development projects. The paper also explains the key issues experienced by large companies while implementing agility practices and frameworks in the large-scale software development projects. The paper also develops key ideas about the procedure involved in implementing agility practices through extensive study of previous literature in this context. It also recommends certain methods in which the issues experienced during the implementation of agility in large scale software development projects can be minimized. The findings provide insights about the various challenges and reasons behinds such issues that are common in such large-scale software development projects drawing instances of international companies providing software development services.

When Agile Harms Learning and Innovation: (and What Can Be Done About It)

Originally developed for software development, Agile approaches are increasingly adopted by organizations that seek flexibility in the face of rapid change. However, little attention has been paid to the potential negative consequences of the implementation of Agile in large-scale settings. This article presents the results of a multi-site study of a multinational telecom company over five years during its implementation of Agile practices in the context of large-scale software development. The article points to six potential pitfalls of implementing such practices that may negatively influence individual learning, ideation, and exploitation capabilities. It offers advice on how to avoid these consequences in large, established firms.

Leaders, Empower Your Workforce! Analyzing Leadership in Internal Crowd Work

New digital and agile forms of work organization require new leadership styles and competencies. Still, the understanding of leadership in these new forms of work is in its infancy. We select internal crowd work (ICW) as one, clearly defined new form of work and increase understanding of leadership in this context by analyzing four distinct cases of ICW. Based on qualitative interviews, we describe how employees perceive psychological empowerment and develop workforce agility through different leadership styles in ICW. As our main contribution, we detail and extend existing research regarding ICW and empowerment by identifying structural antecedents that affect psychological empowerment of ICW as well as consequences of an empowered workforce in ICW. Thereby, we indicate that an empowered workforce is an important factor for the implementation of workforce agility in ICW. Moreover, regarding leadership, we explain the design and changes of leadership in ICW in detail and explicate a new requirement for leaders in agile and digital form of work organization: the flexible handling of different context-specific situations, projects and tasks. For this purpose, we develop a theoretical model that describes the effects of shared leadership, empowering leadership and e-leadership on workforce agility mediated by an empowered workforce.

Models as enablers of agility in complex systems engineering

AbstractComplex systems engineering programs not only deal with the inherent complexity of the systems they develop, they also face shorter time‐to‐market, increasing changes in environments and usages, and more sophisticated industrial schemes. The ability to adapt to new circumstances, or agility, becomes mandatory. In this paper we present how Model‐Based Systems Engineering (MBSE) approaches can be enablers of the implementation of agility in complex systems engineering programs. Known to provide additional engineering rigor and quality, MBSE also brings key concepts favoring agility and co‐engineering.

(MBSE)2: Using MBSE to Architect and Implement the MBSE System

AbstractModel‐Based Systems Engineering (MBSE) is being applied in a new way at the enterprise level for the benefit of all its major programs and business units. For an enterprise to successfully implement MBSE, it must integrate models, datasets, tools, and infrastructure with appropriate processes, methods, and standards into a comprehensive, integrated MBSE “System”. This paper describes an approach being put to practice, which leverages MBSE principles and methods to architect this MBSE System, focusing on the descriptive models that serve as the foundation for MBSE. The approach is named (MBSE)2 since it uses MBSE to architect and implement the MBSE System. This (MBSE)2 approach is illustrated with example models of the MBSE System, showing how these models are used to inform the architecting process, monitor agile implementation of models, and facilitate model‐based execution of SE reviews and audits.SummaryFor an enterprise to successfully implement MBSE, it must integrate models, datasets, tools, and infrastructure with appropriate processes, methods, and standards into a comprehensive, integrated MBSE System. This paper describes an approach that uses system architecting and MBSE principles and methods to architect this MBSE System, focusing on the descriptive models that serve as the foundation for MBSE. The approach has been named (MBSE)2 since it uses MBSE to architect and implement the MBSE System. This (MBSE)2 approach was illustrated with example models of the MBSE System, showing how system modeling tools can be used to analyze the MBSE System models to inform the architecting process, monitor the agile implementation of models, and facilitate the evolved execution of SE reviews and audits.

Lean and agile project management concepts in the project management profession

Lean and agile concepts have been the focus of researchers and practitioners since 1990. The lean concept started in the Japanese manufacturing sector to eliminate waste and enhance customer satisfaction. Whereas agile was introduced into the 20th-century manufacturing enterprise strategy report.The agile concept concentrates on quick response to variations in the market environment. The lean and agile concepts have emerged becoming managerial paradigms applicable to different industrial sectors and processes. However, the plethora of lean and agile implementations and settings makes the recent literature diverse and fragmented, and comprehensive analysis of the latest contributions on this space is deemed essential. Therefore, this research uses a systematic literature review of 160 related articles published in peer-reviewed academic journals between 2012 and 2018. The study applies descriptive and thematic analyses to the recent trends in this area and provides a framework that organises lean and agile researched issues into developed, intermediate and emerging based on their position in the researchlifecycle.

A case study on performance assessment framework for Agile processes

This research investigates the implementation of Agile by an SME in the gig economy, focusing on developing an evaluation framework for performance assessment of the deployment of Agile methods. We first conceptualised and proposed a performance framework with both tangible and intangible indicators. Then, we tested the applicability of the proposed framework through an in-depth case study. The findings suggest that the implementation of Agile tools and processes have an impact on the firms' performance monitored with a set of indicators. With the implementation of Agile, the firm's performance was enhanced with an increase in the number of projects won and an increase in turnover - two key tangible indicators. The intangible indicators, engagement and knowledge management, were also improved. Despite this, there are some concerns which firm should address.

Assessing the Readiness Level of Healthcare for Implementing Agility Using Fuzzy Logic Approach

An agile strategy in healthcare would authorize organizations to provide efficient, customized and standard service on time at an optimized cost. To implement agility, the management of the healthcare organization needs to know the mechanisms and how to make the whole organization ready for change process. Thus, the current study assesses the readiness level of healthcare utilizing fuzzy logic approach to implement agility. The conceptual readiness model is framed with five enablers, twenty criteria and fifty-six attributes. The proposed model is applied in to a case hospital to assess the readiness level. The Fuzzy readiness for the implementation of agility index (FRAI) and fuzzy performance importance index (FPII) are computed to determine the readiness level of the case hospital and its weaker attributes in the implementation of agility. FRAI is computed as average ready with (3.00, 4.78, 6.56), and FPII identifies 15 weaker attributes from 56 attributes. It constructs the conceptual model which analyses the current readiness of healthcare and weaker attributes are denoted and required corrective actions should be carried by the management of healthcare organization to improve the readiness. The continuation of assessment readiness model over a period of time would help to improve the readiness level of healthcare for agile implementation.

Taking the Leap to Agile Manufacturing: From Intention to a Successful Paradigm Shift

The paper presents the agile principles with the needs origin analysis for the definition and design of a new business management paradigm (convergent to a business model) combining two dimensions: (1) organizational behavior related to their competitiveness on the market and (2) the internal environment characteristics focused on human resources management. In addition, there are presented the implementation phases of the proposed business model (as strategic options at the organizational level) and challenges for the organization`s project team, by underlining the leadership aspects as key issues in a successful implementation of agility throughout the company.

Analytical evaluation of agile success factors influencing quality in software industry

To have the software development process a fruitful one we have to consider the critical factors of success of agile development. Any organisation is expected to deliver the end product timely with required and on agreed upon terms which is many a times beaten by the extended time taken to complete the software projects or also leading to unexpected increase in the budget of the projects. So today’s development processes embed agile implementation for the accelerating growth of the company, organisation with fast competition of their work. The conventional approach of software systems succumbs towards the ever changing and much needed twist of the “Agile process” to be implemented. Agile focuses on collaborative work for the lifecycle of the project to continue iteratively with anticipating changes and introducing more flexibility than prior traditional approaches. Small sprints remain utilized which are mandatory for effective item conveyance. Conventional programming advancement forms are very little proficient to deal with the fast change in necessities. In spite of the upsides of Agile, feedback on deft approach expresses that it neglects to focus on building and configuration issues and subsequently will undoubtedly create little outline decisions. Agile programming improvement has quickly picked up a great deal of enthusiasm for the field of programming designing. Agile programming development, in spite of its curiosity, is a critical area of research inside programming building discipline. Logical research is yet rare, there has been minimal nitty gritty revealing of the use, entrance and achievement of light-footed systems in customary, proficient programming advancement organisations. In this paper we will evaluate the agile success factors for the product outcomes. The manuscript takes the approach for deciding best agile success factors influencing quality in software industry using analytic network process (ANP). This paper applies ANP to conclude the best way out using nine criteria namely Agile implementation, root cause analysis, mutation testing, cycle time, test and learn approach, continuous integration, process action, IT governance strategy, organisational change, effective risk mitigation, feedback, tangible outcomes, and two alternatives in the form Scrum and Kanban agile framework. The projected approach was tested in a organisation application in software reliability, software development environment and this paper evaluates its effectiveness by giving the weightage to the factor by realising the precise objective.

An antecedent and contingent outcome model of fail fast strategy in sales force management

Sales practice and scholarship have each called for optimizing the manner in which sales managers strategically interject themselves in the sales process. As a unique approach that reflects the high incidence rate of failure within sales, managers may strategize for salespeople to fail fast as an agile implementation of intelligent failure. Fail fast strategy allows managers to intervene early on in the business-to-business sales process in order to optimize resources and exert greater control over failures within their sales teams. With this strategy in mind, the following questions remain: Does fail fast strategy have a beneficial or deleterious effect on salesperson behaviors? What organizational- and individual-level factors direct a sales manager's strategic attention toward failing fast? The authors use an attention-based view to theorize the drivers of fail fast strategy, as well as investigate the moderating effect of sales force resources on the relationship between fail fast strategy and salesperson extra-role behaviors. The authors test the model using survey data of 274 business-to-business sales managers. The conceptualization, operationalization, and theory around fail fast strategy contribute to a better understanding of failing fast in sales. The results provide contributions to theory and practice as well as guidance for future research opportunities.