Agile Project Management Approach Research Articles

Selection of agile project management approaches based on project complexity

AbstractManaging software development projects is a complex endeavor due to the constant emergence of unforeseen events that deviate from initial expectations. A competent project leader is not just someone who follows the planned course but also adept at handling and minimizing inconveniences, ultimately striving to achieve results that align as closely as possible with the desired outcome. However, individuals involved in technological development often cling to familiar tools that have previously yielded positive outcomes, even when those tools may not be the best fit for the current project context. The Agile Manifesto has significantly transformed project management, infusing the discipline with a fresh perspective. Nevertheless, there remain several challenges to overcome. In this article, we aim to provide a guide that addresses these difficulties and minimizes their impact. We explore the selection of key factors that adequately describe a project's complexity, which can subsequently be used in conjunction with the Cynefin framework to categorize management strategies, techniques, and tools based on their applicability to specific complexities. Additionally, we offer insights on adapting project management approaches throughout the project life cycle in response to changes in reality, utilizing the dynamics outlined by the Cynefin framework. Finally, we present suitable strategies, techniques, and tools for agile project management based on the complexity context assigned by the Cynefin framework.

Matrix-based project dataset parsers

There are several existing project datasets, which involve separate data sources for simulated and real projects, individual and multiprojects, and single- and multimodal attributes. In addition, their file structures are heterogeneous; therefore, scholars can usually use only one dataset to test a proposed scheduling or resource allocation algorithm. Since the internal structures of these projects are also very different, it is difficult to ensure that an algorithm optimized for a given type of project will also perform well on projects with other structures. The proposed parsing method supports researchers in:•reading several types of projects: simulated, real, individual, and multiprojects, as well as single- and multimodal attributes;•considering the priorities of activities and the flexibility of their dependencies, which is essential for modeling the structural flexibility employed by agile, hybrid, and extreme project management approaches;•building a large project database for testing and comparing different scheduling and resource allocation algorithms.

FTR and OTIF Through Customized Adaptive Project Framework (APF) in Research & Development of New Projects

Research and development projects are highly unpredictable due to innovation in nature and associated and uncertain aspects. Despite careful planning, and initiating the projects with set timelines with anticipations and available resources, these will projects often face unexpected delays. To address this, the Agile Project Management approach, especially the Adaptive Project Framework (APF), is recommended. APF allows for flexibility in project management, accommodating changes in organizational needs, properties, and resources. By maximizing Experience in project management and automated tools, enhances the delivery of the projects by full-filling FTR and OTIF of TQM. Key Words: OTIF, FTR, Agile, Adaptive Project Framework, Project Management, Research and Development

A project management model for architectural restoration projects

Architectural restoration projects have many peculiarities that differentiate them from other construction projects. Despite the universal guidelines, standards and bylaws, a specialized approach on the management of architectural restoration projects is yet a knowledge gap. Inadequate use of project management knowledge in the field results in time and budget overruns, quality problems, insufficient research, incorrect scope definition, lack of interdisciplinary coordination, disconnection between phases, inefficiency in change management, and further ambiguities. Following an exploratory sequential research process consisting of qualitative and quantitative data from a focus group meeting, a questionnaire survey, and a 48-h on-site training; the authors focus on the peculiar nature of architectural restoration projects from project management perspective. The study aims to explore the extent to which the conventional project management knowledge, tools and techniques can be applied to architectural restoration projects, investigate if more adaptive and contemporary approaches can fit better to them, and propose a practically applicable management model tailored for such projects. The results show that a hybrid model combining agile and waterfall project management approaches with an appropriate business context targeting the unique requirements of architectural restoration projects can be instrumental to cope with the complexities of such projects.

Don’t Go Chasing Waterfalls? How Complexity Demands More Agile Project Management Approaches to Municipal Strategy Implementation

Project management has emerged as an important component of strategy implementation. In the private sector, traditional “waterfall” project management approaches have been supplemented by “agile” methods that are more iterative and recursive. However, less attention has been paid to the efficacy of agile project management approaches in the public sector. This study examines the contextual effectiveness of waterfall, agile, and hybrid project management approaches in public organizations. Regression analysis of 207 strategic initiatives from 43 US municipalities confirms that the effectiveness of project management approach is contingent upon implementation complexity. Further, a descriptive analysis indicates there is no discernable pattern to project management approach by these municipalities, therefore risking the viability of their adopted strategies by selecting ineffective project management methods. These findings emphasize that public organizations should thoughtfully employ project management as they implement strategic plans.

Leveraging agile and waterfall project management approaches in educational design

This poster showcases both agile and waterfall project management principles in educational design, specifically within the Canvas@AUT project. With the ambitious goal of developing 1753 courses in Canvas within a limited timeframe, the project presented significant challenges that demanded a flexible approach. The poster explores the integration of these two distinct project management methodologies and their role in establishing an effective and adaptable educational design practice and timeline. By synergistically combining the strengths of both waterfall and agile project management, this seemingly insurmountable Canvas@AUT project was successfully completed. A waterfall project management approach was employed to provide structure and ensure a systematic progression through the various stages of course development. Each ten-week course development cycle was structured in distinct stages. By adhering to defined milestones and deliverables, the team could effectively monitor progress, manage dependencies, and maintain accountability. The sequential nature of the waterfall approach with its distinct stages facilitated a comprehensive and well-coordinated design process (Gardner et al., 2017; Gawlik-Kobylinska, 2018). These stages provided structure and guidance for learning designers (LDs) in course development, particularly during the initial phase of the project when the LDs were new to their roles. By incorporating agile project management principles, the team embraced iterative approaches, enabling ongoing feedback and adjustment. This facilitated continuous improvement and ensured that evolving requirements and stakeholder feedback were effectively integrated. Agile practices, such as daily stand-up meetings, retrospectives, kanban boards, project Planner board, and weekly working meetings, enhanced adaptive decision-making and collaboration among team members were adopted (Judd & Blair, 2019; López-Alcarria et al., 2019). Technologies, including Microsoft Teams, further supported efficient communication, task tracking, and engagement within the project team. This approach proved invaluable when the entire team was forced to work remotely due to an extended lockdown, allowing for a seamless move to online working. The team was able to meet all the deliverables and complete the project on time in spite of the challenging circumstances. The poster presents the valuable implications for educators, educational designers, and leaders who are embarking on similar initiatives. The integration of agile and waterfall approaches enabled a hybrid approach that brought together the flexibility and responsiveness alongside the structured and milestone-driven framework (Ní Shé et al., 2021; van Rooij, 2022). This combination proved instrumental in overcoming the challenges inherent in a project of this scale, ensuring timely course development and a successful migration to Canvas. This hybrid approach also enabled the project team to achieve a harmonious balance between adaptability and structured progress, ultimately leading to the project's success: the development of 1753 courses within the designated timeframe and under the allocated budget. The principles and strategies that we have employed hold broad relevance for the wider educational community. Educational institutions around the world face similar challenges in transitioning to new learning management systems and enhancing their course offerings. The emphasis on iterative development, stakeholder engagement, and systematic planning can be applied to various educational design contexts that seek to improve course quality and efficiency.

Identify and Prioritize the Challenges of Customer Knowledge in Successful Project Management: An Agile Project Management Approach

The main advantage of Agile Project Management (APM) lies in its ability to investigate and resolve issues that arise during the project period, making timely adjustments to save resources and deliver successful projects on time and at a lower cost. Customers play a crucial role in determining many of these changes, highlighting their special involvement in managing projects using an agile approach. This paper prioritizes the factors influencing challenges related to customer knowledge in APM, initially identifying three categories: individual, organizational, and technological factors. Expert opinions from the software development industry verified these factors, while the DANP method explored their causal relationships and importance. The analysis revealed organizational factors’ impact on the other two categories, with individual factors ranking highest, followed by technological factors. Notable challenges related to customer knowledge include lack of time for knowledge sharing, reluctance to adopt information technology systems, ineffective communication between knowledge-holders and seekers, inadequate training on new technology, and a lack of awareness regarding knowledge benefits for project partners. These findings are presented as suggestions to project teams for effectively managing agile projects and addressing customer knowledge challenges. By implementing these recommendations, projects can achieve greater efficiency and success.

The Transitioning Experiences from Traditional to Agile Project Management: A Case of an Information Technology Department of a Private-Owned Financial Institution in Cebu City

Incorporating the Agile Project Management (APM) approach was the institution’s initiative to accelerate project delivery and be more flexible in changing requirements and client demands while producing quality software. The research explores the lived experiences of the institution's project managers to uncover the challenges and demonstrated benefits during Agile Project Management (APM) implementation. This research utilized the qualitative approach through interviews with key informants who are project managers of the institution. The data gathered were from the responses of the five (5) private-owned financial institution project managers. The responses were thoroughly reviewed and tabulated to reveal the commonalities in the data gathered. The study showed that implementing APM significantly changed how the project management team handled and delivered the projects. The project management team moved the project with agility by simplifying the scope and adapting to changes in requirements to increase customer satisfaction and value; the teams were more collaborative, flexible, and able to cope with the risks. However, the study revealed that the main challenges that the project management team experienced were the uncontrollable growth of changes in project scope, under-estimated timelines, and inefficient allocation and delegation of workloads, which resulted in the delayed delivery of projects. Also, it revealed that the current coping strategies were deprioritizing other projects to accommodate new requirements, extending project deadlines, and rendering overtime, which could have been more sustainable when appropriately handled. Furthermore, the study provided recommendations and action plans to improve the implementation of Agile Project Management.

Adaptability in managing innovative projects within the bani environment

This paper explores the challenges and opportunities faced by project managers in the context of development innovation projects within the BANI (Brittle, Anxious, Nonlinear, and Incomprehensible) environment. The BANI framework represents a rapidly changing and uncertain landscape characterized by volatility, uncertainty, complexity, and ambiguity. In such an environment, traditional project management approaches often fall short in addressing the unique requirements and dynamics of development innovation projects. The objective of this research is to identify key strategies and best practices that project managers can employ to effectively navigate and manage development innovation projects in the BANI environment. The study combines literature review and expert interviews to gather insights and perspectives from both academia and industry. The findings highlight the need for project managers to embrace flexibility, adaptability, and resilience in their approach to managing development innovation projects. It emphasizes the importance of fostering a culture of experimentation, collaboration, and continuous learning to drive innovation in such environments. The research identifies the significance of leveraging technology and digital tools to enhance project monitoring, communication, and decision-making processes. The paper concludes by providing a set of recommendations and practical guidelines for project managers operating in the BANI environment. These include adopting an agile project management approach, establishing cross-functional teams, fostering stakeholder engagement and co-creation, and implementing robust risk management strategies. By shedding light on the challenges and opportunities specific to development innovation projects in the BANI environment, this research contributes to the existing body of knowledge on project management. It serves as a valuable resource for project managers, researchers, and practitioners seeking to enhance their understanding and effectiveness in managing projects in similar volatile and complex contexts.

Agile project management as a stage for creativity: a conceptual framework of five creativity-conducive spaces

PurposeThe purpose of this paper is to demonstrate how agile project management can foster creativity in project teams.Design/methodology/approachThe study is based on an extensive literature review of agile project management and team creativity and is matching these two to answer the following research questions: (1) how agile project management approach can foster creativity in project teams? and (2) which principles and practices promoted by the most popular agile methodologies enhance creativity in project teams?FindingsFive creativity-conducive spaces in agile project management were identified and integrated into a conceptual framework, namely, a space for generative social interactions, a space for learning, a space for change and adaptation, a space for exploration and a space promoting team members' well-being. In the next step, based on a thorough analysis of seven widespread agile project management methods, a large number of agile principles and practices were mapped into each of the five conceptual spaces.Originality/valueThis study provides new insights into how agile project management can foster creativity in project teams. The conceptual framework developed in this paper might be utilized to enhance creativity in agile teams, it can also serve as a starting point for future research.

Designing a copper mineral processing plant in virtual reality: A new tool for mining engineering education

In 2021, Queen’s University partnered with BBA Engineering Consultants to build a full-scale, virtual reality copper sulphide mineral processing plant. This project, financially support by e-Campus Ontario, aims to prepare Ontario post-secondary institutions to increase their training capacity in mineral processing to meet projected labour demands. The tool includes an environment where engineering students can work in real-time to diagnose problems in a high-fidelity and safe manner using virtual reality to sharpen real-life problem solving and design skills, so students are workplace-ready for employment in the mining industry. This paper examines the design process beginning with conceptual design, through detailed design and pilot testing. Various aspects of the project are discussed, including the agile project management approach, the importance of considering pedagogical objectives early in the project, the value of partnering with industry, and plans for further development of the tool.

Управление знаниями в проектах при использовании гибких методологий

With the introduction of agile project management methodologies, knowledge management plays an important role. This article examines the features of using knowledge management tools in companies with agile project management approach. The purpose of the work is to determine the most and least popular tools used in companies of various industry areas, the application features, as well as to make recommendations for the implementation of these tools. The work employs the methods as a survey and an interview.

Agile Project Management Approaches: A Case Study with Respect to Their Application in Finance Technology Projects

The strategy of Financial Services in Libyan pioneer companies has begun to achieve a transformation from providing ordinary services to electronic services through financial services technologies, which necessitates the qualification of employees in Libyan software companies. To facilitate this, recent agile software agile project management strategies and their possible advantages, disadvantages, and possible limitations will be discussed. In the context of improving software development for changing work conditions or requirements, he current state of agile project management (APM) will be studied and enhancement with best APM practices will be implemented within Masarat IT & Financial Services, a pioneer Libyan company. Our findings demonstrate that the application of agile project management best practices has a positive impact on project success. The benefits of agility were immediately apparent, and the advantages of adopting APM methodologies were a crucial factor in successfully completing the project.

Ambidexterity and Agile project management: an empirical framework

PurposeThe purpose of this study is to explore the agile project management (APM) approach through the contextual ambidextrous lens by overcoming the traditional perspective that separates projects within the opposite planned-exploitation- and emergent-exploration-oriented forms.Design/methodology/approachThis study uses a grounded approach to five different agile-oriented companies for discovering how agile adoption shows both emergent (exploration-oriented) and planned (exploitation-oriented) tensions in a perspective that connects, rather than separates, them.FindingsThis study discovers five main categories, namely, approach, objectives, boundaries, leadership and feedback, that capture the tensions between planned and emergent issues of agile projects. The identified variables interact with different intervening conditions of the APM attributes (i.e. road map, product backlog, team backlog and solution delivery), activating different response actions (“exploitation embedded in exploration” and vice-versa), requiring, as a consequence, the need for contextual ambidexterity.Research limitations/implicationsThis study identifies different implications based on real project contexts, as the importance of a more complete picture of the APM approach, which also considers the combination of planned and emergent aspects of projects and, as consequence, the needs for dual capacities (T-shaped skills) both at project management and team levels.Practical implicationsThis study identifies, in real project contexts, the relevance of integration between the corporate level and the agile project team. This implies the search for constant dialogue, with feedback exchange spread across all levels, also enabled by an integrated leadership approach.Originality/valueThis study highlights agile tensions in a real-world project context by describing how APM connects both explorative and exploitative aspects of change within the same APM initiative, in order to manage such tensions, which differs from previous studies that consider APM in alternation with a linear project management approach as stage-gate.

Agile Scrum Applied in Agricultural Processes

Abstract This paper presents a case study of interdisciplinary subjects, more precisely the AGILE SCRUM specific to software development applied in agricultural processes to increase the productivity, maximize the profit and to emphasize the benefits of AGILE methodology which is suitable in every field of industry. Starting with theoretical aspects about Agile project management approach and philosophy, including values and principles, continuing with SCRUM framework, is emphasized the applicability of the method in various fields of industry, including agriculture.

Lessons From a Rapid Project Management Exercise in the Time of Pandemic: Methodology for a Global COVID-19 VIRUS Registry Database.

BackgroundThe rapid emergence of the COVID-19 pandemic globally collapsed health care organizations worldwide. Incomplete knowledge of best practices, progression of disease, and its impact could result in fallible care. Data on symptoms and advancement of the SARS-CoV-2 virus leading to critical care admission have not been captured or communicated well between international organizations experiencing the same impact from the virus. This led to the expedited need for establishing international communication and data collection on the critical care patients admitted with COVID-19.ObjectiveDeveloping a global registry to collect patient data in the critical care setting was imperative with the goal of analyzing and ameliorating outcomes.MethodsA prospective, observational global registry database was put together to record extensive deidentified clinical information for patients hospitalized with COVID-19.ResultsProject management was crucial for prompt implementation of the registry for synchronization, improving efficiency, increasing innovation, and fostering global collaboration for valuable data collection. The Society of Critical Care Medicine Discovery VIRUS (Viral Infection and Respiratory Illness Universal Study): COVID-19 Registry would compile data for crucial longitudinal outcomes for disease, treatment, and research. The agile project management approach expedited establishing the registry in 15 days and submission of institutional review board agreement for 250 participating sites. There has been enrollment of sites every month with a total of 306 sites from 28 countries and 64,114 patients enrolled (as of June 7, 2021).ConclusionsThis protocol addresses project management lessons in a time of crises which can be a precept for rapid project management for a large-scale health care data registry. We aim to discuss the approach and methodology for establishing the registry, the challenges faced, and the factors contributing to successful outcomes.Trial RegistrationClinicalTrials.gov NCT04323787; https://clinicaltrials.gov/ct2/show/NCT04323787

How project management approach impact project success? From traditional to agile

PurposeThis research aimed to explore whether different project management approaches (traditional, agile or hybrid) differentiate concerning their impact on project success, taking project success as multidimensional phenomena. In addition to this, the authors wanted to explore if specific project characteristics moderate these effects.Design/methodology/approachThe authors empirically addressed these on a sample of 227 project professionals worldwide. The exploratory factor analysis (EFA) of project success dimensions was done to validate these factors' constitution concerning their manifest variables. The K-means cluster method was used to distinguish respondents' profiles among agile, hybrid and traditional project management approaches. To test the significance among research groups, the research hypotheses were tested with ANOVA tests.FindingsThe authors evidenced that the agile approach has a more significant positive impact concerning the two out of five dimensions of project success, under analysis in this research (impact on the team and preparing for the future), over the traditional approach.Practical implicationsThe research is relevant for project management practitioners to tailor the success-oriented project management approach and for academics to develop project management contingency theory.Originality/valueThe authors constructed a research framework to test the impact and effectiveness of different project management approaches (traditional, agile, hybrid) on the dimensions of project success in different contextual conditions (organization industry, project type, novelty, technology, complexity and pace). The paper's main contribution is to expand data on the impact of these approaches on project success and compare them with relevant results and findings of previous research.

Beyond S&OP Implementation: A maturity model and meta-framework for assessing and managing evolution paths

Goal: The purpose of this paper is to present an S&OP meta-framework that combines specific S&OP tools and an original S&OP maturity model as an approach to reduce uncertainty and increase commitment in the S&OP implementation process. Design/ Methodology/ Approach: A systematic review led to the development of a six-pillar S&OP tool framework. Then, a maturity model and an S&OP implementation meta-framework, were defined for managing the introduction and evolution of S&OP dimensions. Results: The S&OP maturity model provides a structured model for identifing critical gaps in the S&OP process. Furthermore, the S&OP meta-framework - combining Action Research (AR), Kotter’s 8 steps, and agile project management approaches - provides an holistic implementation guide for promoting large-scale transformation in S&OP implementation efforts. Limitations of the investigation: The S&OP maturity model and implementation system are new empirical contributions to the literature and have not been validated in this article. Practical implications: This work provides a set of tools to address specific S&OP environments; a maturity model to diagnose the S&OP process; and an S&OP implementation framework to reduce uncertainty and increase commitment in the change process. Originality / Value: This article fills a literature gap of necessary S&OP implementation practices, contributing to: (1) an S&OP tools framework, (2) an S&OP maturity model based on evolutionary boundaries correlated to the presence of specific tools, processes and metrics, and (3) an S&OP implementation meta-framework, raising awareness in under researched S&OP dimensions for more oriented research and practices needed to promote sustainable change.

A New Product Development Model for SMEs: Introducing Agility to the Plan-Driven Concurrent Product Development Approach

In order to survive in today’s highly competitive global market, small and medium-sized enterprises (SMEs) have had to transition from sequential to concurrent product development, which significantly shortens development cycles, reduces costs, and ensures high product quality. Despite its many benefits, concurrent product development is still based on detailed upfront planning and cannot address the challenges related to today’s ever-growing uncertainty, constantly changing environment, and unstable requirements. A potential solution to this problem could be in more flexible and value-driven agile project management (APM) approaches, typical of software development. In this paper, we propose a new product development model specifically appropriate for SMEs that combines concurrent product development principles with APM elements. It is designed as a loop of five repetitive steps (macroplan, microplan, iteration activities, review, and retrospective) that are being executed within individual concurrent development loops. The application of the model is presented on a real case example of process development and small batch manufacture of a complex wiring harness. The study reveals many benefits of the proposed model, such as improved communication, faster detection of discrepancies, more effective problem solving, and greater flexibility. A positive impact on project success is also observed.

Developing Innovative Integrated Business Solutions Using a Scrum Project Management Methodology

Innovative manufacturers have used Integrated Business Solutions (IBSs) as a means to co-create products and services to solve diverse business problems and more effectively compete in their field of endeavour. However, the efficacy and benefits of IBSs have been diminished due to the rigid method in which project management has been applied. This paper provides a conceptual approach for manufacturers to create new revenue sources in collaboration with their customers by adopting an agile project methodology that accommodates the interactive and iterative nature of IBS development. The research findings highlight the lack of success in IBSs using traditional project management as the delivery method. It provides an alternative solution in the use of an agile project management approach with its customer-centred and iterative mindset. This paper provides a conceptual model of the agile method known as Scrum and describes how it better aligns with innovative IBS development. Though both IBSs and agile have been around for several decades, their development is still in a state of infancy. This research adds to the body of literature on the application of agile in IBSs and presents an argument for converting its conceptual model into a practice delivery.