Documentation Work in Agile Teams: The Role of Documentation Formalism in Achieving a Sustainable Practice

2012 ◽  
Author(s):  
Christoph Johann Stettina ◽  
Werner Heijstek ◽  
Tor Erlend Faegri
Keyword(s):  
Agile Teams ◽  
Documentation Work ◽  
Sustainable Practice

Well-Being in Agile Teams: The Role of Work Demands and Emotional Contagion

2021 ◽  
Vol 2021 (1) ◽  
pp. 15727
Author(s):  
Tom Junker ◽  
Arnold Bakker ◽  
DAJA Derks Theunissen
Keyword(s):  
Emotional Contagion ◽  
Well Being ◽  
Work Demands ◽  
Agile Teams

scholarly journals Boundary objects, power, and learning: The matter of developing sustainable practice in organizations

2016 ◽  
Vol 48 (3) ◽  
pp. 292-310 ◽  
Author(s):  
Beverley Hawkins ◽  
Annie Pye ◽  
Fernando Correia
Keyword(s):  
Power Relations ◽  
Middle Managers ◽  
Boundary Objects ◽  
Nuanced Understanding ◽  
Over Time ◽  
Sustainable Practice

This article develops an understanding of the agential role of boundary objects in generating and politicizing learning in organizations, as it emerges from the entangled actions of humans and non-humans. We offer two empirical vignettes in which middle managers seek to develop more sustainable ways of working. Informed by Foucault’s writing on power, our work highlights how power relations enable and foreclose the affordances, or possibilities for action, associated with boundary objects. Our data demonstrate how this impacts the learning that emerges as boundary objects are configured and unraveled over time. In so doing, we illustrate how boundary objects are not fixed entities, but are mutable, relational, and politicized in nature. Connecting boundary objects to affordances within a Foucauldian perspective on power offers a more nuanced understanding of how ‘the material’ plays an agential role in consolidating and disrupting understandings in the accomplishment of learning.

scholarly journals Do Agile Managed Information Systems Projects Fail Due to a Lack of Emotional Intelligence?

2019 ◽  
Author(s):  
Tan Trung Luong ◽  
Uthayasankar Sivarajah ◽  
Vishanth Weerakkody
Keyword(s):  
Emotional Intelligence ◽  
Information Systems ◽  
Vital Role ◽  
Project Managers ◽  
Agile Development ◽  
Management Approach ◽  
Staffing And Training ◽  
And Training ◽  
Agile Teams

Abstract Agile development methodologies (ADM) have become a widely implemented project management approach in Information Systems (IS). Yet, along with its growing popularity, the amount of concerns raised in regard to human related challenges caused by applying ADM are rapidly increasing. Nevertheless, the extant scholarly literature has neglected to identify the primary origins and reasons of these challenges. The purpose of this study is therefore to examine if these human related challenges are related to a lack of Emotional Intelligence (EI) by means of a quantitative approach. From a sample of 194 agile practitioners, EI was found to be significantly correlated to human related challenges in agile teams in terms of anxiety, motivation, mutual trust and communication competence. Hence, these findings offer important new knowledge for IS-scholars, project managers and human resource practitioners, about the vital role of EI for staffing and training of agile managed IS-projects.

scholarly journals The Role of Agile Teams in the Delivery of Distance Education in Saudi Universities Amid the COVID-19 Crisis: Qualitative Data Analysis

2021 ◽  
Vol 9 (3) ◽  
pp. 184
Author(s):  
Amal Rashed Al-Hamdan ◽  
Sami G. Alsulami
Keyword(s):  
Higher Education ◽  
Distance Education ◽  
Data Analysis ◽  
Service Delivery ◽  
Structured Interview ◽  
Market Competitiveness ◽  
Data Collection Instrument ◽  
Agile Teams ◽  
Fourth Theme

The objective of this study is to investigate the role of agile teams in the service delivery of Saudi higher education amid the COVID-19 crisis. The qualitative design of this study allows for an open-ended data collection instrument defined by a semi-structured interview process and thematic data analysis. The study employs a purposive strategy to sampling whereby direct engagements are administered between the author and individual participants. The study therefore analyzes data inductively and reports results where codes are defined, patterns are identified, and themes are generated. The first theme is that the future of Saudi higher education is learner-focused. The second theme is that the value of agile teams increases in the level of operational complexity of distance education. The Fourth theme is that the COVID-19 crisis is leaving a permanent impact on the way higher education is delivered. The fifth theme is that the agility features of adaptability and responsiveness are highly desirable in Saudi higher education settings. The sixth theme is the great potential for agile teams in the delivery of distance education is to enhance learners’ labor market competitiveness while augmenting their sense of responsible citizenship. The study implies that agile teams have great potential in the service delivery of Saudi higher education.

Insights Into Managing Project Teams for Industry 4.0

2019 ◽  
pp. 99-118 ◽  
Author(s):  
Carl Marnewick ◽  
Annlizé Marnewick
Keyword(s):  
Conceptual Model ◽  
Industry 4.0 ◽  
Command And Control ◽  
Project Manager ◽  
Project Teams ◽  
The Other ◽  
Continuous Delivery ◽  
And Control ◽  
Agile Teams

In a fast-paced and changing world demanded by Industry 4.0, the continuous delivery of products and level of integration of technologies are required. This is achieved through the introduction of agile but agile itself demands changes in the way projects are managed. The role of the project manager itself is changing from a command and control to a collaborative and coaching style of leadership. Project teams on the other hand should be self-organizing and self-directed to be agile. Managing agile teams requires a different approach as the idea is to deliver workable solutions and products at a faster space. New project manager skills and competencies are required as well as ways to manage agile teams. A conceptual model is introduced, highlighting the required enablers for an agile environment. The enablers have an impact on how the agile project manager interacts with the agile team. The end result is that products are faster deployed enabling organizations to react to the changes demanded by Industry 4.0.

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