Rapid Agile Transformation at a Large IT Organization

Author(s):  
Pan-Wei Ng

This chapter describes the agile transformation of an IT organization in China with about 4000 people including contractors. In the span of one year, 47 teams and 1700 engineers moved from traditional to agile way of working. There was a 44% reduction in development lead-time, 5% reduction in production defects and 22% reduction in production incidents. This agile transformation occurred at two levels. At the organization level, adoption speed was crucial, as we wanted to reach critical mass in rapid time with limited coaching resources. This was very much an entrepreneur startup problem, where customers in our case are teams and members in the IT organization. At the team level, a practice architecture provided a roadmap for continuous improvement. A theory-based-software-engineering approach facilitated deeper learning. Beyond the usual factors for leading successful change, this transformation exemplified the use of a startup mentality, social networks, practice architecture, simulation, gamification, and more importantly integrating theory and practice.

2019 ◽  
Vol medieval worlds (Volume 9. 2019) ◽  
pp. 187-217
Author(s):  
Johannes Preiser-Kapeller ◽  
Ekaterini Mitsiou

2020 ◽  
Vol 13 (4) ◽  
pp. 370
Author(s):  
Júlio César De Carvalho-Santos ◽  
Felipe Mattei

With the amount of speeches delivered on social networks that students browse continuously, it is possible to use this mechanism as an additional support for classes. This research, using this possibility, seeks to present a didactic sequence applied to high school students from a public school, whose objective is to examine the concept of logic, present in the speeches of the two main candidates for the presidency of Brazil, in 2018 The proposal is to demonstrate to students how the concepts of logic can be identified in discourses that permeate the social environment and are part of the reality experienced by students. It is hoped that this research can contribute as a reference to an activity of theory and practice, such a relevant discussion in the school scenario.


2014 ◽  
Vol 40 (9) ◽  
pp. 841-861 ◽  
Author(s):  
Wael Kessentini ◽  
Marouane Kessentini ◽  
Houari Sahraoui ◽  
Slim Bechikh ◽  
Ali Ouni

Author(s):  
Lídia Oliveira ◽  
Ana Luísa Rego Melro

Engagement processes are facing a lot of challenges since the boom of the IT. This is true when there is a face-to-face engagement process, but also when the ties are mostly virtual. Nowadays, access to social networks, platforms for content posting and sharing (blogs, wikis, etc.), and for collaborative work are changing the way people engage. Those tools have enriched the processes, but also initiated new challenges. Knowledge sharing and transfer are processes that occur when several factors are combined. One of them, and the most important, is the existence of human critical mass capable of thinking the world and finding ways of changing it for the better, in this specific case social entrepreneurship. The authors studied a pilot of an impact community, its path, and the challenges it has faced. They also implemented four interviews to specialists in the areas of networks, social entrepreneurship, and learning.


2016 ◽  
pp. 206-228
Author(s):  
Ashish Malik

This chapter reviews the commonly understood tasks of change and the role an organisation's human resource management (HRM) function plays in designing and implementing effective change management. Highlighting the key HRM practices, this chapter outlines the relationship between various HR strategies for managing change. This chapter develops a framework of key HRM practices that underpin the commonly understood tasks of successful change management. Drawing upon examples of successful case studies and the author's research on the dynamic and changing high-technology information technology (IT) industry in India, this chapter provides examples of linking strategy, HRM practices and change, thus developing a framework and identifying implications for theory and practice. The chapter also identifies several future research propositions linking the HRM and change management literatures.


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