Agile Workplace Innovation

Agile methods, such as Scrum, first re-invented project management in software engineering. It then quickly spread into all kinds of areas and industries. Scrum is “a framework within which people can address complex adaptive problems” (Schwaber and Sutherland 2013), and it changes the way work is done. It can be shown that Scrum is a suitable method to support Workplace Innovation. The concept of Workplace Innovation, described here with the ‘Fifth Element Concept’ (Totterdill 2015), comprises practices that empower and enable employees and that are beneficial for organisations. To obtain an understanding of how Scrum supports Workplace Innovation, guided interviews were conducted and analysed. Five practitioners of Scrum were interviewed, and the analysis was carried out using Mayring’s qualitative content analysis with an inductive coding. This article aims to gain insights into how and where Scrum can support Workplace Innovation, and what other factors have a significant influence. Scrum may not be a silver bullet, but it can be instrumental in supporting many elements of Workplace Innovation.

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Measuring Information System Project Success through a Software-Assisted Qualitative Content Analysis

Information Technology and Libraries ◽

10.6017/ital.v38i1.10603 ◽

2019 ◽

Vol 38 (1) ◽

pp. 53-70 ◽

Cited By ~ 3

Author(s):

Jin Xiu Guo

Keyword(s):

Information System ◽

Content Analysis ◽

Project Management ◽

Project Success ◽

Qualitative Content Analysis ◽

Contextual Factors ◽

Project Assessment ◽

It Project ◽

It Project Success ◽

New Research

Information System (IS)/IT project success is a growing interest in management due to its high impact on organizational change and effectiveness. Libraries have been adopting integrated library systems (ILS) to manage services and resources for years. It is essential for librarians to understand the mechanism of IS project management in order to successfully bring technology innovation to the organization. This study develops a theoretical model of measuring IS project success and tests it in an ILS merger project through a software-assisted qualitative content analysis. The model addresses project success through three constructs: (1) project management process, (2) project outcomes, and (3) contextual factors. The results indicate project management success alone cannot guarantee project success; project outputs and contextual factors also influence success through the leadership of the project manager throughout the lifecycle. The study not only confirms the proposed model in a post-project evaluation, but also signifies that project assessment can reinforce organizational learning, increase the chance of achieving success, and maximize overall returns for an organization. The qualitative content analysis with NVivo 11 has provided a new research method for project managers to self-assess an IS/IT project success systematically and learn from their experiences throughout the project lifecycle.

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Sustainable Project Management

Responsible, Sustainable, and Globally Aware Management in the Fourth Industrial Revolution - Advances in Business Strategy and Competitive Advantage ◽

10.4018/978-1-5225-7638-9.ch006 ◽

2019 ◽

pp. 124-153

Author(s):

Martin Albert ◽

Friedrich Mickel

Keyword(s):

Content Analysis ◽

Project Management ◽

Bibliometric Analysis ◽

Empirical Research ◽

Qualitative Content Analysis ◽

Derived Categories ◽

Project Manager

Sustainability is a concept that has increased in popularity constantly over recent years. During this time, the discipline of project management begun to focus on sustainability, but literature shows that the topic of sustainable project management is still incipiently explored. Therefore, the goal of the chapter is to identify connections between sustainability and project management, which is achieved through the literary review of 46 different texts. These sources were analyzed using a bibliometric analysis and a qualitative content analysis. As deductive and inductive derived categories “definition project management,” “definition sustainability,” “definition sustainable project management,” “affected areas,” “principles of sustainable project management,” and “project manager” were defined. In order to develop the profession of sustainable project management, focusing upon the verification of theoretical findings with empirical research is suggested.

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Agile Movement from IT Industry to Non-IT Industry: A Review and Analysis

International Journal of Emerging Research in Management and Technology ◽

10.23956/ijermt.v6i6.283 ◽

2018 ◽

Vol 6 (6) ◽

pp. 285

Author(s):

Shah Imran Alam ◽

Syed Shahabuddin Ashraf ◽

Faria Iqbal

Keyword(s):

Project Management ◽

Software Engineering ◽

High Speed ◽

Success Factors ◽

Development Process ◽

Working Environment ◽

Agile Methods ◽

It Industry ◽

Agile Project Management ◽

Agile Process

Software engineering is comparatively a new addition in the vocabulary of traditional engineering discipline. Being a late joiner, software engineering obtained many of its process foundation from traditional engineering domains. But the ever-changing business needs and the growing complexity that are required to be addressed in a software application, have kept software engineers on their toes to continuously improve the development process to meet and to manage the challenges in it. Agile project management has been the most significant development in IT industry to manage software development process that could deliver quality software product at an extremely high speed compared to any of the predecessor methods. The key abstraction of all the flavors of agile methods is adaptability towards change. This adaptability is achieved by the use of quality practices and practitioners in a closely integrated working environment that also involves the customers in the development process more than ever before. IT industry has acknowledged the significant success of the agile process and has been a buzz-word for a decade in the IT industry. The paper is built upon a comparative study of the application of Agile project management in both IT and non-IT industries. It further discusses the adaptability of agile methods and its potential to benefit the Non-IT industry in managing the quality of deliverables while maintaining high delivery speed. The discussion extends its boundaries to cover the reason for less acceptance of Agile process in non-IT industry and put forth an argument against the suitability of some of the success-factors in the case of non-IT industries, while they enabled a high acceptance of the Agile process in IT-industry.

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