University of Hertfordshire

The Adoption of Agile Management Practices in a Traditional Project Environment: An IS/IT Case Study

Research output: Contribution to conferencePaperpeer-review

Standard

The Adoption of Agile Management Practices in a Traditional Project Environment : An IS/IT Case Study. / Wells, Hany; Dalcher, Darren; Smyth, Hedley.

2015. Paper presented at 48th Hawaii International Conference on System Sciences, HICSS-48, Kauai, United States.

Research output: Contribution to conferencePaperpeer-review

Harvard

Wells, H, Dalcher, D & Smyth, H 2015, 'The Adoption of Agile Management Practices in a Traditional Project Environment: An IS/IT Case Study', Paper presented at 48th Hawaii International Conference on System Sciences, HICSS-48, Kauai, United States, 5/01/15 - 8/01/15.

APA

Wells, H., Dalcher, D., & Smyth, H. (2015). The Adoption of Agile Management Practices in a Traditional Project Environment: An IS/IT Case Study. Paper presented at 48th Hawaii International Conference on System Sciences, HICSS-48, Kauai, United States.

Vancouver

Wells H, Dalcher D, Smyth H. The Adoption of Agile Management Practices in a Traditional Project Environment: An IS/IT Case Study. 2015. Paper presented at 48th Hawaii International Conference on System Sciences, HICSS-48, Kauai, United States.

Author

Wells, Hany ; Dalcher, Darren ; Smyth, Hedley. / The Adoption of Agile Management Practices in a Traditional Project Environment : An IS/IT Case Study. Paper presented at 48th Hawaii International Conference on System Sciences, HICSS-48, Kauai, United States.

Bibtex

@conference{733174928d634a25a6430854df3fe650,
title = "The Adoption of Agile Management Practices in a Traditional Project Environment: An IS/IT Case Study",
abstract = "Despite the growing interest in the usage and application of Agile Project Management Methodologies (PMMs), there is only scant research examining how and why organisations select agile approaches for managing and delivering Information Technology /Information Systems (IT/IS) projects. This paper reports on the findings of such research conducted within the context of a large technology focused case organisation. The findings identify significant variance between business lines, specifically between product development and softwaredevelopment functions and their ability to follow agile guidelines. Generally across the organisation there was limited evidence of tailoring to context, animportant organisational success factor, yet there was a more significant level of tailoring and responsiveness to client needs and wishes. Overall, there was a lack of clarity about the location of the decoupling points following the scoping of the project. Recommendations therefore require further attention and understanding of the implications of new practices employed by organisations, not least by senior management and for additional research underpinning such discovery.",
author = "Hany Wells and Darren Dalcher and Hedley Smyth",
note = "Hany Wells, Darren Dalcher, Hedley Smyth, {\textquoteleft}The Adoption of Agile Management Practices in a Traditional Project Environment{\textquoteright}, paper presented at the 48th Hawaii International Conference on System Sciences (HICSS-48), Kauai, Hawaii, USA, 5-8 January, 2015. ; 48th Hawaii International Conference on System Sciences, HICSS-48 ; Conference date: 05-01-2015 Through 08-01-2015",
year = "2015",
month = jan,
day = "5",
language = "English",

}

RIS

TY - CONF

T1 - The Adoption of Agile Management Practices in a Traditional Project Environment

T2 - 48th Hawaii International Conference on System Sciences, HICSS-48

AU - Wells, Hany

AU - Dalcher, Darren

AU - Smyth, Hedley

N1 - Hany Wells, Darren Dalcher, Hedley Smyth, ‘The Adoption of Agile Management Practices in a Traditional Project Environment’, paper presented at the 48th Hawaii International Conference on System Sciences (HICSS-48), Kauai, Hawaii, USA, 5-8 January, 2015.

PY - 2015/1/5

Y1 - 2015/1/5

N2 - Despite the growing interest in the usage and application of Agile Project Management Methodologies (PMMs), there is only scant research examining how and why organisations select agile approaches for managing and delivering Information Technology /Information Systems (IT/IS) projects. This paper reports on the findings of such research conducted within the context of a large technology focused case organisation. The findings identify significant variance between business lines, specifically between product development and softwaredevelopment functions and their ability to follow agile guidelines. Generally across the organisation there was limited evidence of tailoring to context, animportant organisational success factor, yet there was a more significant level of tailoring and responsiveness to client needs and wishes. Overall, there was a lack of clarity about the location of the decoupling points following the scoping of the project. Recommendations therefore require further attention and understanding of the implications of new practices employed by organisations, not least by senior management and for additional research underpinning such discovery.

AB - Despite the growing interest in the usage and application of Agile Project Management Methodologies (PMMs), there is only scant research examining how and why organisations select agile approaches for managing and delivering Information Technology /Information Systems (IT/IS) projects. This paper reports on the findings of such research conducted within the context of a large technology focused case organisation. The findings identify significant variance between business lines, specifically between product development and softwaredevelopment functions and their ability to follow agile guidelines. Generally across the organisation there was limited evidence of tailoring to context, animportant organisational success factor, yet there was a more significant level of tailoring and responsiveness to client needs and wishes. Overall, there was a lack of clarity about the location of the decoupling points following the scoping of the project. Recommendations therefore require further attention and understanding of the implications of new practices employed by organisations, not least by senior management and for additional research underpinning such discovery.

M3 - Paper

Y2 - 5 January 2015 through 8 January 2015

ER -