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The purpose of the paper is to present a model of factors affecting the successful project implementation by introducing agility and artificial intelligence to increase the company's competitiveness. In the model, the multidimensional constructs describing the implementation of an agile work environment and artificial intelligence technologies and tools were developed. These multidimensional constructs are agile work environment, agile leadership, agile team skills and capabilities, improving the work of the leader in the project, adopting AI technologies in the project, and using AI solutions in a project. Their impact on successful project implementation and on the company competitiveness was tested. The fundamental reason for conducting this research and developing the model is to enhance the understanding of factors that contribute to the successful implementation of projects and to increase a company's competitiveness. Our developed model encompasses multidimensional constructs that describe the agile work environment and the utilization of AI technologies. By examining the impact of these constructs on both successful project implementation and company competitiveness, we aimed to establish a comprehensive framework that captures the relationship between agility, AI, and successful project implementation. This model serves as a valuable tool for companies seeking to improve their project implementation processes and gain a competitive edge in the market. The research was based on a sample of 473 managers/owners in medium-sized and large companies. Structural equation modeling was used to test the hypotheses. In today's turbulent environment, the results will help develop guidelines for a successful combination of agile business practices and artificial intelligence to achieve successful project implementation, increasing a company's competitiveness. [ABSTRACT FROM AUTHOR]

Small- and medium-sized enterprises (SMEs) require less formalized project management methods than large corporations. However, project management can play a significant role in implementing innovations. Even though lean-agile project management offices (LAPMO) are becoming increasingly important for SMEs, each company's performance varies significantly due to varying innovative capabilities and the dynamism of internal and external contexts. Based on a literature study, innovative capabilities, and LAPMO, we have developed a theoretical model with 11 assumption models. As a follow-up, we conducted empirical research, including critical variable metrics, data collection and analyses, validity tests, reliability tests, regression analysis, and structural equation modeling. The model developed in this study considers the many roles that innovation capacity and project agility play in enhancing corporate performance. LAPMO mediates the relationship between innovation and performance in small and medium-sized businesses. Organizational innovation, open innovation, and innovation capabilities affect companies' performance. In small and medium businesses, they also affect LAPMO. For small and medium-sized businesses, LAPMO mediates the relationship between organizational innovation, open innovation, and innovation capabilities. [ABSTRACT FROM AUTHOR]

Currently, the organizations are constantly confronted with rapid and radical changes, making the company in turbulence that requires a transformation from a state to a target state. This turbulence needs agility on the part of companies, i.e. the ability to monitor their environment and be ready to react. Enterprise architecture needs transformation if its levels of abstraction are affected by its changes, so enterprise architecture needs to be agile to evolve over time. To measure the impact of change on the abstraction levels. This article proposes different algorithms to proceed to the change impact analysis in the different abstraction levels to be able to analyze the change impact of different projects on the elements of the enterprise architecture and to make it agile. [ABSTRACT FROM AUTHOR]

This paper presents the review of three main existing agile approaches: Scrum, Lean Software Development and Kanban, which served as the basis for the development of a proposal for a new approach in Agile development. To achieve this, a description of each agile approach to software development and a comparison of their strengths and weaknesses are made. Then, the new proposal is established based on the integration of the three approaches, defining a set of metrics and developing a case study to evaluate the integration and obtain quantitative and qualitative data. The results obtained from the case study proved to be quite positive because it allowed us to comprehensively evaluate the new approach. These results represent a promising start to continue working in this line of research. [ABSTRACT FROM AUTHOR]

Purpose A seven-step Strategy Execution Model provides a tested guide to agile implementation.Design/methodology/approach Pragmatic actions, key deliverables and a case example for each of the seven steps in the model are presented.Findings Firms that focus more on strategic planning than implementation are often plagued with execution issues. Whereas, organizations that are able to execute their strategies as a well managed, integrated process have a much better chance of realizing the full potential of their plans.Practical implications Supporting the experience of numerous management teams, research indicates that poor execution often squanders the value companies anticipate from innovative, advantageous strategic initiatives. To minimize the likelihood of mismanagement, companies need a repeatable process that provides an integrated and actionable approach to effective strategy execution.Originality/value Senior executives and middle managers need a structured, coordinated system for managing strategy implementation. The author's seven-step method has been tested in practice and refined. It emphasizes communication and agile adaptability. [ABSTRACT FROM AUTHOR]

Business processes represent an important core component of the company's activities and should be therefore more considerate. It takes a long time until the processes modeled down to the smallest detail, analyzed and designed. When these steps have been completed, often the process will not be adapted. Here would be an agile approach interesting to be flexible on trends and enterprise decisions which will have any dependencies to the processes. For this reason, the purpose of this study is to develop a holistic approach, in which the advantages of the previous models can be optimally used and the current challenges such as the desired agility can be included. The research methodology used in the investigation consists of a combination of methods and tools of Business Process Management (BPM) and agile management. The aim of the research is to evaluate whether these methods can contribute positively to the process modeling improvement in the framework of the Enterprise Information System. The finding of this research consists of a holistic model for acting agile within BPM. This allows companies to act flexible to adapt or implement enterprise processes. The resulting added value can be seen in the model for flexible implementation with regular controlling which are set apart from the previous rigid waterfall models. [ABSTRACT FROM AUTHOR]

Businesses continue to make large investments in information technology (IT) resources, and it is crucial for them to implement effective management strategies to better leverage these resources. Modern organizations are increasingly dependent on IT to remain agile and competitive in a rapidly changing market, but there remain gaps in understanding how IT resources support IT agility. Recent IT strategy research highlights the role of IT service climate in driving positive IT service quality, and we extend this work in the form of a theoretical model that relates an organization’s internal IT service perceptions to IT agility. We hypothesize a partially mediated relationship wherein internal IT service perceptions positively affects IT agility, both directly and indirectly, through facilitating positive IT service quality, highlighting the crucial role of IT personnel and their service orientation in provisioning services to enable IT agility. We test our model with an unmatched survey of 400 full-time IT managers and professionals and find strong support for our hypotheses. Our results have important implications for future research and practice, as the IT community continues to seek to adopt effective strategies for managing and leveraging its expensive resources. [ABSTRACT FROM AUTHOR]

Agility without objective governance cannot scale, and governance without agility cannot compete. Agile methods are mainstream, and software enterprises are adopting these practices in diverse delivery contexts and at enterprise scale. IBM's broad industry experience with agile transformations and deep internal know-how point to two key principles to deliver sustained improvements in software business outcomes with higher confidence: measure and streamline change costs, and steer with economic governance and Bayesian analytics. Applying these two principles in context is the crux of measured improvement in continuous delivery of smarter software-intensive systems. This article describes more meaningful measurement and prediction foundations for economic governance. The Web extra at http://youtu.be/ghAM8ifyeVI is a video in which Walker Royce, author, IEEE Software editorial board member, and IBM Chief Software Economist, describes how to reason about software delivery governance with lean principles. [ABSTRACT FROM PUBLISHER]

The computational power required to an enterprise system changes dynamically depending on services and the number of users. Massive concurrent computing is excellent in scalability, so that the paper proposes utilizing it for designing and implementing enterprise systems. The proposed accounting system is developed using Agile software development method to study the scalability of massive concurrent systems. When combining two subsystems in Agile, an attaching function is introduced. The system is designed using Model-View-Control software architecture and communicating sequential processes and then implemented with JCSP. Before implementation, the validity of the model is verified using verification tools. It reduces development cost and time. [ABSTRACT FROM AUTHOR]