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Purpose of the study: In order to survive in the face of contemporary risks, organizations are forced to initiate the evolution of employee behavior towards developing agile traits. The article, based on the concept of agility and classification of agile employee characteristics defined in the literature, aims to present the theoretical model of the behavior of agile employees in the face of organizational risk. Methodology: The model presented in the article was developed on the basis of a critical analysis of the literature in the field of agile management and risk management. Main Findings: One of the possible reactions of modern enterprises to the emergence of organizational risk is promoting employee agility. An agile employee is able to effectively anticipate problems related to the occurrence of risk, has the ability to solve problems related to the occurrence of risk. Such an employee is able to implement innovative ideas and perform his duties effectively in stressful conditions, as well as propose new procedures or processes for his area of ​​work. Applications of this study: The presented model of agile behavior of employees in the face of organizational risk is of a utilitarian nature and can be implemented in the organizational culture of various entities, including small and medium-sized enterprises. Novelty/Originality of this Study: Research originality: The article allows for a better understanding of the need to develop agile traits in employees and the possibility of using them to eliminate or minimize risks. The article may be an inspiration for further research on the role of employee agility in the enterprise.

Modern businesses throughout the world operate in a market characterized by constant changes. These changes are becoming more dynamic from year to year. It is the project-based approach that will allow one to solve problems and ensure high efficiency of project-oriented operations. The purpose of the study is a comparative analysis of the impact of the use of IT project management methodologies of Kanban and Scrum on a company's financial performance. The authors identify the essence of the agile methodology, its conceptual foundations, and explore the key aspects of its efficient implementation. The popularity of the practical application of the agile approach in various business areas is analyzed. The authors also choose the best methodology for a particular IT project for the optimization of such economic and financial indicators as project cost, profit from project implementation, and implementation time. The key differences between the most popular agile technologies are identified. The requirements for forming an agile team are examined considering the main issues during the implementation of agile management technologies. The primary stages in the implementation of an IT project using the Scrum methodologies are defined.

The subject of the article is development of project, programs and project portfolios management systems with drivers of innovation in Agile transformation of Education Establishment is considered. Substantial changes in the environment require further research into the effectiveness of the application of existing agile methodologies, knowledge systems and competencies of project managers and their leadership. The foundations of environmental change lie in changing the decision-making paradigm in innovation project and programs management in Agile transformation of Education Establishment. The goal is to explore modern approaches to leadership formation when applying agile methodologies of its specificity from the point of view of decision-making processes in project management. The problems of leadership creation and development in the application of agile project management methodologies for the implementation of information and communication systems are considered. The results of studies were conducted on the basis of a competency-based approach modelled by the International Project Management Association. The content model of competency of the leader applying agile management is presented. Conclusion: The Agile leadership and leadership behaviour patterns are formed in a project management behavioural competency system based on agile technology methods and tools. These competencies included: Self-reflection and self-management, Personal integrity and reliability, Personal communication, Relationships and interaction, Leadership, Teamwork, Conflicts and crises, Inventiveness, Reconciliation, and Orientation to results. The patterns of project managers' behaviour as agile leaders in project product creation and agile project management are explored. The differences in the behaviour patterns of leaders and agile leaders were examined by behavioural competencies within the identified key competency indicators. Such patterns allowed the authors to identify bottlenecks in the application of agile project management methodologies in the context of the development of innovative products of innovation systems.

The aim of this article is to analyze the challenges and success factors on organizations’ path to agile transformation, as frequently discussed in the literature and encountered in business practice. The research conducted proved that large-scale agile transformations require a dedicated approach with set of tools and best practices in place. The implementation challenges and barriers have been categorized into method-, organization-, culture- and technology-oriented groups. As a result of an in-depth analysis carried on for the purpose of this paper, a dedicated methodology of agile transformation has been proposed to ease the implementation process.

The topicality. The escalation of the pandemic and the oscillating lockdown create depressive moods in the restaurant business: owners balance on the verge of choosing between survival and violation of quarantine conditions, staff are forced to change professions. The realities of further uncertainty require the transformation of the restaurant’s business environment and strengthening the competencies of staff suitable for crisis management. The strategic framework requires effective tactical sessions given the specifics of working in a lockdown: restaurant business adjusts service formats and continues effective communication through distribution systems, distancing services, organizing targeted delivery to customers and sales of restaurant products. Customer-oriented management thus acquires new meaning and flexible forms, where mentoring becomes a flagship in a disoriented economic environment. Therefore, the introduction of mentoring, which is correlated with Agile-management technologies, is an important component of the strategy of restaurant business development and a relevant object of study. Purpose and methods. The purpose of the study is a theoretical analysis of mentoring and the formation of its reference model, which determines the areas of restaurant management improvement in pandemic risks. The inter paradigmatic nature of the research objects determines the use of a set of general scientific methods, such as theoretical analysis and synthesis, modeling, elimination, which provided a thorough consideration of the components of mentoring and Agile-management of business processes in the restaurant, their modeling into a single system of anti-crisis lockdown. Results. An empirical analysis of the definitions of “mentoring” and “Agile” has been made. A reference model of mentoring has been formed and its main components have been investigated. The basic provisions of Agile-control in a restaurant in the conditions of oscillating lockdown have been developed. Recommendations for compiling mentoring and Agile management into an effective model of restaurant tactical development have been developed. Conclusions and discussions. The study showed that the actualization of mentoring and flexible management methods is an urgent scientific task, as it allows studying and scientifically substantiating the recommendation complex for their implementation in the practice of business entities. Further research needs to be deepened to assess the mentoring effectiveness and Agile-management in restaurants in the post-harvest period.

The paper aims to provide an overview of human resource management’s characteristic features in agile companies and identify the attributes preferred by Generation Y representatives in everyday work life. Detailed literature review of general agile attributes and specifics of agile HR management has shown that the phenomenon is not sufficiently examined. There is a gap in the literature research related to the agile approach applied to Generation Y. Based on a literature review and primary data analysis, the authors identified the attributes of agile organisations that correspond to Generation Y preferences in the field of working conditions. In this way, the authors have opened a discussion on the possibilities of applying the preferred agile approaches to attract Generation Y representatives, increase their work motivation and satisfaction. The paper’s findings support the information base used by HR professionals and companies to ensure that factors such as flexibility, informality, continuous learning, etc, are known by managers and companies. It realises the importance of agile principles in the working environment created for Generation Y to produce a greater added value. The literary part of the paper provides an introduction to the general agile management approach, specifics of agile HR practices and indicates key factors influencing work and supporting effective cooperation with Generation Y. Key findings of the detailed literature review were applied to empirical findings of the sample of Generation Y representatives in the Czech Republic and used for discussion and recommendations. This article aims to contribute to the debate on agile management approaches with regard to Generation Y and its leadership. The paper contributes to a gap in the literature, as key findings confirm that Generation Y is open to adopting an agile approach and prefers some of the agile factors in corporate and human resource management over traditional systems.

One of the conditions for effective management in a VUCA world is organizational agility. It requires changes in the implementation of the personnel function so it is oriented at agile human capital management. The article aims to present the assumptions as well as two key attributes of Agile HRM: the leadership model and creating an agile mindset. These features create specific consequences for the human capital management process. Due to the multidimensionality of the HRM process, the study of the analysis of changes was limited to two areas: employee acquisition (recruitment) and preformance management. The article is a theoretical reflection, illustrated by the results of secondary research and examples of good practices.

Today digital economic environment penetrates deeply in different spheres and industries of economy. Now doubt that digital transformations deal not only with outer environment of company functioning but also with their internal business-processes. The outer elements of digital transformation include such business-spaces, which in their essence were born as global, i. e. they are not connected with geographical location or specific segment of buying audience. We mean the development of the so-called digital platforms – ecosystems of digital business, where participants of different profiles or lines of commercial activity can be present, such as logistics, production, finance, marketing, sales, etc. Due to active emergence of outer aspects of digital transformation internal businessprocesses in such digital spaces are also subjected to transformations. These transformations in some cases are inevitable because of rising competition among companies inside one industry on the level of product range being sold and among related industries on the level of services that determine the company value for customers. In the digital business environment classical process approach undergoes serious changes due to transformation of business-models of business running, altered information opportunities, emergence of new digital competences of experts and technological breakthrough. The goal of the research is to develop a competence model of manager for decision-making in conditions of digital environment with regard to factors influencing the process of decisionmaking and advanced methodologies of management, such as Agile. The article shows conditions of digital transformation penetration in the business environment of present day companies, identifies factors of digital transformation impact on decision-making in management within the frames of the process approach, substantiates opportunities and threats of business-process digitalization in managerial decision-making and demonstrates new competences necessary for efficient functioning of business-processes. The authors put forward a complex model of decision-making in digital business environment, which gives an opportunity for companies to make the most effective managerial decisions.

Agile manifesto has proven its ability in managing and execution of projects in multiple industry sectors. Many researches have been conducted on the advantages and applicability of agile practices in software development and information technology industry. In this paper, empirical research has been conducted to identify the differences in agile management practices between software development and software as a service (SaaS) deployment projects. Case studies of a payment card industry (PCI) organization have been presented to identify key characteristics, tools, and methods of agile project management practices practically followed while implementing and managing of SaaS-based projects. Moreover, best suited agile management practices for pre- and post-deployment projects have also been discussed.

The global competition requires from industries New Product Developments (NPD) with innovation, speed and flexibility, which has to be tightly connected with new manufacturing technologies, in order to achieve success and constant growth. Additive Manufacturing (AM) is an emerging technology from Industry 4.0 capable to address such challenges. It provides better and functional product development, promptly allowing running tests and reducing time to market, promoting agility, as a whole. Parallel evolution is in course regarding the theory of Agile Project Management (APM) applied to NPD, especially when conducting development of innovative products and technologies. However, to achieve the whole benefits with such new approaches towards the NPD process, it is necessary to study and understand how to combine AM and APM for improve NPD. The present research proposes an innovative framework to manage NPD with AM, incorporating APM envisioning innovative products, customer involvement and successfully obtaining a final product faster than conventional routes. The proposal is based on a rigorous Systematic Literature Review (SLR) method, which identified the most appropriate practices to be combined to promote a NPD with agility and flexibility when using AM. All concepts and practices were analyzed and systematically organized, generating the proposed framework. The result can be a reference model to companies conjointly adopt AM and APM.

The authors consider symbolic interactionism to be a suitable theoretical framework to analyze projects in creative sectors because it affords ample space for individual and collective creativity. Furthermore, teams working on different cultural artifacts establish a negotiated order (interactionist term coined by A. L. Strauss) among artists, managers, the audience, and sponsors, et cetera, by discussing and translating various meanings and perspectives. This is especially noticeable when projects are managed using an agile methodology. The application of agile methodologies in creative sectors is a relatively new idea, although it seems to be in harmony with the nature of artistic work. For instance, it implies the acceptance of unpredictability and flexibility while also recognizing the ability and individuality of project participants. There are also specific problems related to the personalities of the artists and the irregularities and discontinuities inherent in the process of creation. The first part of the article raises the topic of creativity in symbolic interactionism. This perspective is subsequently extended to teamwork in creative sectors employing the description of collective work in Howard Becker’s book entitled Art Worlds as an example. The authors reflect on other contemporary works explaining the cultural shift transpiring during the move from the analog age to the current digital age and its influence on the process of creation in the world of artists. This leads to a discussion of distributed agility, a concept stemming from agile management. The various agile methods are mentioned and shortly characterized; we also present a succinct depiction of historical perspective. The literature on the use of agile methods in creative sectors is referred to along with some of the challenges they face. The need to develop an agile management methodology specifically for creative industries is emphasized. This article utilizes the literature on symbolic interactionism to explain group dynamics by drawing analogies with agile management.

Disasters have quadrupled over the last two decades leading to unprecedented loss of life. The objective of disaster-focussed humanitarian supply chains (HSCs) is to ensure saving maximum lives with limited resources; despite severe uncertainties. Therefore, significant research has investigated lean and agile in HSCs; to effectively source and speedily deploy resources, with minimum wastage; in each disaster life-cycle phase. However, the literature and research findings are currently highly disjointed regarding how lean and agile principles may be aligned with different HSC activities in the disaster management lifecycle; and do not provide a collective understanding for practitioners and researchers. This paper reviews and organises the literature on HSCs in relation to lean and agile paradigms, focussing on the pre-disaster (mitigation and preparedness) and post-disaster (response and recovery) phases. Findings reveal, all phases benefit from both lean and agile, with agile benefitting the response phase most. The phases are inter-dependent and identifying optimum decoupling points for lean and agile principles are crucial. Majority research has focussed on individual or a couple of phases. Therefore, authors recommend research on integrating the functions of the different phases by employing lean and agile principles, to generate rapid response, economies of scale and cost minimisation.

Increased industrial accidents and accelerated industrial accidents forced businesses to take precautions. This is important not only for businesses to continue their operations smoothly, but also for the human element; the only valuable, rare, inimitable and substitutable resource of the enterprise. In this study, a new occupational safety management system was designed according to Axiomatic Design principles with agile management approach and put into practice in a company in automotive sector. As a result of the study, some steps of the model have been put into practice and some steps have been taken into planning in the mentioned company. This study is expected to contribute to literature and the businesses well, as it seeks to improve the safety conditions in production companies.

The subject of this article is the transformation of project management systems, programs and project portfolios in the context of the interaction of the infodemic and pandemic in the COVID-19 environment. Infodemiс, ahead of the pandemic, is filled with rumours, conjectures and speculation at the first stage, creating an atmosphere of fear and panic. At the same time, Agile methodologies, systems of knowledge and competencies of project and program managers come to the fore in project management. The basis of the changes lies in changing the decision-making paradigm in the management of projects and programs in the "infodemiс - pandemic" system. The goal is to study the models of interaction and mutual influence of the pandemic (infodemiс) information support during the development of the COVID-19 pandemic for the application of modern methodologies of flexible methodologies in managing projects and programs at all levels of the state and society. The key challenges to a successful project and program management are Agile Transformation. Today there is an intuitive transition to the use of flexible project and program management methodologies, which does not bring the expected results. The research results allowed the authors to build a model of interaction "infodemiс - pandemic). This model can be used to analyse the mutual influence of the information envelope in each country on the distribution of the coronavirus and project management to minimize the negative consequences of the pandemic. Conclusions : This article explores the phenomenon of "infodemiс" that occurs during the global crisis of the COVID-19 pandemic. It is proposed to apply the Agile transformation of the project management system and pandemic programs, taking into account the influence of informational "noise" in the mental space of global society. The model can significantly improve project preparation by transforming Agile management with a focus on stakeholder value systems. At the same time, it is important to use the opportunities to accelerate and increase the effectiveness of project implementation using Agile umbrella tools such as Kanban, P2M, Kaizen and others. Disinformation, which includes false claims about a "cure", conspiracy theory and misleading information about the spread of the virus will expand. The effectiveness of the response to control this "infodemiс" is likely to vary from country to country and will depend on public confidence in the authorities. New developments, including the detection of outbreaks of the virus in almost all countries of the world, the publication of epidemiological data and the start of clinical trials of the vaccine, are likely to lead to new misinformation, which will hamper efforts to control the pandemic.

Superior business performance is a central objective of any firm in an unpredictable environment. Organizational agility (OA) constitutes one option for prospering in this environment. Although research confirms a positive effect of OA on business performance, studies show conceptual imprecision. I systematically review and compile previous findings and provide a coherent view of OA. A search in three databases yielded a final sample of 75 articles. From a qualitative analysis, I identify four agility categories: agility drivers, agility enablers, agility capabilities, and agility dimensions. Based on findings from each category, I develop a conceptual map of OA that (i) connects the agility categories and clarifies how they work, and (ii) proposes a framework for the tasks and responsibilities of management within an agile organization. As part of the conceptualization, I also consider the business environment and the impact of an increased OA level. Viewed from a dynamic capability perspective, changing internal and external agility drivers necessitate the development of agility capabilities. These are realized by a specific set of interdependent enablers. Within this concept of an agile organization, management assumes various responsibilities, in particular, engaging in monitoring and decision-making functions. Conceptual clarity of OA at the organizational level facilitates a systematic development of agility research and provides guidance for practitioners. This article contributes to agility research by integrating insights from various research streams on OA. By highlighting the close ties to strategic management and the derivation of a model to agile management, this research also contributes to strategic management research.

The organisationl development of project, programs and project portfolios management systems with drivers of agile transformation is considered. Fust changes in the environment require further research into the effectiveness of the application of existing agile methodologies, knowledge systems and competencies of project managers and their leadership. The foundations of environmental change lie in changing the decision-making paradigm in agile project and programs management. The article explores modern approaches to leadership formation when applying agile methodologies of its specificity from decision-making processes in project management. The problems of leadership creation and development in the application of agile project management methodologies for the implementation of Agile transformation of organisation are considered. The studies were conducted based on a competency-based approach modelled by the International Project Management Association. The content model of competency of the leader applying agile management is presented. The Agile leadership and leadership behaviour patterns are formed in a project management behavioural competency system based on agile technology methods and tools. These competencies included: Self-reflection and self-management, Personal integrity and reliability, Personal communication, Relationships and interaction, Leadership, Teamwork, Conflicts and Crises, Resourcefulness, Negotiation, and Orientation to results. The patterns of project managers' behaviour as agile leaders in project product creation and agile project management are explored. The differences in the behaviour patterns of leaders and agile leaders were examined by behavioural competencies within the identified key competency indicators. Such patterns allowed the authors to identify bottlenecks in the application of agile project management methodologies in the context of the development for Agile transformation of organization.

The subject of the article is development of project, programs and project portfolios management systems with drivers of innovation is considered. Substantial changes in the environment require further research into the effectiveness of the application of existing agile methodologies, knowledge systems and competencies of project managers and their leadership. The foundations of environmental change lie in changing the decision-making paradigm in innovation project and programs management. The goal is to explore modern approaches to leadership formation when applying agile methodologies of its specificity from the point of view of decision-making processes in project management. The problems of leadership creation and development in the application of agile project management methodologies for the implementation of information and communication systems are considered. The results of studies were conducted on the basis of a competency-based approach modelled by the International Project Management Association. The content model of competency of the leader applying agile management is presented. Conclusion : The Agile leadership and leadership behaviour patterns are formed in a project management behavioural competency system based on agile technology methods and tools. These competencies included: Self-reflection and self-management, Personal integrity and reliability, Personal communication, Relationships and interaction, Leadership, Teamwork, Conflicts and crises, Inventiveness, Reconciliation, and Orientation to results. The patterns of project managers' behaviour as agile leaders in project product creation and agile project management are explored. The differences in the behaviour patterns of leaders and agile leaders were examined by behavioural competencies within the identified key competency indicators. Such patterns allowed the authors to identify bottlenecks in the application of agile project management methodologies in the context of the development of innovative products of innovation systems.

An innovating organization faces the challenge of how to prioritize distinct goals of novelty and value, both of which underlie innovation. Popular practitioner frameworks like Agile management suggest that organizations can adopt an iterative approach of frequent meetings to prioritize between these goals, a practice we refer to as iterative coordination. Despite iterative coordination’s widespread use in innovation management, its effects on novelty and value in innovation remain unknown. With the information technology firm Google, we embed a field experiment within a hackathon software development competition to identify the effect of iterative coordination on innovation. We find that iterative coordination causes firms to implicitly prioritize value in innovation: Although iteratively coordinating firms develop more valuable products, these products are simultaneously less novel. Furthermore, by tracking software code, we find that iteratively coordinating firms favor integration at the cost of knowledge-creating specialization. A follow-on laboratory study documents that increasing the frequency and opportunities to reprioritize goals in iterative coordination meetings reinforces value and integration, while reducing novelty and specialization. This article offers three key contributions: highlighting how processes to prioritize among multiple performance goals may implicitly favor certain outcomes; introducing a new empirical methodology of software code version tracking for measuring the innovation process; and leveraging the emergent phenomenon of hackathons to study new methods of organizing.

Background: Organisations must respond quickly and consistently to ongoing global shifts. This streak separates remaining competitive from losing market share. Globalisation has accounted for the majority of this transformation, which has been reinforced by rapid digital transformation. Industry experts and researchers are continually studying effective remedies to this worldwide transition as part of their response to this drive. This is required because the world is changing unavoidably, and effective responses to the change should be investigated. Objectives: To study the relationship between Agile and innovation, and how this relationship might facilitate organisations’ reaction to global changes, in response to the battle of how to adapt to global transformations successfully. Method: A systematic literature review analysing 1645 peer-reviewed journals through the use of social network analysis. Results: The terms ‘Agile,’ ‘digital transformation’, ‘design thinking’, ‘agility’, ‘innovation management’, ‘lean’, ‘Industry 4.0’, ‘Agile development’ and ‘digital innovation’ have the strongest links to ‘innovation’. This demonstrates how innovation is reliant on Agile and its characteristics. Furthermore, the computed data clusters from the analysed dataset led to five propositions: (1) Agility sustains innovation strategies (P1). (2) Collaborating Agile methodology with digital innovation leads to competitive advantage (P2). (3) Agile development accelerates or facilitates new business models, such as Industry 4.0 (P3). (4) Design thinking creates value in innovation management or development of new product (P4). Lastly, (5) the concept or theory of lean Agile management (P5). Conclusion: The correlation between Agile and innovation is critical for effective responses to global digital transformations that are ongoing.

The aim of the paper is to analyze how agile management practices are being adopted by specialists from software development technology companies in Brazil, identifying actions that contribute to the success of software implementation, aiming to ensure the survival of organizations in the market. The study counted with a literature review to support the field research with software development specialists who use the agile methodology and work in Brazil in the states of Rio de Janeiro and São Paulo. The results were analyzed through a descriptive statistics and content analysis. The research identified that the companies that adopt agile software management methodology in Brazil prefer the Scrum method and the development teams may be geographically distributed. The main positive points identified when adopting agile methods were the process speed, team involvement, maximization of results, involvement with the client, and simplicity. Most experts identified problems in the implementation of the agile methodology and as points of attention: management of distributed teams, scope estimation and communication. It was possible to identify the existence of a positive financial result by adopting the agile method for software development projects, as well as actions that contribute to the success of these projects, such as controlling quality using different testing techniques, project management, time, stakeholders, scope, and have agile communication, with feedback and good leadership. On the other hand, it was observed in the statistics that, although efficient, this method is still not being widely used. This research can contribute to the managers of software development companies in the use of agile methods as well as improving management decision-making.

Recently the business environment surrounding the financial investment industry is changing rapidly, and the demands of customers (diversity and the cycle of change etc.) are getting shorter. In this context, it can be said that companies are forced to adopt an agile management environment. In particular, non-face-to-face channels, including MTS, is adopting the agile system into the digital finance sector from a company-wide and strategic perspective. This study analyzed the effects of MTS services’ environment quality on customer satisfaction and continuous intention to use for MTS users who are rapidly increasing under the agile management environment in the financial investment industry. This study surveyed the quality of service environment (accessibility, convenience, design, security), customer satisfaction, and continuous intention to use for 350 MTS users. First, accessibility, convenience, and security of MTS service environment quality had a positive effect on customer satisfaction, and design was rejected Second, customer satisfaction has a positive effect on continuous intention to use. Third, convenience and security of MTS service environment quality have positive effects on continuous intention to use, and accessibility and design were rejected. The results of this study, together with demographic analysis, are expected to provide useful implications for MTS activation studies and securities firms’ strategies.

Agile emerged in software development in the 1990s and became popular mainly after the issue of the Agile Manifesto by Beck and coauthors in 2001. Influenced by the culture of value maximization and waste reduction that found its first expression in lean manufacturing, Agile’s methods contrast with traditional methods of software engineering, which tend to be bureaucratic and hierarchical. Agile values include collaboration, team empowerment, iterative and incremental development, increased customer engagement, and adaptability to change.

Purpose The article offers a clear and succinct account of the Amazon approach to Agile management (though it doesn’t call it that, and offers best practices to enable others to learn how to think–and act–like Amazon. Design/methodology/approach The article draws on the insights and experiences of John Rossman an Amazon senior manager who was an effective innovator for the company. Findings Amazon has a distinctive approach to implementing the three principles of Agile: 10;∙9; Customer-obsessed. 10;∙9; Small is beautiful. 10;∙9; Networks. Practical implications Customer obsession at Amazon is enabled and driven by customer-driven metrics. Originality/value Drawing on his experience innovating for the company, John Rossman describes in detail how Amazon created an environment with very different values and behaviors, an approach that employs the principles of Agile management.

Purpose The purpose of this article is to show how companies that embraced the Agile management mindset succeeded at continuous innovation. Design/methodology/approach The article describes the processes and mindsets of companies that successfully and unsuccessfully adopted post-bureaucratic management models. Findings Pioneering companies that have adopted a post-bureaucratic mindset are obsessed with adding more value for customers and end-users. Practical implications A case example of the model in practice is included. Originality/value The article recounts the problems and advantages of both top-down and bottom-up adoption of Agile management concepts and practices.

Due to the increasing importance of digitization, ICT and engineering sectors are also growing. In these sectors, there are a lot of high-qualified and well-paid jobs. However, despite the growing importance and popularity of digital solutions, one fact (at least) is, unfortunately, still very stable within the ICT and engineering sectors: When it comes to employees, there are still huge differences with respect to gender and gender stereotypes. (Commercial) technology development can be regarded as having masculine connotations both structurally and culturally. Therefore, we address these connotations, especially the roles of androcentric bureaucracy, which could be described as hierarchical, technocentric, and very controlling-oriented, and (the structural possibilities of) self-efficacy. We discuss, conceptually and empirically with a focus on software development, whether new management approaches like agile frameworks and new management roles like Feel-good Managers and Scrum Master could be seen as a cure for inequality or if there are new stereotypical gender-related ascriptions for specific activities or processes.

The idea that Parametric Strategic Management represents business agility of organizations is developed. Moreover, it is considered that Agile methods comply with the Emergent Strategy concept isomorphically, and follow that concept in a consistent manner. In that context, use of Strategic Planning in organization development is reduced significantly. Inasmuch as it remains, it takes on new, more flexible forms. The concept of Managed Self-organization, which Parametric Strategic Management essentially is, holds a special place in these trends. In a case study of a Russian teal supermarket chain «VkusVill» we will analyze, how such management can be practically applied. That particular case, as well as the exploration of necessary conditions and limits to the implementation of Managed self-organization indicate, that Parametric Management is relevant for the business practice. Overall, the author succeeds to: (1) trace the precursor of Agile methods within Emergent Strategies concept before even defining his own Parametric Strategic Management concept; (2) discuss Hybrid Management which combines Agile methods and Planning approaches, all the while considering benefits of both, as well as the requirements of business practice; (3) detect the signs of Parametric Strategic Management in the initial case of «VkusVill» company, where Agile Management methods underlie it's business growth. The following article is going to be of interest to all who conduct research in the modern Strategic Management field, as well as to business representatives in search of a conceptual verification of Agile Methods application in their business practice.

Agile methodology for software development and IT projects has developed into more complex, hybrid project management frameworks – notably the Scaled Agile Framework (SAFe). This allows the agile management of complex IT portfolios or development programmes which require methodology which goes beyond the single-project-single-team scope of e.g. the basic Scrum approach. The SAFe methodology claims to be the right approach for lean enterprises. But this still assumes that it is implemented in a single organization with stable organizational setups and team structures and with professional staff. In contrast, we apply SAFe in a typical distributed and loose environment of an Open Source development project. Instead of a dedicated team, the involved staff is organized in an informal, open community of practice (OpenCoP) where participants join and leave and where staff contributes only certain amounts of time with a limited commitment. In addition, we deal with a university led IT programme which involves students as developers with limited experience and competence in professional project work. This paper presents the case study of the development of a Digital Education Ecosystem (DEE) for a Virtual Master School. The members of this Master School (including the students) are the co-developers and the users of the DEE. They form an OpenCoP which develops a customized IT system for their own needs. Applying SAFe in such an environment is new and challenging. This paper describes first experiences in this field.

This chapter seeks to explore the role of organizational culture in employing design thinking as an agile management tool and to reflect upon the benefits and challenges of doing so. The authors highlight the issue that the most difficult underlying task if design thinking is to succeed is to organize for self-organization and show that design thinking cannot be employed successfully if the organizational culture does not allow for such an agile management approach. Such a managerial approach is also most likely to be contingent upon an appropriate organizational culture. The chapter thus posits that the ‘one size fits all’ premise in terms of design thinking is unlikely to hold true in managerial practice.

New management approaches emerging in the discussion about work 4.0 are closely linked to the debates about VUCA and agility. Agile frameworks are quite successful and the call for an “agile organization” is meanwhile heard virtually everywhere. An important step on the way to agile organizations is on the one hand seen in “Agile Scaling”—the transfer of agile approaches from isolated teams to the organization as a whole. On the other hand, companies increasingly try to actively create their “business ecosystem”. Both agile ideas provide changes and risks for all stakeholders and are challenged by historically grown bureaucratic and hierarchical structures. This chapter argues that active management of contradictions is necessary and provides insights into core principles for agile management of contradictions.

We investigate existing methodologies for running large scale agile regulatory-driven programs for globally distributed corporations: Scaled Agile Framework (SAFe©), Large-scale Scrum (LeSS) and Disciplined Agile Delivery (DAD). Based on the specific requirements of regulatory-driven programs, high-complexity, equally business value, high level of audit engagement, dispersed customer need, principal-agent conflict caused information asymmetries, we conclude that the existing three methodologies SAFe©, LeSS and DAD do not fully adhere to the business needs for regulatory-driven programs for globally distributed corporations. Based on the identified gaps the methodology is refined and enhanced. This leads to the creation of RegSafe©, the agile management control methodology to scale agile regulatory-driven programs for globally distributed corporations. RegSafe© is based on the agile framework and bundles in a mixed-method approach management control system, stakeholder and behavioral economics underpinnings. The regulatory tsunami caused by the Global Financial Crisis in the Financial Sector and increasing regulatory intervention and less laissez-faire incorporating ad-hoc deliveries, large scale framework metric changes, mandatory global distributed system changes lead to multiple complex large-scale programs. Service industry such as Banks spend more than 60% on their change management program for regulatory compliance. The RegSafe© framework aims at providing a tool for global alignment of such large scale regulatory-driven programs, to enhance efficiency, maximise output, enable continuous delivery and control costs by applying hybrid agile and waterfall-driven planning leading to comprehensive management control system. It has implications for practitioners and researchers on the transformation of agile organizations and program managers of regulatory-driven programs.

The chapter describes the application of agile management methods in large hardware projects using the example of the development of autonomous underwater vehicles (AUVs). Our case study concerns the development, construction and testing of a fleet of five new AUVs with associated unmanned surface vehicles (USVs) over a period of less than 2 years. First, however, the most important terms of classical project management and agile methods are compared. The Agile Manifesto and agile management methods including SCRUM and Kanban, in comparison with SCRUM alone, as well as eXtreme programming (XP) from software development, are presented. The possibilities of agile methods in the development of physically based systems such as automobiles are shown by the example of eXtreme manufacturing (i.e. Wikispeed). The experiences of the project itself, along with its participation in the Shell Ocean Discovery )(PRIZE, are presented and discussed, deriving from it a development methodology.

In recent years, the use of Agile project management has increased due to its results on the quality of the software and on customer satisfaction. As a result, this methodology is preferred in different types of projects. In this article, by considering development and goals in service and support processes, today's IT technologies model the development of infrastructure operations and the scope of agile management. The aim is to analyze the change and contribution of operational processes within the scope of agility in traditional methods. This study also aims to show the contribution of agile transformation to the corporate structure of processes modeled in the system infrastructure operational scope.

This article describes a proposal about a teaching-learning framework based on case studies, that includes necessary resources of foundation and practice to address geospatial analytical projects with an agile implementation approach. Understanding the concepts, practice, and technologies with case studies allow students to assemble and go in-depth their previous knowledge, as well as effectively achieve the acquisition of competencies and skills necessary to lead or participate in the implementation of real geospatial analysis projects. Based on discoveries found in the state of the art, and a non-probability sampling survey (it included specific questions about geospatial analytics learning and geographic information systems learning), teaching-learning framework for a course is proposed, it is structured in 5 modules, that cover from the description of information products until the display of dashboards to visualize the behavior of data as a mechanism for decision-making. Each module is formed of one or more case studies, a foundation guide, and a practice or praxis component that includes the use of technological tools.