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There is a continuing interest in exploring the impact of operational excellence (OE) on operational performance. Several OE practices such as Lean, Agile, and Six Sigma are well recognized. However, not all OE deployments in firms have been successful, and a failure of such efforts has often been expensive. Past research reveals several critical failure factors (CFFs) that lead to OE deployment failures in firms. We present these CFFs as an integrated model, based on two dominant schools of OE that promote technical and behavioral factors independently. Further, we validate their direct and mediating relationships through an empirical examination of 663 responses collected from 153 manufacturing units across the USA, U.K., China, and India. This article contributes to the OE body of knowledge by examining the significant direct and mediating effects of behavioral and technical CFFs on the OE failures. Our findings reveal that the technical CFFs mediate the impact of behavioral CFFs on OE failures. Consequently, several managerial and theoretical implications are presented.

Manufacturing companies are currently undergoing a digitalization transformation in which digitally enabled, new, and innovative advanced service offerings are being launched. These so-called “digital services” represent a shift in the business logic of manufacturing firms, from up-front product sales to advanced service contracts. This business model shift has profound implications for cost structures, risk management, and revenue streams, providing manufacturing companies with the key challenge of rethinking how to capture value. Using a multiple case study of 11 companies, the purpose of this article is to enhance knowledge on how to design new revenue models for digital services. Results reveal a revenue model design framework of key phases and activities that carries implications for the emerging literature on digital servitization, as well as the business model innovation literature. The findings reveal a highly customer-centric, iterative, and agile process where close collaboration with key customers during the early stages guides the framing of revenue models for digital services. For practitioners, it provides hands-on advice on how to implement the design, development, and scaling processes for revenue models in the context of new digital services. Validerad;2023;Nivå 2;2023-04-18 (joosat)

Planning-performance theory suggests that formal planning has a positive impact on performance. Accordingly, traditional project management methodologies advocate formal planning as an essential process in any project. However, alternative recent project management methodologies (e.g., Agile) promote less focus on a formal planning process at the start of a project. In this article, we question when formal planning is effective, when it is counterproductive, and which planning approach (strategic or tactical) is more effective for various project risk levels and performance dimensions (efficiency and effectiveness). Results from analyzing 2002 projects suggest that strategic planning has a higher value than tactical planning. Furthermore, tactical planning has a negative impact on project efficiency in low-risk projects as it increases project duration and cost but adds little value. In practice, in low-risk projects, managers may limit their focus on counterproductive tactical practices, such as risk, and procurement planning, and focus instead on long-term strategic planning, such as human resources planning. Theoretically, this article sets boundaries of effectiveness for planning-performance theory and advances the literature on the planning fallacy.

Dealing with an uncertain and dynamic environment when facing multiple and fast-paced challenges forces professionals to adopt agile practices in different environments, resulting in the use of hybrid project management models. However, identifying the right practice to adopt can be challenging, given the variety of project types and environmental factors. In this article, a recommendation method that would allow for the identification of patterns of project management practices for different environments—using an agility indicator—is proposed. The proposed method is tested with a dataset of 856 projects. A cluster analysis is applied to divide the projects into three groups according to environmental characteristics, called scenarios: waterfall, agile, and hybrid. Then, we apply the association rule technique for each group separately, identifying specific patterns of practice for each group. Through a comparative analysis, we verify the consistency between the recommendations of the proposed method for each scenario and the literature on project management. The results indicate the feasibility of the proposed method, thus opening up new research opportunities for hybrid models that can be customized for different projects. This article can help project management professionals apply the agile method beyond its use in software development and improve the process of combining project management practices. We also suggest directions for new research to advance the knowledge of useful decision support tools for hybrid model customization.

Although many companies pursue agile projects, extant literature reveals a lack of research on project agility determinants. This study examines the project team characteristics' impact on project agility and success using cross-sectional survey data from 292 agile projects. Using agile principles and complex adaptive systems theory, we find that project team autonomy, team diversity, and client collaboration have significant positive relationships with project agility. Project agility, in turn, has a significant positive relationship to project success. We measure project success by on-time completion, on-budget completion, specifications' attainment, and success rating by the project sponsor, client, and project team members. We find that project team members' adaptive performance partially mediates the relationship between project agility and success. These results guide agile project managers while facilitating team members to independently schedule their work, determine effective work methods, and develop innovative solutions. Moreover, they help agile managers recruit team members with relevant, diverse skill sets, domain knowledge, and expertise. Agile project managers must emphasize client collaboration in requirements gathering, designing, testing, and project reviews.

To reinforce competitiveness, companies must focus on competitive priorities including cost, quality, delivery, and flexibility. The competitiveness also depends on the adherence to environmental requirements and the ability of companies to survive unforeseen disruptions. Lean, agile, resilient, and green (LARG) paradigm is a hybrid supply chain paradigm, which can enhance competitiveness in today's complex markets. In this article, we propose a new conceptual decision-making model to evaluate LARG supply chain performance in medical equipment companies. In this regard, supply chain operations reference model attributes were utilized as performance evaluation criteria. Furthermore, the appropriate practices of LARG supply chain are selected through fuzzy Delphi method. Also, an extension of decision making trial and evaluation laboratory-based analytic network process method is proposed to uncover network relationships and obtain the weights for dimensions and elements. According to the results, the agile paradigm, responsiveness, and quick introduction of new products are determined as the most prioritized elements in their corresponding dimensions, which emphasize the importance of the customer satisfaction. Finally, the extended hesitant fuzzy linguistic VIKOR (Vlsekriterijumska Optimizacija I Kompromisno Resenje) is applied to rank LARG performance of Iranian needles and syringes companies via qualitative group decision-making process. The results of this study are conformed to conventional selection results of needles and syringes suppliers conducted by Iran's Ministry of Health.

An increasing number of companies aim to enable their development teams to work in an agile manner. When introducing agile teams, companies face several challenges. This paper explores the kind of leadership needed to support teams to work in an agile way. One theoretical agile leadership concept describes a Scrum Master who is supposed to empower the team to lead itself. Empirical findings on such a leadership role are controversial. We still have not understood how leadership unfolds in a team that is by definition self-organizing. Further exploration is needed to better understand leadership in agile teams. Our goal is to explore how leadership changes while the team matures using the example of the Scrum Master. Through a grounded theory study containing 75 practitioners from 11 divisions at the Robert Bosch GmbH we identified a set of nine leadership roles that are transferred from the Scrum Master to the Development Team while it matures. We uncovered that a leadership gap and a supportive internal team climate are enablers of the role transfer process, whereas role conflicts may diminish the role transfer. To make the Scrum Master change in a mature team, team members need to receive trust and freedom to take on a leadership role which was previously filled by the Scrum Master. We conclude with practical implications for managers, Product Owners, Development Teams and Scrum Masters which they can apply in real settings., Robert Bosch Automotive Steering GmbH, Projekt DEAL

Are agile information systems development practices (AISDPs), such as pair programming or daily stand-ups, universally beneficial to developer well-being? Given that agile information systems development project success is only as good as its developers’ productiveness, taking care of developer well-being is of utmost importance to organizations. Using daily survey responses of 131 agile developers spread over two workweeks, we show that the daily use of AISDP is a double-edged sword rather than a silver bullet. Although AISDPs can be motivating and activate energy resources on some days, they can be disturbing and deplete energy on others—two stress responses with opposing effects on developer well-being. As a potential antidote to the detrimental effects of AISDP, we investigate the moderating role of information technology (IT) mindfulness, a dynamic trait that captures the mindful usage of IT. We find that IT mindfulness can serve as a facilitator of positive stress responses and as a buffer against negative stress responses. A key takeaway of this study is in finding ways to influence developers (via awareness programs, time-sensitive recovery interventions, or mindfulness practices) to increase the functional and decrease the dysfunctional stress responses from daily AISDP use.

The traditional paradigm for pharmaceutical manufacturing is focused primarily upon centralized facilities that enable mass production and distribution. While this system reliably maintains high product quality and reproducibility, its rigidity imposes limitations upon new manufacturing innovations that could improve efficiency and support supply chain resiliency. Agile manufacturing methodologies, which leverage flexibility through portability and decentralization, allow manufacturers to respond to patient needs on demand and present a potential solution to enable timely access to critical medicines. Agile approaches are particularly applicable to the production of small-batch, personalized therapies, which must be customized for each individual patient close to the point-of-care. However, despite significant progress in the advancement of agile-enabling technologies across several different industries, there are substantial global regulatory challenges that encumber the adoption of agile manufacturing techniques in the pharmaceutical industry. This review provides an overview of regulatory barriers as well as emerging opportunities to facilitate the use of agile manufacturing for the production of pharmaceutical products. Future-oriented approaches for incorporating agile methodologies within the global regulatory framework are also proposed. Collaboration between regulators and manufacturers to cohesively navigate the regulatory waters is ultimately needed to best serve patients in the rapidly-changing healthcare environment.

Background aims The novelty of cell and gene therapies (CGTs) has introduced unique supply chain challenges and considerations not seen by chemically synthesized (small-molecule) drugs. These complexities increase during the clinical phases, where drug safety and efficacy milestones are still underdeveloped. For example, for autologous therapies such as chimeric antigen receptor T-cell therapies, in which the treatment is developed from the patient's own cells, supply chain management plays an integral role in chemistry, manufacturing and control processes. Supply chain management requires proactive planning because of the strict cold chain requirements and time sensitivity of CGTs. This research examines strategies and responses to challenges experienced by industry stakeholders (e.g., sponsors and manufacturers) during the implementation phases of clinical supply chain management. This research further evaluates the adequacy of the current regulatory framework for distribution and supply chain management of CGTs in the US. Methods A survey methodology was used to query subject matter experts from the biopharmaceutical industry who were familiar with the clinical supply management of CGTs in the US. The survey instrument was developed using an implementation framework and disseminated electronically to mid- and senior-level subject matter experts who had experience with clinical trials, supply chain management and CGTs. Results A total of 128 respondents accessed the survey, and 105 respondents answered at least one question. Seventy-five respondents completed the survey. Results showed that a lack of harmonization in regulations across the supply chain, limited resources, challenges with vendor management, high costs and complexities in the supply chain due to product specificity and customization proved to be impediments for the industry. In addition, the coronavirus disease 2019 pandemic had a significant impact on supply chain implementation. The results revealed that less than half of the respondents had business continuity plans in place. These challenges increased for smaller and mid-size organizations. Thirty percent of small and mid-size organizations were less prepared to scale up than larger companies. Conclusions Suggestions from industry stakeholders were to adopt and enforce Good Distribution Practices in the US (81%), pre-plan distribution strategies with internal and external stakeholders along the supply chain and develop agile systems and robust processes end to end. Hurdles in scaling up and scaling out from the clinical to commercial phases for time- and temperature-sensitive CGT products make it difficult to predict the supply chain's long-term feasibility. Although there are initiatives to improve these impediments, such as improving industry partnerships and creating global CGT transportation standards, there are still regulatory knowledge gaps present for CGTs. Therefore, it is essential to establish a baseline and foundation for CGT supply chains extending beyond the loading dock.

Agile development methods are widely used among business enterprises. Since the introduction of the Agile Manifesto in 2001, several agile methods have been implemented, first in single-team set-ups and later in larger multi-team set-ups for complex Information Technology (IT) system development. However, the adoption of agile methods has been slow in the public sector. This is also reflected in the academic literature, as there are only a few studies discussing agile adoption in public organizations. This paper contributes to research on the use of agile practices specifically in the context of public organizations, and sheds light on the challenges a public organization may face while adopting these practices. The aim of this paper is to identify and categorize the challenges that may hinder efficient adoption and use of agile methods in public IT projects that include private software vendors. This research is based on a case study of a large governmental office. As a result, this paper presents several categories of identified challenges, the root causes of these challenges, and a discussion of the characteristics of these challenges for the public sector.

Contribution: This article presents agile software engineers stick together (ASEST+), an improved version of a framework called ASEST that aims to develop team cohesion, leading to better team learning and software engineering student teams. Background: Effective teamwork is crucial for agile software development's success and is, therefore, a key topic of current software engineering education. In the previous work, a preliminary proposal for ASEST+ was presented. Here, an improved version, more suitable for agile practice education and considering cohesion antecedents, is described. Intended Outcome: A teaching-learning framework to support teamwork in agile software education. Application Design: ASEST+ is built around Scrum teams and combines learning strategies to train students in collaborative and technical agile practices. ASEST+ establishes policies for role allocation and team rule agreements to regulate communication and address conflict management agile practices. ASEST+ addresses personality traits, conflict resolution, and task interdependence as the antecedents identified as the most important. Findings: A quasiexperiment showed that the use of ASEST+ significantly increases the students' positive perceptions on team cohesion, team performance, and team learning compared with the control group.

Non‐functional requirements define qualities of the software system that ensure effectiveness while embedding any constraints and restrictions on the design. A challenge rises with agile implementation in handling non‐function requirements in regulated environments. Thus, a practitioner's perceptions of agile method tailoring are described in\ud relation to inter‐team boundaries and non‐functional requirements. The research comprises 18 practitioner interviews from two multinational agile software development companies. Interviews were recorded, transcribed, and analysed using an approach informed by grounded theory and information flow models were used to compare and\ud contrast interactions of processes. It was discovered that one of the case study companies managed non‐functional requirements as artefacts in their agile methodology, while the other company reverts to conventional plan‐based software development practices of documentation, timeline estimations, and safety critical requirements. This research creates a detailed comparison of these contrasting approaches. The main contribution of this study is a set of proposed recommendations to deal with non‐functional requirements in\ud a regulated environment using agile techniques. The introduction of two new artefacts, Documentation Work Item and Safety Critical Work Item, is recommended and it is accompanied with an illustrative example, to transform the handling of documentation and safety critical requirements in a more agile way.

How to adapt and still get the full potential of roadmapping to the context of Digital Entrepreneurship (DE)? To answer this question and design an agile roadmapping approach to support highly incremental planning done by startups, this article unfolded through a three-phase action research program that lasted 40 months and involved three startups and two startup accelerators. Typically, startups are not complex organizations but operate in turbulent markets—requiring constant changes in strategy, organization, and product decisions. Such an environment is notably adherent to the assumptions of agile methods, but not so to roadmapping, an approach typically tuned for larger companies. Thus, the DE context is explored to adapt the roadmapping approach to agile principles aiming at offering a nimble, living, and integrated process that can enhance business, product, and organizational decisions in startups. Finally, the resulting method helps to support 1) strategic to operational management by continuous planning of small teams dealing with constant changes; 2) better communication between investors, technical, and business members; 3) better absorption of roadmapping and its benefits by teams already proficient in agile approaches, and 4) better balance between plan and action in startups.

The implementation of paying zakat is obligatory for every Muslim. Generally, there are problems that are lacking in the recording of zakat management. Currently, many still use the manual method which is of course very risky for loss and damage to the recording of zakat. Therefore, the purpose of this study is to design a website that facilitates the payment and recording of zakat. With this research, it is expected to ease the mosque management to manage zakat to be more efficient. In this study applying the Agile SDLC model, this study has four stages, namely, timebox planning, iteration, demonstration, and retrospective meeting. Based on the research that has been done, namely the Implementation of Agile Methods on a Website-Based Zakat Management System with the Laravel Framework at the Al-Ijabah Mosque Amil Zakat Agency, the researcher concludes that the system built has met the administrative needs to input data such as Muzakki data (zakat givers). , Mustahiq data (zakat recipients), daily transaction reports. With the construction of this system, zakat transaction data can be stored in the database. So that zakat transaction data is not easily lost/damaged.

Healthcare is one of the fastest growing sectors in India. To mitigate the challenges of COVID-19, the small healthcare start-ups have changed the pave for rethinking their existing SCM practices by implementing sustainable Supply Chain Management (SCM) practices, introducing the awareness and advantages of adapting reverse innovation and provide the same to global SCM giants. This strategic approach has helped the manufacturers to optimize their network agile supply chain to provide a value based healthcare products or services to various supply chain partners. Thus in this paper we have made an attempt to propose a conceptual framework of the impact of the three interventions in manufacturing namely sustainable SCM practices, implementing Reverse innovation at plant level and to figure out the swiftness of using agile supply chain during the various pandemic waves. Data were collected using a structured questionnaire from 56 respondents which include the middle level Professionals or the Chief Executive Officer (CEO) in start-ups located in the clusters of Tamil Nadu. The data was analyzed using SPSS 19.0 and Smart-PLS software. The findings have concluded that the practices of sustainable SCM, structuring supplier parners using reverse innovation practices along with network agile SCM thriving the end customer in the supply chain led to offer value based health care products or services as resulted in analysis.

Life in the current era of technology is almost every line connected to the internet, as well as when doing business. Website is a container used for business development and improvement. One form of this is to create an attractive website display as a strategy to increase product quality and quantity. This research aims to; 1) The creation of a marketing information system facility with the application of CRM using the web-based React.JS framework as the main purpose of the research, and 2) Understanding and describing the benefits of implementing a Marketing Information System with CRM Applications using the web-based React.JS framework as a marketing strategy to improve quality and product quantity. To implement this research, the researcher uses the Agile method. A website-based marketing system with the implementation of Customer Relationship Management (CRM) at Reswara Digital printing produces structured and detailed data storage and the delivery of product information to consumers can be carried out optimally.

The maturity of organisations is measured using process assessment models like the International Organization for Standardization (ISO)/IEC 33001. Product quality is refined with internal and external product quality characteristics based on models like the ISO/IEC 25010. With the shift from the Tailorism‐driven process orientation to a more people‐centric organization, the process and product quality dimensions have to be extended by the teamwork quality (TWQ) dimension. For the sake of systematic organization development, this new third quality dimension needs to be integrated into existing quality frameworks to achieve a holistic quality approach. This article introduces agile TWQ as the method of choice. It explains its design, implementation and evaluation in the large enterprise context of the Volkswagen AG. It provides insights into the effectivity of this approach in heterogeneous multi‐team settings, as well as into its strengths, weaknesses, and limitations.

We discuss the extent to which Capability Maturity Model Integration (CMMI) v2.0 addresses Agile alignment challenges. We identify the two most significant CMMI v2.0 artifacts for integration, and highlight important issues that organizations need to tackle.

In an environment with digital disruptions, retailers must adopt a customer-centric approach to survive and compete effectively. Retailers need to be agile and forward-looking in adopting the relevant analytics and performance metrics to bring a customer-centric approach across upstream and downstream activities in the retail value chain. However, retailers in emerging markets (EMs) need clarity on the specific analytics and performance metrics in the value chain that will enable them to transition from their current product-centric state to the desired customer-centric state. Employing a triangulation approach (i.e., literature review, marketplace evidence, and managerial interviews) in the fragmented retail landscape of EMs, this study provides an organizing framework that explains: (i) the need for a customer-centric approach across the retail value chain, (ii) the specific performance metrics that need to be adopted across upstream and downstream activities in the retail value chain to enable EM retailers to achieve their desired customer-centric state, and (iii) the role of analytics in providing insights to achieve these performance metrics and improving monetary and non-monetary firm performance outcomes. We also provide firm-specific and macro-level conditions that can influence the EM retailers’ adoption of relevant analytics and explain the different paths retail formats can follow to adopt analytics. We present a strategy matrix that enables retail managers to identify the appropriate analytics to be adopted at different retail value chain stages to achieve desired performance metrics. We also highlight future research opportunities in retailing in EMs.

Over the last 3 decades, researchers have attempted to shed light into the requirements traceability problem by introducing tracing tools, techniques, and methods with the vision of achieving ubiquitous traceability. Despite the technological advances, requirements traceability remains problematic for researchers and practitioners. This study aims to identify and investigate the main challenges in implementing (semi‐)automated requirements traceability, as reported in the recent literature. A systematic literature review was carried out based on the guidelines for systematic literature reviews in software engineering, proposed by Kitchenham. We retrieved 4530 studies by searching five major bibliographic databases and selected 70 primary studies. These studies were analysed and classified according to the challenges they present and/or address. Twenty‐one challenges were identified and were classified into five categories. Findings reveal that the most frequent challenges are technological challenges, in particular, low accuracy of traceability recovery methods. Findings also suggest that future research efforts should be devoted to the human facet of tracing, to explore traceability practices in organisational settings, and to develop traceability approaches that support agile and DevOps practices. Finally, it is recommended that researchers leverage blockchain technology as a suitable technical solution to ensure the trustworthiness of traceability information in interorganisational software projects.

Background A decade after the Health Information Technology for Economic and Clinical Health (HITECH) Act, electronic health records (EHRs) largely remain poorly designed and contribute to clinician burnout. Objective The purpose of this study was to understand clinicians’ wants, needs, and perceived barriers imposed by the EHR; implement best practices in user-centered design; and create a clinician-centered EHR framework validated via a functional EHR prototype. Methods Usability evaluations were performed using a simulated patient with a complex clinical scenario. Convergent parallel mixed methods linked to action research and agile development were used to create an EHR prototype based on clinician-centered design. Prototype functionality was validated via a final usability evaluation. Results Between 2015 and 2017, 53 clinicians from 8 cardiology practices (4 academic and 4 private) participated in initial evaluations of their installed EHR. In 2019, 25 clinicians participated in final evaluations of their EHR vs our EHR prototype. Initial evaluations documented that clinicians judged the EHRs as poorly designed, scoring a mean of 47.1 on the System Usability Scale. Clinicians expressed that EHRs impeded workflow and communication and prolonged their workday. In the final evaluations, no improvement in installed EHRs was found (mean score 48.1); however, the EHR prototype was assessed as significantly more usable (mean score 77.8; P Conclusion A decade after the HITECH Act, EHRs still receive low usability scores. By applying user-centered design, an EHR prototype with improved features, functionality, and workflow integration was developed. Clinician testing of the EHR prototype demonstrated it was significantly more useful and usable to clinicians, thus identifying a framework and pathway for substantive improvement of EHR systems.

Agile project management methodologies provide the means to respond to highly dynamic customer needs. One of the agile project management frameworks is scrum. Scrum is shaped in 3 important roles by project owner, scrum master, and development team. The research objective was to determine the roles and responsibilities of the project owner when run several projects at PT. XYZ using the agile project management methodology scrum framework. The research method used is descriptive qualitative, with the investigative method adopted is a single case study, namely the company PT. XYZ which is engaged in IT with several application development projects. The results obtained from the interview are that the role of the project owner must understand the needs desired by customers by being sensitive to customer needs that highlight quality and uncertain changes, besides understanding the scrum team in delivering product services desired by customers in order to provide maximum quality and acceptance by the customer. In addition, the project owner must carry out the responsibilities such as explaining the SoW and the objectives to be achieved in the project, preparing a budget for the project, allocating of development teams who will work on the product, determining the priority of the product backlog and the sprint that will be executed, monitoring each stage sprints that are being worked on by the developer team, holding daily meetings for a maximum of 15 minutes with the scrum team, arranging and holding meetings with customers and the scrum team for each sprint that has been completed, and collaborating with the scrum team to discuss any changes desired by customers.

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.

Operational policies are established to handle natural hazards including floods to minimize the effect with differing degrees of effectiveness and increasing relaxation. Sometimes policies are time-consuming of rigid protocols that are inadequate in a dynamic and somewhat chaotic environment synonymous with the complexity of flood disaster. Hence, this research aimed at recommending the incorporation of agile concepts in flood control, which would offer stability and adaptability in the control of the complex flood situation. Extensive reviews on flood management and existing frameworks for disaster management were conducted to understand the problems and the potential solution to construct an agile framework. A grounded analysis was conducted to obtain insight into how the agility of standard operating procedures could be enhanced. The agile components have been defined by contrasting characteristics from other effective disciplines, including software development and health care, that share common complexity in management environments. Consequently, an Agile Information-Based for Flood Management Framework is proposed in previous publication. The validation component for agile key-values presented in the earlier article is, however, absent. This study therefore presents the validation component from earlier publication on the Agile Information Based Framework. A theoretical evaluation of the proposed key-values for the agile framework has been conducted using the metadata concept. The evaluation identified the similarity feature in the same area where the proposed framework was agreed to be implemented in tandem with electricity company emergency response plan to improve flood operations. The proposed key-values in the agile framework are required to be adopted and further strengthened by other significant variables.

Purpose: The aim of the article is to develop and propose a modernised Agile Development tool of the Stage Gate Model, i.e., the NaxGen Stage Gate System model, for use in start-up projects. The aim of the article is also to show how start-up activities should be modified at all stages of the process and what role system gates could play in order to incubate start-ups more effectively, but above all, so that start-ups can achieve benefits of using Stage Gate. Design/Methodology/Approach: A review of the literature on the subject, both local and international, made it possible to identify the causes of failure of start-ups on the market. The research results were analysed using the methods of descriptive statistics. The methodology proposed by the authors was developed on the basis of a 3-year research project monitoring the activities of start-ups located on Start-up Platforms in Poland. Findings: The key reasons for the failure of start-ups concern marketing aspects and leadership, for example, misidentification of consumer needs, poor pricing policy, inappropriate product features, or the fact that the product is unintuitive and difficult to use, poor promotion. These conclusions are very surprising as the knowledge and information on marketing have been accessible for decades. There is currently no work methodology dedicated to start-ups from the idea to commercialisation. Practical Implications: The proposed solution has significant practical implications. The NexGen Stage Gate system is a universal model. Due to the inclusion of Agile methodologies, Scrum, it has become even more useful for working on start-up projects. The authors’ scheme of research methods contributes to eliminating the biggest problems of start-ups, as well as to reducing the risk of investors investing in start-ups. Originality/value: The measure of the originality of the proposed solution is the Model Stage Gate System for start-up incubation. As part of the adopted methodology, lists of studies, analyses and suggestions were developed that should be implemented at individual stages and precisely verified by Gatekeepers.

Nowadays, many organisations have combined Agile Methodology with global software development due to the numerous benefits they offer such as faster time to market, cheaper and skilled labour, 24-hour development and better project control. However, agile methods prefer team members to be co-located to promote effective communication between team members and this lack of face-to-face communication in a distributed setting results in various communication challenges due to distance, time and cultural differences. This research proposes a framework to overcome communication challenges such as language barriers, time-zone differences and trust issues. A mixed-method research choice combining both qualitative and quantitative design was opted for this research where for the initial stage of the study, a systematic literature review was performed. The analysis of the survey data collected demonstrated that the majority of respondents have rated the framework components as effective, hence making the latter viable for adoption by distributed agile projects.

The smart factories that are already beginning to appear employ a completely new approach to product creation. Smart products are uniquely identifiable and know both their current status and alternative routes to achieving their target state. Smart factories allow individual customer requirements to be met, meaning that even one-off items can be manufactured profitably. In smart industry, dynamic business and engineering processes enable last-minute changes to design and production, delivering the ability to respond flexibly to disruptions and failures on behalf of suppliers. This paper presents a case study of product development and design process renovation according to changeability paradigm in one-of-a-kind industrial environment. It demonstrates how integration of changeability with agile design strategies crucially contribute to improve the operations of a highly individualized product development business. Successful management of ‘never-ending’ engineering changes appears to be the most important aspect in this field. Contribution of the presented work is a generalized framework that demonstrates how companies in such specific environments can improve competitiveness through the utilization of changeability concepts. The included case study validated the proposed changeability model and offers valuable insights into how to implement this in practice.

Agile methodology has been noted as the mostly used method for software development over the past few years. This methodology guarantees the rapid delivery of software products with lower cost and greater customer contentment. The adoption of agile methods was initially applied in the software development industry for single, small project teams following the principles of Agile Manifesto. The intense need of the time is to identify from management perspective the motivators that can be focused on to adopt agile methodologies in large-scale projects. Therefore, the main purpose of the study is to develop from management perspective a priority-based taxonomy of motivators that helps in scaling agile methodologies in large-scale projects. The taxonomy is developed in two steps. In the first step, data are collected from a survey and open literature. In the second step, the analytical hierarchy process (AHP) is implemented on the collected data that produced the proposed priority-based taxonomy of the motivators. With the help of AHP model, the 21 motivators of successful project management are categorized into four main categories, i.e., “organization management,” “team,” “customer and technology,” and “process.” Furthermore, the AHP analysis is used to rank the motivators and their respective categories in order of their importance. The findings of this study are further reviewed and validated by the agile experts in other organizations. The proposed priority-based taxonomy of motivators can be used as a handbook that gives guidelines on scalability of agile methodologies to large projects, which helps in successful management of large-scale projects.

The prospective leaders who live in the era of Internet of Things, certainly will not experience difficulties to digital equipment. Their sufficient knowledge and skill of digital world, would become a strong foundation as a future leaders. The massive technology development, social media as one mean, has become a necessity that cannot be stopped nor avoided. This condition creates the huge and wide opportunities to enhance the credibility and competency of future leader. Recently, no one leader could move forward in their succeed without the information technology knowledge. However, those knowledge and skills will not enabling some one to automatically produce a positive and maximum performance for the organization. Hence, the agile management approach is needed to fill the gap for Z-generation to improve their performance. This paper use qualitative method through studying scientific sources such as books, journals and articles, to formulate a guideline or management concept to prepare Z-generations to face the millennium era. The research result that can be transformed for human resources management are 4 activities. They are collection (doing inventory through out topics and materials that has role to human resource quality improvement); clustering (doing identification and grouping of the inventory results with the similarities, and sort them by priority); process (doing a set of activities in cluster items that is arranged as priority set before0; and release (implementation through training for employees run by the human resource department).

Organizations have increasingly applied agile project management; however, they face challenges in scaling up this approach to large projects. Thus, this study investigates the key barriers and benefits of scaling agile methods to large projects. The research approach is a literature review, applying bibliometrics and content analysis with Bibliometrix and UCINET software. We conducted a sampling process in the Web of Science and Scopus databases and surveyed 76 articles in depth. The results identified 53 barriers clustered into six main categories: organizational issues, managerial issues, agile method-specific barriers, product/process issues, customer issues, and team issues. Thirty-two benefits were coded and clustered into three categories: business, project, and team. Requirement management appears as a core topic, impacting both barriers and benefits for scaling agile project management. We identified a strong relationship between the barriers and benefits. These results can be used to create questionnaires to explore these barriers and benefits in practice.

This study is about team adaptation from a continuous change perspective. The purpose was to investigate how agile software development teams in a Nordic financial institution adapt to task-based triggers. A single case study was conducted of three software development teams in a product unit reporting that they worked in agile ways. One of the main findings is that the agile software development teams sought to define tasks to be worked on individually. The adaptation triggers occurring during taskwork mainly prompt task-related interaction. In addition, the findings support that these adaptation triggers can either prompt small adjustments to taskwork or be more severe and move the focus to evaluation and planning activities before taskwork can be continued. We propose a model describing how agile software development teams adapt to task-based triggers based on the findings.

Projects at large-scale have been adopting agile practices in order to optimize how a group of teams deliver software, however has facing issues when dealing with work items that are dependent on each other, need for well-defined interfaces and shared understanding of the existing knowledge. Systems thinking and modeling can have important contributions in managing a process with this nature. This article proposes a design framework, called logical architecture-based distributed agile team management (LADATM), that uses logical architecture models to serve as the basis for the delivery of work items to distributed agile teams, support the identification of boundaries, dependencies and coordination needs, and derive an agile team product backlog. By performing Design Science Research (DSR) cycles, this article introduces the constructs of the LADATM framework. Afterwards, it demonstrates - using a research project - how it provided a systematized approach for process mananagement decision support for agile teams based in requirements models and through shared understanding.

Persistent failure of construction projects to meet clients’ objectives has compelled a review of the extant systems for project delivery. This study assessed the prospect of adopting Agile Project Management (APM) for construction project delivery in Lagos State. To achieve this, the study examined the level of awareness of APM among construction stakeholders and developed a SWOT model for the adoption of APM technique for construction projects. The research adopted survey method using questionnaire. The study sample involved 196 construction stakeholders. Data obtained were analysed using Mean Score and Fussy Set Theory. The result showed that stakeholders’ level of awareness about the individual methodologies of APM is high. There are also weighty strengths, weaknesses, opportunities and threats in the adoption of APM in construction project delivery. The level of awareness among stakeholders portrays high prospects for APM adoption. However, there is need to embed trust, cooperation and improved team performance.

In times of a complex, uncertain and dynamic world with increasingly faster product life cycles agile approaches in the early phase of product development are demanded in small and medium sized enterprises (SME’s). Despite the high demand, there is still no generally valid and need-specific solution concept for the integration of agile approaches due to different company specific requirements such as the level of maturity, experience and application purposes. Within this research, the question about the actual needs as well as the corresponding design of a concept for integrating agile approaches in product development for SME requirements is tackled. In order to identify existing challenges in the field of agile product development an empirical study with eleven mechanical engineering companies is conducted and analyzed. By using agglomerative-hierarchical clustering, three distinct types of SME’s with similar needs are structured. As a result, this research proposes a systematic procedure, enabling SME’s to be clustered by their needs and enable the integration of agile approaches through a problem-oriented roadmap with specified recommendation of actions. Enhancing the integration and application of agile approaches effectively in product development projects, the level of agility appropriate to the situation and needs must be identified and introduced. Therefore, the potential that arises from the process-oriented support of the product development teams in the early phase of innovation projects will be outlined. Keywords: agile approaches, needs analysis, small and medium sized enterprises, clustering, product development, mechanical engineering

Agile transformation is a necessary process for companies in various fields of activity to ensure their competitiveness in modern business conditions when the uniformity of production processes and the growth of the level of customer (client) demands reduce the impact of traditional ones that remain competitive. Modern business is a «customer-oriented» business, in which instead or in addition to technological or marketing advantages comes the highest value of human resources and teamwork. That means Agile transformation provides companies with a transition to another level, and those who have not moved to this level remain outside of competitiveness, if not in the near term, then in a strategic perspective. Agile transformation is comparable to the need to intro-duce new technologies into production processes to replace obsolete ones since, without new technological solutions, the products created do not meet modern quality requirements or do not have a competitive cost price. Thus, Agile transformation ensures the introduction of new technology not only into the production process but into the management system and product creation processes within the framework of the project or project-oriented activities

Several large organizations underwent agile transformation processes over the past few years, despite limited theory and empirical research on agile working. The present study draws from the taskwork–teamwork distinction and the proactivity literature to develop a new multilevel model of agile working. We tested this model in a sample of 114 teams ( N = 476 individuals) undergoing an agile transformation at a large German transport and logistics organization. Teams at the end of the agile transformation scored significantly higher on agile work practices, proactivity norms, and team performance than teams at the beginning of the transformation. Results of multigroup structural equation modeling indicated that agile taskwork related indirectly to team performance through a positive relationship with proactivity norms. The positive relationship of agile teamwork with team performance was not mediated by proactivity norms, unlike hypothesized. Finally, we found that agile taskwork increased the likelihood that individual employees benefited from engaging in proactive behavior (specifically, employee intrapreneurship) in terms of in-role performance (i.e., cross-level interaction). This was presumably because of the favorable proactivity norms of teams practicing agile taskwork (i.e., mediated moderation). We discuss the implications of our findings for the literature on proactive behavior in teams.

Recently due to excessive competition, un-predictable market, disruptive business models and exponential growth in the complexity of technology and innovation, the existing PRM tools and techniques do not cope effectively, leading to scarcity/abundance of resources and induced overheads, which is the major challenge faced by PRM. This article discusses various key challenges faced by asset intensive EPC (Engineering, Procurement and Construction) industry related to managing their resources. Further, the challenges were modelled and analyzed using Ishikawa diagram and Pareto chart for identifying the significant causes. Considering the mentioned challenges, this article develops a Blockchain-IoT integrated architecture for providing Business Intelligence to improve agility of PRM process for the EPC industry. The developed architecture provides EPC industries with the capabilities like real-time data capture along with autonomous coordination of the resources with increased capacity of decentralization, trust-less transactions, security and transparency leading to improved process agility. This article gives a new dimension towards utilization of Blockchain blended with the boons of IoT technology and also gives a way forward to other asset-intensive industries to re-design their PRM in a more agile way.

Introduction. The Covid 19 pandemic has challenged SMEs to continue to innovate, develop and maintain sustainability. Various efforts have been made to be able to have performance and competitiveness. Covid-19 provides lessons on how SMEs must be agile and resilient to turbulence, especially the global crisis so that they can carry out risk mapping, take important lessons and build relevant strategies. Aims and Task. This study aims to map the literature on organizational agility and organizational resilience in SMEs by conducting a bibliography analysis on 932 papers published in 2010-2021 in the Scopus bibliography. Result. Based on the results of the network visualization, there are seven main clusters. From the results of the overlay visualization, a supply chain is the most important variable concerning organizational agility and organizational resilience in realizing sustainability. Meanwhile, in the density visualization aspect, variables with a very high probability as future research topics such as supply management, supply chain sustainability, sustainable development goals, human resource management, chain resilience, sustainable supply chain management, agile, urban resilience, visibility, supply chain design, resilient supplier selection, and enterprise architecture. Conclusion. The present study produces a visual trend of organizational agility and resilience in SMEs sector that can be used as a references, guidance and proposed for further researchers in exploring research topics, bridging the gap in the literature, building expertise in related topic, increasing the number of citations, and enhance international networking among authors all around the world. Research regarding organizational agility and resilience could be a strategic and essential because of every organization need to sustain their existance, minimize potential risk both financial and non-financial.

PurposeIn today's global economy, developing supply chain agility (SCA) and lean practices (LP) as resource-based view and dynamic capabilities are essential for firms to sustain their competitive advantage (CA) and enhance their operational performance (OP). The purpose of this paper is to develop and empirically test a framework to investigate how CA is achieved through SCA and LP and how these, in turn, can enhance a firm's OP.Design/methodology/approachFor data collection, the authors adopted the survey method using self-administered questionnaires. Two-source survey data were collected in two rounds (separated by a two-month lag time) from supply chain managers, operational managers and general managers. The purpose of collecting data in two rounds was to reduce common-method bias. Likert scale (1–5) was used in the questionnaire. Smart PLS 3 and SPSS 23 were used for the data analysis purpose.FindingsSCA was found to directly and positively affect OP. LP also positively affected OP. In addition, CA fully mediated the relationship between SCA, LP and OP.Practical implicationsThis study encourages the managers of manufacturing firms to adapt LP and their supply chains (SCs) to become agile and leverage the advantages of their implementation to improve their OP and succeed in the market.Originality/valueThis study is one of the first to investigate the effect of SCA and LP on OP. Furthermore, the first study examines CA's mediating impact on the relationship between SCA, LP and OP.

PurposeThis study aims to examine the joint impact of networking capability and agile project management on organizational agility of telecommunication technology providers' in Indonesia. The study also examines the moderating role of market orientation as a predominant strategic orientation on the relationship between agile project management and organizational agility.Design/methodology/approachResearch data were collected via a questionnaire survey from the executive management of telecommunication technology providers in Indonesia to obtain 150 valid questionnaires for analysis. This study analyzed the overall model fit and causal relationship using confirmatory factor analysis and structural equation modeling.FindingsThe results indicate that networking capability positively affects organizational agility. However, agile project management's significant effect on organizational agility occurs only when the relationship is moderated by market orientation. The results of the study also demonstrate that organizational agility positively affects organizational performance.Research limitations/implicationsThis study is based on a cross-sectional nature and might fail to capture the studied variables' dynamic over an extended period.Originality/valueThe study enriches the previous literature in organizational agility by presenting the collective impact of networking capability and agile project management and the moderating role of market orientation. However, dissimilar with major prior studies, the results indicate that agile project management's direct effect on organizational agility is not significant. Agile project management needs to be moderated by market orientation to create exceptional customer values and overcome the competition for the organization to achieve organizational agility, responsiveness and adaptability to address customers' needs and requirements. Furthermore, the study's result corroborates the importance of organizational agility to achieve organizational performance in the highly dynamic telecommunication industry.

PURPOSE: The competitive and variable business environment forces organizations not only to flexibly adapt to changes, but also to predict them. A desirable capability of an organization is agility, understood as the ease and speed with which companies can reconfigure, redesign and adapt their processes in order to respond to the needs, threats and opportunities. QRM is a management concept that focuses on time as the key factor in competitive manufacturing. The objective of this article is to analyze the effect of QRM implementation on key business agility characteristics., DESIGN/METHODOLOGY/APPROACH: The research methods used to accomplish this goal are literature studies and questionnaire surveys using the agility attributes matrix. Based on literature studies as well as the conducted interviews, a model of the effect of QRM implementation has been developed., FINDINGS: The results obtained show that QRM implementation definitely has an impact on all areas of the company's agility., PRACTICAL IMPLICATIONS: The article brings several valuable pieces of information and provides practical tips. The results may be taken advantage of by entrepreneurs. They constitute indications for selecting competition instruments during the crises., ORIGINALITY/VALUE: The previous studies on Quick Response Manufacturing (QRM) were conducted in various dimensions, while there is no research linking this method to business agility. It is the first such research., The publication was financed by a subsidy for the Faculty of Management of AGH University for the maintenance and development of research potential., peer-reviewed

As the modern business environment is highly volatile and demanding, orchestrating all business and IT components and capabilities are crucial. Firms use enterprise architecture (EA) for this purpose. However, it is currently by no means clear how EA-driven firm capabilities facilitate becoming agile. When firms are agile, they can recombine digital resources to change the business practice while also coping with uncertainty and recovering rapidly from disruption through innovative digital technologies. This study embraces the dynamic capability view (DCV), develops a model, and validates the associated hypotheses using cross-sectional data from 177 firms using a Partial Least Squares approach. The outcomes show that EA-driven dynamic capabilities are a crucial antecedent of digital project benefits. In turn, these benefits positively enhance agility. The findings shed light on becoming agile, and this study providing insights and guidance on achieving the EA-driven benefits.

This article provides a theoretical framework and justification for scenario planning, a practice that enables small businesses to be more agile and resilient. Agile and resilient companies are bet...

The generative change model identifies the underlying process that has produced success in a variety of Dialogic Organization Development (OD) and large group intervention cases. It works with widespread stakeholder engagement and self-organizing properties of human systems, to create rapid, transformational change. It appears better suited to managing complex, adaptive challenges than traditional planned change. The paper briefly describes the model and explains one aspect of it in more depth, the use of purpose, instead of vision, to guide the change process.

Purpose The application of agility principles and methodologies on Enterprise Architecture (EA) is a promising field. This paper aims to provide an in-depth study of the Agile Enterprise Architecture (AEA) by studying EA practitioners’ perspectives to propose a foundational framework for AEA. Design/methodology/approach The authors formulate a foundational framework that defines the AEA motivators, enablers and blockers using the agile manifesto as one of the AEA enablers where a total of 156 EA stakeholders with at least one year of experience in enterprise architecture were surveyed, and a set of hypotheses was analyzed and tested based on the proposed framework. The authors also develop a quantitative method to evaluate the agility index of the EA based on the introduced framework. Findings The research results show with significance that enterprise architects perceive positively the application of the agility methodologies on the enterprise architecture. This perception is primarily affected by the enterprise size, the EA dependency and the agile methodologies awareness. The findings also indicate that AEA is primarily motivated by the Business and IT Change Ready and Responsive EA. Finally, an EA Agility Index (EAAI) was designed to assess the agility application of the EA based on the three forces, i.e. motivators, enablers and blockers. Research limitations/implications Because of the chosen research approach and the sample size, the research results may lack generalizability. Also, EAAI designed was not thoroughly tested. Practical implications The paper includes implications for the design and development of an EA Agility Index, and the need to increase the awareness of the agility methodologies to overcome the blocker of the unfamiliarity with the agile methodologies implying that the current business models in enterprise must be more aligned with the agile methodologies. Originality/value While there are efforts to develop AEA frameworks, one of the major findings of the literature review conducted is that there is evident research gap in the literature on the perception and associated factors of the EA stakeholders on having an agile enterprise architecture. This paper attempts to fill this gap.

Purpose Key performance indicators (KPIs) are in use to determine how and the extent to which the business objectives of an organization are achieved. This paper aims to evaluate the contribution of a research institute in terms of KPIs to support its process of decision-making towards, etc., innovation, sustainability and improvement. Design/methodology/approach In light of this, a systemic review was conducted on a set of relevant scholarly studies to identify the trends which shed light on the possible critical success factors to be effectively used in research institutes in association with the development of commercial agriculture. It examines whether, and if so how KPIs that are highly associated with those critical success factors are disruptive in research culture in an institute with certain organization design to promote research on innovative commercial agriculture. Findings The study highlighted some important aspects of commercial agriculture that showed strong links with possible critical success factors that could be used to develop a possible KPI set for a research institute. The salient features in a model performance management system with such KPIs of a research institute having strategical contribution for commercial agriculture are further elaborated. Originality/value This manuscript is a conceptual piece that advocates research institutes geared towards commercial agriculture development to begin using KPIs as part of research culture to evaluate their success. The paper suggests that commercial agriculture – perhaps, especially in developing countries – faces many challenges and using KPIs could help diagnose when and why essential processes break down. This study shows possible avenues of KPI use in research institutes that have not been very well discussed or discussed meagerly that have high potential to be integrated into successful KPIs towards innovative commercial agriculture.

Today's rapidly evolving and changing market dictates constant changes in design requirements during the development process of a product. If development teams are unable or unwilling to adapt to these changes, this will ultimately lead to an uncompetitive product. How the change in requirements will affect the development process depends on the complexity of the product and the development phase in which the change in requirements occurs. The principles of Agility and the methods that follow these principles help in the successful introduction of changes in the product development process. The paper provides guidelines for the development of complex physical products taking into account the principles of Agility. The guidelines were set based on a critical review of the e-bike drive development process.

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.