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Agile Software Development Methods support an iterative and incremental way of developing software systems while responding to change by prioritising various aspects at different times. This differs from traditional sequential methods like Waterfall, in which one software development stage has to be completed before starting the next stage. To produce software systems that meet the requirements of their institutions, several governments in Africa have issued standards and guidelines to be followed during the development of government software systems. Such standards and guidelines specify the specific activities and deliverables for each stage of software development. While well-intentioned, such guidelines and standards can also hinder creativity and innovation which could be key to producing good quality and sustainable software systems. Given the degree of leniency that they offer, Agile methods could give room for such creativity and innovation among team members. However, despite such good potential in Agile methods, the literature lacks evidence regarding if and how the software development guidelines and standards issued by several African governments support agility. Various documents from three East African countries were reviewed, to determine if and how they support for agility during the development of government software systems. Guidelines and standards were reviewed using the lens of four Agile Values stated in the Agile manifesto. Results show the following: there is a marked lack of support for agility during the development of government software systems; the standards and guidelines are generally characterised by excessive micromanagement of the development process, leaving little or no room for innovation and creativity amongst members of the development teams; and the guidelines seem to assume uniformity across development projects, irrespective of the fact that software development projects can vary depending specific contextual dictates. Furthermore, recommendations on how governments can adopt and support agility during software development are provided.

Currently, companies are searching for ways to develop and ensure competitiveness in the market and are increasingly resorting to the introduction of technological innovations, using the methodology of project management. The article investigates such current approaches to project management as flexible, lean, sustainable and elastic project management. The concept of technological innovations is defined. The situation on the introduction of technological innovations in Russia and in foreign countries is analysed. The indicators for assessing the economic efficiency of the introduction of technological innovations are determined. The relationship between the use of these approaches to project management and increasing the economic effect of the introduction of technological innovations is revealed.

There is a growing academic and industrial interest in how firms can adopt agile project management to meet the demands of dynamically fast-moving environments. However, organizations face difficulties using agile methods in developing a physical product, like the companies found in the automotive industry. This article aims to study agile project management from the perspective of dynamic capabilities. It presents a strengthened analysis of the adoption of agile methods needed for developing physical products in the automotive industry. To address this issue, we formulated the following research question: “what are the dynamic capabilities associated with the agile project management of product development in the automotive sector?”. The article presents a case study of a multinational organization in the automotive sector that implemented concepts and practices of agile methods in the project management of new vehicles. Results evidenced the manifestation of dynamic capabilities in the organization's agile project management scope at sensing, seizing, and reconfiguring levels. Furthermore, findings showed the presence of agile methods in the projects and their implications for the organization regarding benefits (like communication, time, effectiveness, autonomy, and motivation gains) and challenges (like resistance to organizational changes). Finally, we propose a framework for analyzing relationships between dynamic capabilities’ microfoundations and agile project management practices to guide the choice and implementation of agile methods in the automotive sector. Resumo: Há um interesse crescente na literatura e em diversos setores industriais sobre a adoção de gestão ágil de projetos para atender a demandas de ambientes caracterizados por rápidas mudanças. No entanto, organizações encontram dificuldades associadas ao uso de métodos ágeis no desenvolvimento de um produto físico, a exemplo da indústria automotiva. O propósito deste artigo é estudar a gestão ágil de projetos sob a perspectiva das capacidades dinâmicas e suas relações por meio do desenvolvimento de um quadro conceitual sobre a adoção de métodos ágeis para o desenvolvimento de produtos físicos da indústria automotiva. Por conseguinte, formulou-se a seguinte pergunta de pesquisa: “quais são as capacidades dinâmicas associadas à gestão ágil de projetos de desenvolvimento de produto no setor automotivo?”. O artigo apresenta um estudo de caso de uma multinacional do setor automotivo que implementou métodos ágeis na gestão de três projetos de desenvolvimento de novos veículos. Constataram-se indícios de capacidades dinâmicas no escopo de gestão ágil de projetos da organização nos níveis de sensing, seizing e reconfiguring. Identificaram-se métodos ágeis nos projetos estudados e as suas implicações na organização em termos de benefícios (a exemplo de ganhos em comunicação, tempo, eficácia, autonomia e motivação) e desafios (a exemplo de resistência a mudanças organizacionais). A partir dos resultados, elaborou-se um quadro conceitual que relaciona microfundamentos de capacidades dinâmicas à adoção de práticas de gestão ágil de projetos, com o intuito de nortear a escolha e implementação de métodos ágeis em organizações do setor automotivo.

Competitive and changing market conditions cause companies to adopt the importance of agile approaches more, and agile approaches are rapidly becoming widespread. In addition, measuring the success and performance of teams that follow agile approaches comes to the forefront. In agile approaches offering a framework, while trying to reveal the performance of the teams with various metrics, the actual performance may be below the potential. Agile coaches are not only guiding experts for teams to reveal their full potential, but also have the observation and knowledge to evaluate the current situation. It has been evaluated that Multiple Criteria Decision Making methods can be used to use these qualitative data in the classification of team success. First of all, 23 success criteria were determined by expert evaluations and the weight of each criterion on the success of the team was obtained using the AHP method. Then, since success classification will be made, the success classes of 22 Scrum teams were determined by TOPSIS-sort-B and VIKOR-sort methods. In the study, a classification was obtained according to the success of the Scrum teams and it was aimed to determine the areas of improvement by catching the templates showing the effect of the criteria on the success class. With the created model, a decision support system will be created for continuous improvement by evaluating the success classes of the teams at certain periods., Rekabetçi ve değişen piyasa koşulları, firmaların çevik yaklaşımların önemini her gün daha fazla benimsemesine neden olmakta ve çevik yaklaşımlar da hızla yaygınlaşmaktadır. Bununla birlikte, çevik yaklaşımları takip eden takımların performanslarının ölçümlenmesi de gündeme gelmektedir. Bir çerçeve sunan çevik yaklaşımlarda, çeşitli metrikler ile takımların performansları ortaya koyulmaya çalışılırken, gerçekleşen performans potansiyelin altında kalabilmektedir. Çevik koçlar, takımların potansiyellerini tam olarak ortaya koyabilmek için yönlendirici uzmanlar olarak çalışmakla birlikte, mevcut durumu da değerlendirebilecek gözlem ve bilgiye sahiptirler. Uzmanların görüş ve değerlendirmelerini içeren verilerin, takım başarı sınıflandırmasında kullanılması Çok Kriterli Karar Verme yöntemleri ile mümkün olmaktadır. Öncelikle, literatür ve uzman değerlendirmeleriyle 23 başarı kriteri belirlenmiş ve Analitik Hiyerarşi Süreci (AHS) yöntemi kullanılarak her kriterin, takımın başarısına etkisinin önem ağırlığı hesaplanmıştır. Daha sonra, Scrum takımlarının başarı sınıflandırması, TOPSIS-sort-B ve VIKORsort yöntemleri ile yapılmış; takımlar Çok Başarılı, Başarılı ve Az Başarılı olarak performans sınıflarına atanmışlardır. Yapılan çalışma ile Scrum takımlarının başarılarına göre bir sınıflandırma elde edilmiş ve kriterlerin başarı sınıfına etkisini gösteren şablonlar yakalanarak, gelişim alanlarının saptanması hedeflenmiştir. Oluşturulan model ile takımların belirli periyotlarla başarı sınıflarının değerlendirilmesi yoluyla sürekli gelişim için bir karar destek sistemi oluşturulmuştur.

The aim of this paper is to reveal, examine and study the most important specifics of the Scrum framework application from a theoretical and practical aspect. The first section explains the basics of the agile approach, i.e. agile values and principles, with the idea of creating a starting point for understanding the Scrum framework and the environment in which it originated. Furthermore, the focus shifts to defining the role, significance and structure of the Scrum framework, with special emphasis on presenting Scrum roles, Scrum events and Scrum artefacts as completely new categories in project management unique to the Scrum framework. Starting with the importance and responsibility of each Scrum team member, followed by the duration, proper sequence and purpose of Scrum events, as well as by the creation, updating and refinement of Scrum artefacts, the Scrum framework is presented to potential users so its application can be better, easier and simpler both within the projects in the IT sector and in other sectors where the application of the Scrum framework is suitable. The results of research on the application of Scrum framework and agile approach within projects regarding the development of new software solutions in the Republic of Serbia are presented at the end of the paper, together with the conclusions concerning the prospects for further development and wider application of the Scrum framework in projects, regardless of their type, complexity, or the field in which they are realised.

Increased project complexity, project dynamics and changes in clients’ requirements are a few examples that suggested the necessity of flexibility in project management to deliver successful projects. Despite the fact that literature suggests adding flexibility to project management, there is no existing framework which provides a practical process of how to add flexibility into the practice of project management. Therefore, this research aimed at investigating how project management could become flexible and whether such flexibility would improve project performance. The research question is: how to embed flexibility in the practice of project management in early project phases? To answer the research question four sub-questioned were formulated which have been separately researched. This main question was answered by proposing a flexibility framework. This framework comprises four stages: understanding the current situation, practitioners’ perspectives on flexible project management, choosing enablers to become flexible, applying selected enablers to improve project performance. It can be concluded that trust appears not only to be an enabler of flexibility in project management but an existing perspective among the practitioners regarding the concept of flexibility. This perspective puts the emphasis on ‘trust’ as the most important enabler of flexibility. Moreover, the positive contribution of ‘trust’ to project performance is acknowledged in this research. Considering the movements towards flexibility and adaptability concepts, this research fills the gap in the literature by providing a practical project management flexibility framework. Moreover, it provides a step-by-step guideline for practitioners to embed flexibility in practice.

Universities worldwide are facing similar problems, decrease in public funding, increase of international competition and slow bureaucratic organization. One of the possibilities to increase flexibility and to respond better to students’ needs and job market changes is implementing Agile Project Management practices. Both Agile and its most popular Scrum methodology have origins in Software development but have been successfully adopted in other industries as well. This paper examined specific Agile Project Management practices that can be implemented in different areas of Universities, such as Governance and Structure, Curriculum Design, Teaching, Learning, Evaluation, Online Courses and Virtual Classroom. It is concluded that Universities could foster benefits by implementing Agile practices partly, incrementally or by having a full Agile transformation, but either way a goodwill to test it and internal champions to lead the change represent crucial elements of such transformation.

Majhna in srednje velika podjetja (MSP) so morala za preživetje na današnjem visoko konkurenčnem globalnem trgu preiti z zaporednega na sočasni razvoj izdelka, ki omogoča znatno skrajšanje razvojnih ciklov, znižanje stroškov in zagotavljanje visoke kakovosti izdelkov. Kljub številnim prednostim pa sočasni razvoj ne naslavlja izzivov, ki so povezani z vse večjo negotovostjo, nenehno spreminjajočim se okoljem in nestabilnimi zahtevami. Potencialno rešitev predstavljajo bolj fleksibilni in na vrednost osredotočeni pristopi agilnega projektnega vodenja, značilni za razvoj programske opreme. V okviru doktorskega dela smo dobre prakse agilnega projektnega vodenja ustrezno prilagodili in jih kombinirali s principi sočasnega razvoja izdelka. Na podlagi podrobnega pregleda literature in študije primera v slovenskem srednje velikem proizvodnem podjetju smo oblikovali splošno uporaben hibridni model agilnega sočasnega razvoja izdelka, ki je specifično primeren za MSP. Model smo nadgradili s ključnimi podpornimi sistemi in konkretnimi smernicami, ki podjetjem omogočajo enostavno uvedbo modela ter njegovo prilagoditev svojim zmožnostim in potrebam. Rezultati raziskav so pokazali, da se z uvedbo predlaganega modela nivo agilnosti znatno zviša, hkrati pa je mogoče opaziti tudi pozitiven vpliv na uspeh projekta. S principi sočasnosti smo zagotovili visoko učinkovitost projektov v smislu časa, stroškov in kakovosti, principi agilnosti pa v razvoj vnesejo potrebno fleksibilnost ter omogočajo hiter in učinkovit odziv na spremembe in večje zadovoljstvo deležnikov. In order to survive in today’s highly competitive global market, small and medium-sized enterprises (SMEs) have had to transition from sequential to concurrent product development, which significantly shortens development cycles, reduces costs and ensures high product quality. Despite its many advantages, concurrent product development does not address the challenges related to today’s ever-growing uncertainty, constantly changing environment and unstable requirements. A potential solution to this problem could be found in more flexible and value-driven agile project management approaches typical of software development. In the doctoral thesis, we adapted the best practices of agile project management and combined them with concurrent product development principles. Based on a thorough literature review and a case study in a Slovenian medium-sized manufacturing company, we developed a generally applicable agile concurrent product development hybrid that is specifically suitable for SMEs. The model is upgraded with the key support systems and concrete guidelines that allow SMEs to easily implement and adapt the model to their capabilities and needs. The results of the research showed that the introduction of the proposed model significantly increases the level of agility. Additionally, a positive impact on project success can be observed. The concurrency principles focus on high project efficiency in terms of time, cost and quality, while agility principles ensure the necessary flexibility and enable quick and efficient response to change, and thus greater stakeholder satisfaction.

A pesar de los avances tecnológicos alcanzados en la construcción, todavía gestionamos los proyectos de un modo tradicional, como de ciclo de vida predictivo. Al considerar que disponemos de las especificaciones técnicas y requisitos detallados desde el inicio, se clasifica el grado de incertidumbre como bajo y los procesos a seguir como conocidos. Por estar definidas las técnicas y materiales constructivos deberíamos establecer una estructura de costes y cronograma fiable. De modo que riesgos y costos estarían bajo control, pero la realidad es otra. A diario la práctica nos lleva a continuos deslizamientos por retrasos de cronograma, sobrecoste y calidad. ¿Por qué? Si se presume que el proyecto es predictivo, claramente definible y controlable. Si conocemos la técnica constructiva y los requisitos establecidos. Si tenemos acotado el alcance, la calidad, el coste y el cronograma del “qué y cómo se hará”. La respuesta es porque necesitamos gestionar el proyecto como de ciclo de vida híbrido entre predictivo y ágil. Necesitamos procesos estandarizados como los seguidos hasta la fecha, pero también necesitamos adaptaciones continuas mediante el involucramiento de los equipos de desarrollo. La gestión tradicional no es suficiente para armonizar la compleja red de clientes, profesionales, proveedores, materiales, herramientas y detalles constructivos. La agilidad nos ayuda con marcos de trabajo colaborativo y herramientas digitales, modelando un proyecto con la información del saber entre todos, ayudados por la inteligencia colectiva para que, mediante diferentes sesiones de trabajo, diseñemos, definamos y proyectemos planos con memorias construibles. La gestión de proyecto ágil mediante Modelo Híbrido de Construcción consiste en aplicar marcos de trabajo ágiles en nuestros proyectos de construcción tradicionales como Scrumban. Empleamos disciplinas ágiles para las actividades con riesgo de deslizamiento, incertidumbre o complejidad y enfoque predictivo de procesos, para las actividades definidas o de flujo de trabajo previsible. Gestionamos la adaptación al cambio mediante Sprints de trabajo colaborativo, para monitorear la planificación, la revisión del producto entregable y retrospectiva de procesos seguidos. Trabajamos el desarrollo del proyecto, con los equipos directivos y productivos gracias a la comunicación y transparencia de los Sprint semanales. El factor humano todo lo condiciona, “personas por encima de procesos”. La complejidad está en la concatenación de actividades que se descomponen en tareas donde unos afectan a los otros por efecto dominó, llegando a ser más difícil la integración entre gremios y actividades que la propia ejecución de las tareas. Cuando se diseña podemos definir y conocer el “qué se hará” pero no exactamente el “cómo, cuándo ni con quién” porque necesitamos un Plan Maestro concreto y consensuado, que comprometa e involucre a todos los intervinientes. Con Scrum y Kanban, facilitamos el éxito del proyecto, reducimos riesgos, costos, aseguramos el alcance, plazo y calidad. La verdadera ingeniería de valor requiere de equipos multidisciplinares que mediante la diversidad de sus conocimientos y experiencias faciliten la entrega de valor, trabajando continuamente el refinado del producto y de los procesos productivos; eso es Kaizen, la mejora continua que facilita la Economía de Proyecto de valor financiero y social. Consejo General de la Arquitectura Técnica de España

Over the past two decades, agile project management has been adopted by a large number of organizations to increase project efficiency. Agile methods were initially applied in the software development industry for small project teams following the Agile Manifesto principles and later spread to many other industries. Many studies describe agile methodologies, their threats, benefits for teams and society as a whole, the ability to respond to rigid projects and much more. Still, there are not enough resources for empirical research comparing the success of agile and traditional projects. This study aims to determine whether the use of agile methodologies in project management impacts the overall satisfaction of projects. The study tested this on data obtained from the Pulse meeting, which is used to assess the status of projects at two-week intervals. Almost 1,300 records on the status of a large Czech manufacturing company's 60 most significant IT projects were tested using the Chi-square test. Paper compared the overall status of agile and traditionally managed projects. These findings suggest that the projects that use agile methods have significantly better overall status. Therefore, it can be stated that implementing agile management has a significant benefit. Further, directions for future research are discussed. Over the past two decades, agile project management has been adopted by a large number of organizations to increase project efficiency. Agile methods were initially applied in the software development industry for small project teams following the Agile Manifesto principles and later spread to many other industries. Many studies describe agile methodologies, their threats, benefits for teams and society as a whole, the ability to respond to rigid projects and much more. Still, there are not enough resources for empirical research comparing the success of agile and traditional projects. This study aims to determine whether the use of agile methodologies in project management impacts the overall satisfaction of projects. The study tested this on data obtained from the Pulse meeting, which is used to assess the status of projects at two-week intervals. Almost 1,300 records on the status of a large Czech manufacturing company's 60 most significant IT projects were tested using the Chi-square test. Paper compared the overall status of agile and traditionally managed projects. These findings suggest that the projects that use agile methods have significantly better overall status. Therefore, it can be stated that implementing agile management has a significant benefit. Further, directions for future research are discussed. František Hašek, Hana Mohelská Refereed/Peer-reviewed Version of record

Ziel dieser Bachelorarbeit ist es, der Frage nachzugehen, wie sich die Wahrnehmung von Scrum-Projektmitgliedern in Bezug auf die individuelle Arbeitsproduktivität seit Beginn der Covid-19 Pandemie in österreichischen Softwareentwicklungsunternehmen verändert hat. Die Arbeit gliedert sich in einen theoretischen und einen praktischen Teil. Zum einen gibt der theoretische, literaturbasierte Teil einen Einblick in das agile Projektmanagement und Scrum im Speziellen. Weiters werden globale und österreichische Berichte vor und seit Covid-19 gegenübergestellt und zeigen Ergebnisse über die Arbeitssituation und Produktivität von softwareentwickelnden Unternehmen und Projektteams. Zum anderen gibt der praktische, empirische Teil einen Überblick über die Wahrnehmungen einzelner Scrum-Projektmitglieder in österreichischen Softwareentwicklungsunternehmen. Dieser Teil wird mit Hilfe von einer in Graz durchgeführten Umfrage erfüllt. Die Untersuchung führt zu der Annahme, dass sich die Art und Weise des Arbeitens seit dem Ausbruch der Covid-19-Pandemie in den virtuellen Raum verlagert hat. Bei Remote- oder Hybridarbeit sehen die Menschen den Vorteil in der größeren Flexibilität. Die Wahrnehmung in Bezug auf Produktivität wird jedoch als neutral angesehen und hat sich nicht wesentlich verändert. Global gesehen, geht der Trend zu einer Steigerung. The aim of the Bachelor’s thesis is to determine the question of how project members’ perception of their own productivity has changed since Covid-19 when working with Scrum in an Austrian software developing company. The thesis is divided into a theoretical and a practical part. On the one hand, the theoretical, literature-based part gives an insight into agile project management and Scrum in particular. For this purpose, global and Austrian reports before and since Covid-19 are opposed and results about the work situation and productivity of software developing companies and project teams are shown. On the other hand, the practical, empirical part gives an overview of perceptions of individual Scrum project members in Austrian software developing companies. This part is carried out with the help of a survey conducted in Graz, Austria. The research leads to the assumption that the way of working has shifted to a more virtual space since the outbreak of the Covid-19 pandemic. In remote or hybrid work, people perceive the advantage to be greater flexibility. However, the perception of productivity is seen as neutral and has not changed significantly in Austria. Globally, the trend is rather increasing. Sarah Prettenhofer Bachelorarbeit FH JOANNEUM 2022

Managing changing requirements and complexity is important in enhancing the success of real estate projects. Agile project management provides approaches for adapting processes and working methods accordingly. This study aims to identify the potentials and challenges of agile project management in real estate development. Therefore, a literature analysis placed principles and methods of agile project management in the context of real estate project management. These perceptions were verified with qualitative content analysis based on semi-structured interviews. The main potentials arise through the integration of the occupier as key customer and the consideration of his or her needs through an iterative approach. In connection, incremental planning has the potential to reduce uncertain requirements and facilitate creative solutions. Self-organised teams offer the possibility to improve cooperation between interdisciplinary teams and the sense of responsibility, even if the lack of hierarchy is considered a challenge by the experts. Due to strong conflicts of interest, regulations and expensive, complex product adjustments, challenges and limitations of the approaches are seen. These results provide insights on where agile project management can help real estate project management with the current complexities, but also how it needs to be adapted for widespread application in real estate development.

Agiles Projektmanagement - Methodenanalyse und Anwendungsmöglichkeiten in der Ausführung von Hochbauprojekten Da Bauprojekte in ihrer Ausführung immer einzigartig und individuell sind, erfordert es ein gelungenes Projektmanagement, um den Projekterfolg und somit den Be-stand eines Unternehmens zu sichern. Konventionelle Methoden beschäftigen sich im Grundlegenden mit der finanziellen und terminlichen Planung und dement-sprechender Kontrolle des Projekts. Dabei werden Prognosen mit tatsächlichen Werten auf der Baustelle verglichen, um Risiken zu erkennen und Steuerungs-maßnahmen setzen zu können. Die Verantwortung für den Erfolg eines Projekts wird dem Projektleiter übertragen. Auf ausführender Seite wird unter Projektleiter der Bauleiter verstanden. Somit ist der Verlauf eines Projekts, die Zufriedenheit der Mitarbeiter und des Auftraggebers, sowie der Unternehmensinterne Informati-onsaustausch von ihm abhängig. Agile Methoden des Projektmanagements, mit Ursprung aus der Softwareentwick-lung, setzen bei der Projektoptimierung auf eine bessere Zusammenarbeit im Team, kürzere Kommunikationswege, bessere Reaktion auf Veränderungen und zufriedene Kunden. Durch Visualisierung, konkretere Besprechungen und Zielset-zungen für kürzere Zeiträume sollen anfallende Arbeiten besser eingeteilt und pri-orisiert werden. Die Einbindung aller Projektrelevanter Personen ist dabei aus-schlaggebend. Angewendet wird agiles Projektmanagement derzeit in vielen Branchen und das Interesse danach ist steigend. Die Einführung Agiler Methoden in das klassische Bauprojektmanagement könnte positive Aspekte klassischer und agiler Ansätze kombinieren. Somit könnten Vor-teile beider genutzt werden und damit eine Verbesserung des Projekterfolgs, bei gleichzeitiger Steigung der Kunden- und Mitarbeiterzufriedenheit erreicht werden. Agile project management - method analysis and possible applications in the execution of building construction projects Since construction projects are always unique and individual in their execution, a successful project management is required in order to ensure the success of the project and provide the continued existence of a company. Conventional methods work in the fundamentals with the financial and schedule planning and the corre-sponding control of the project. In doing so, forecasts are made with real values on the construction site in order to identify risks and implement control measures. The project manager is responsible for the success of a project. On the executive side, the project manager is understood to mean the construction manager. Therefore the course of a project, the satisfaction of the employees and the client as well as the internal exchange of information depend on him. Agile methods of project management, originating from software development, rely on better teamwork, shorter communication channels, better reactions to changes and satisfied customers when optimizing projects. By means of visualization, more specific discussions and setting goals for shorter periods of time, work should be better divided and prioritized. The involvement of all project-relevant people is cru-cial. Agile project management is currently used in many industries and the interest in it is increasing. The introduction of agile methods in classic construction project management could combine positive aspects of classic and agile approaches. In this way, both advantages could be used and an improvement in the success of the project while increasing customer and employee satisfaction at the same time.

Diese Arbeit befasst sich mit den wahrgenommenen Auswirkungen von organisatorischen Pflichtprozessen auf die Agilität und den Projektfortschritt in Entwicklungsteams in der österreichischen Telekommunikationsindustrie. Im Detail wird der wahrgenommene Einfluss von Change-Management Prozessen, Projektfreigaben und damit verbundenen Bestellprozessen untersucht. Um die Auswirkungen von organisatorischen Pflichtprozessen auf die Agilität untersuchen zu können, wird zunächst mithilfe von Fachliteratur analysiert, welche Unterschiede zum klassischen und hybriden Ansatz bestehen. Anschließend werden bekannte Methoden und Techniken aus dem agilen Ansatz mithilfe der Fachliteratur beschrieben. Auf Grundlage der Literaturanalyse wird eine Hypothese aufgestellt, welche die Grundlage für einen Online-Fragebogen bildet. An der Umfrage nahmen 85 Experten teil, deren Aufgabe darin bestand, die wahrgenommene Agilität innerhalb ihres Entwicklungsteams und Unternehmens anzugeben. In einem weiteren Schritt mussten die Experten die angewandten agilen Methoden und Techniken angeben und in einer offenen Frage die wahrgenommene Agilität begründen. In einem dritten Schritt gaben die Experten an, in welchem Ausmaß sie Verzögerungen in der Projektabwicklung oder negative Auswirkungen bei der Ausübung agiler Techniken wahrgenommen haben. Die Teilnehmer begründeten ihre Wahrnehmungen anhand der offenen Fragen und wählten jene agile Techniken aus welche aus Expertensicht vernachlässigt wurden. Abschließend gaben die Experten an ob ein Wunsch nach Adaption bei den organisatorischen Pflichtprozessen besteht und gaben Verbesserungsvorschläge an. Innerhalb der Entwicklungsteams wurde von 68% der Experten eine hohe Agilität wahrgenommen. 67% der Befragten gaben an, dass sie organisatorische Pflichtprozesse als projektverzögernd wahrnehmen und 70% wünschten sich eine Adaption der bestehenden organisatorischen Pflichtprozessen. Allerdings gaben lediglich 39% der Experten an, dass die Prozesse für negative Auswirkungen auf die Agilität innerhalb von den Entwicklungsteams verantwortlich sind. This paper deals with the perceived impact of organizational mandatory processes on agility and project progress in development teams working in the Austrian telecommunications industry. In particular, the sensed impact of Change-Management processes, project releases and related ordering processes will be investigated. In order to be able to examine the effects of organizational mandatory processes on agility, the differences to the classic and hybrid approach are first analyzed with the help of specialist literature. After that, known methods and techniques from the agile approach are described with the help of the literature. On the basis of specialist literature analysis, a hypothesis is formulated, which forms the basis for an online questionnaire. 85 experts took part in the survey, whose task was to indicate the noticed agility within their development team and company. In a further step, the experts had to indicate the agile methods and techniques used and justify the perceived agility in an open question. In a third step, the experts indicated the extent to which they sensed delays in project execution or negative effects when practicing agile techniques. The participants justified their perceptions based on the open questions and selected those agile techniques that were neglected from the experts' point of view. Finally, the experts indicated whether there was a desire for adaptation in the organizational mandatory processes and gave suggestions for improvement. Within the development teams, 68% of the experts perceived a high level of agility. 67% of the respondents stated that they noticed organizational mandatory processes as slowing down projects and 70% wished for an adaptation of the existing organizational mandatory processes. However, only 39% of the experts stated that the processes are responsible for negative effects on agility within the development teams. Abweichender Titel laut Übersetzung der Verfasserin/des Verfassers Masterarbeit Wien, FH Campus Wien 2022

Submitted by Nadir Basilio (nadirsb@uninove.br) on 2022-05-13T21:24:11Z No. of bitstreams: 1 José Romualdo da Costa Filho.pdf: 2275361 bytes, checksum: 0e9ea982492190c03586d9ac91e2a6a6 (MD5) Made available in DSpace on 2022-05-13T21:24:11Z (GMT). No. of bitstreams: 1 José Romualdo da Costa Filho.pdf: 2275361 bytes, checksum: 0e9ea982492190c03586d9ac91e2a6a6 (MD5) Previous issue date: 2021-11-29 The management of activities involves the development and use of technical skills (hard skills) and interpersonal skills (soft skills). It is noteworthy that the practices, tools and skills used in the management of activities differ in relation to predictive and agile management practices. In the predictive context, the association of a development time person in an activity provided in projects is done manually and individually by the person responsible for managing the project. In agile practices, on the other hand, the management of activities takes place in an iterative and incremental process, people do not make the development time and the other stakeholders of the project actively work together to understand the problem, in addition to keeping them prioritized as activities with greater business value. In this scenario, this research aims to develop a conceptual model based on competences that help the self-assignment of quick-time activities in an iteration. To achieve this goal, this research included two phases. In the first phase, a Systematic Literature Review (RSL) was carried out to identify how studies on project management practices approach the management of activities in an iteration. In the second phase of the research, field research was carried out, where the proposed model, derived from RSL, was implemented in a computational tool, and applied in a work environment in a company that operates without a service segment, with the development of its products using agile project management practices. The results contributed to reduce the problems related to measurement and self-designation of activities in associations under agile project management practices. The contribution of this dissertation is to offer a computational tool, as an aid tool in the process of self-assignment of activities of agile time in an iteration, since research carried out in the academic database does not have computational models compatible with the computational model presented. in this research. The research limitations for addressing only the Scrum and Kanban agile frameworks and limited to two-stage development activities. Future studies can be carried out to analyze the use of the computational tool in associations with agile practices at scale or with longer development times. This study is part of the PPGP-UNINOVE Project Management research line, in the context of the research project on Agile and Hybrid Projects and the project financed by the CNPq Universal Notice. From this study, a software registry and a utility model were produced. A gestão das atividades envolve o desenvolvimento e o emprego de competências técnicas (hard skills) e competências interpessoais (soft skills). Destaca-se que as práticas, ferramentas e competências empregadas na gestão de atividades se diferem em relação às práticas gerenciais preditivas e ágeis. No contexto preditivo, a associação de uma pessoa do time de desenvolvimento à determinada atividade em projetos é feita de forma manual e individualmente por uma pessoa responsável pelo gerenciamento do projeto. Nas práticas ágeis, por outro lado, o gerenciamento de atividades ocorre em um processo iterativo e incremental, no qual as pessoas do time de desenvolvimento e os demais stakeholders do projeto trabalham ativamente juntos para entender o problema, além de manterem priorizadas as atividades com maior valor de negócio. Nesse cenário, esta pesquisa tem como objetivo desenvolver um modelo conceitual, baseado em competências que auxiliem a autodesignação de atividades de um time ágil em uma iteração. Para alcançar esse objetivo, esta pesquisa contemplou duas fases. Na primeira fase, foi realizada uma Revisão Sistemática da Literatura (RSL) com o propósito de identificar como os estudos sobre as práticas ágeis de gestão de projetos abordam a gestão de atividades em uma iteração. Na segunda fase da pesquisa, foi realizada uma pesquisa de campo, onde o modelo proposto, foi implementado em uma ferramenta computacional e aplicado em ambiente laboral em uma empresa que atua no segmento de serviços, com desenvolvimento de seus produtos por meio do uso de práticas ágeis de gestão de projetos. A contribuição desta dissertação é oferecer uma ferramenta computacional, de concepção inédita, como ferramenta de auxílio no processo de autodesignação de atividades de um time ágil em uma iteração, uma vez que as pesquisas efetuadas nas base de dados acadêmica não apresentaram modelos computacionais compatíveis ao modelo computacional apresentado nesta pesquisa. A pesquisa apresentou limitações por abordar apenas os frameworks ágeis, Scrum e Kanban, e restringiu-se a atividades de dois times de desenvolvimento. Estudos futuros podem ser realizados para análise do uso da ferramenta computacional em organizações com práticas ágeis em escala ou com maiores times de desenvolvimento. Este estudo se insere na linha de pesquisa Gerenciamento em Projetos do PPGP-UNINOVE, no contexto do projeto de pesquisa de Projetos Ágeis e Híbridos e do projeto financiado pelo Edital Universal CNPq. A partir deste estudo foram produzidos um registro de software e um modelo de utilidade.

In order to survive in today's highly competitive global market, small and medium-sized enterprises (SMEs) have had to transition from sequential to concurrent product development, which significantly shortens development cycles, reduces costs, and ensures high product quality. Despite its many benefits, concurrent product development is still based on detailed upfront planning and cannot address the challenges related to today's ever-growing uncertainty, constantly changing environment, and unstable requirements. A potential solution to this problem could be in more flexible and value-driven agile project management (APM) approaches, typical of software development. In this paper, we propose a new product development model specifically appropriate for SMEs that combines concurrent product development principles with APM elements. It is designed as a loop of five repetitive steps (macroplan, microplan, iteration activities, review, and retrospective) that are being executed within individual concurrent development loops. The application of the model is presented on a real case example of process development and small batch manufacture of a complex wiring harness. The study reveals many benefits of the proposed model, such as improved communication, faster detection of discrepancies, more effective problem solving, and greater flexibility. A positive impact on project success is also observed.

In order to survive in today’s highly competitive global market, small and medium-sized enterprises (SMEs) have had to transition from sequential to concurrent product development, which significantly shortens development cycles, reduces costs, and ensures high product quality. Despite its many benefits, concurrent product development is still based on detailed upfront planning and cannot address the challenges related to today’s ever-growing uncertainty, constantly changing environment, and unstable requirements. A potential solution to this problem could be in more flexible and value-driven agile project management (APM) approaches, typical of software development. In this paper, we propose a new product development model specifically appropriate for SMEs that combines concurrent product development principles with APM elements. It is designed as a loop of five repetitive steps (macroplan, microplan, iteration activities, review, and retrospective) that are being executed within individual concurrent development loops. The application of the model is presented on a real case example of process development and small batch manufacture of a complex wiring harness. The study reveals many benefits of the proposed model, such as improved communication, faster detection of discrepancies, more effective problem solving, and greater flexibility. A positive impact on project success is also observed.

The purpose of the article is the development of recommendations for the business maturity determination and measurement in the implementation of the agile approach for high-tech companies. Methods of analysis of documents, observation, personal and in-depth interviews, case studies have been used in the research. The findings of the research: Business Agility Journey has been suggested for defining the state of the maturity of the company and conducting express diagnostics of agility. Agile Project Management Journey has been developed for the identification of weaknesses by the companies in the path to agility, as well as for the determination of events for the transition from the traditional to the agile approach. Personal Agility Checklist has been designed for testing the soft skills of employees for the presence of the agile mindset. Research limitations include the study of the maturity of companies in the IT industry. Practical implications are based on the use of suggested Agility Journeys in defining the state of maturity and main problems on the transition path. Also, Personal Agility Checklist will help to check the agility of the future employees. The originality of the article is based on the uniqueness of the Agility Journey that has been developed for the first time. Further research on this topic should be focused on the development of an agile mindset as a prerequisite for the provision of agility in the company.