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Risk identification, as a foundational step in risk management, is essential for the success of software development projects, including those using the Scrum methodology. However, risk management in Scrum often lacks structured practices, relying instead on the iterative and collaborative nature of the methodology. This paper presents a novel risk identification framework tailored for Scrum projects, leveraging Scrum artifacts and their associated attributes to enhance risk detection and analysis. The framework encompasses automated data collection from project management environments, such as Jira, thus minimizing the effort required from the project team for risk-related data gathering. By monitoring deviations in artifact attributes and applying predefined thresholds, the framework facilitates the detection of risks at any point in the project lifecycle. Experimental evaluation across three distinct Scrum projects demonstrated the framework's applicability in identifying a wide range of risks, including long-term ones. The proposed framework contributes to Agile project management by offering a structured, automated approach to risk identification, fostering a culture of proactive risk management within Scrum teams. [ABSTRACT FROM AUTHOR]

Agile project management has become essential in modern enterprises, particularly in the software industry, due to its flexibility and adaptability. This paper presents an empirical evaluation of the Ball Point Game (BPG), a non-digital serious game designed to teach Agile project management principles. The evaluation is based on three case studies conducted with undergraduate students at the University of São Paulo, aiming to explore the following aspects: ability to compare traditional methods and Agile methods; educational effectiveness, particularly regarding player experience and perceived learning; and skills development or improvement. The results indicate that the BPG effectively allows students to properly understand the pros and cons of Agile methodologies, fosters essential project management skills, and provides a positive and engaging learning experience. The BPG proved to be an effective tool for experiential learning by allowing students to go through all stages of the experiential learning cycle. This approach not only made learning more engaging, but also helped students develop essential skills for Agile project management. The study highlights the potential of educational games to bridge the gap between theoretical knowledge and hands-on activities, making them valuable tools in Agile management education. Our work has as novel element the integration of both game-based learning and experience-based learning approaches to teach Agile project management.

Managing software development projects is a complex endeavor due to the constant emergence of unforeseen events that deviate from initial expectations. A competent project leader is not just someone who follows the planned course but also adept at handling and minimizing inconveniences, ultimately striving to achieve results that align as closely as possible with the desired outcome. However, individuals involved in technological development often cling to familiar tools that have previously yielded positive outcomes, even when those tools may not be the best fit for the current project context. The Agile Manifesto has significantly transformed project management, infusing the discipline with a fresh perspective. Nevertheless, there remain several challenges to overcome. In this article, we aim to provide a guide that addresses these difficulties and minimizes their impact. We explore the selection of key factors that adequately describe a project's complexity, which can subsequently be used in conjunction with the Cynefin framework to categorize management strategies, techniques, and tools based on their applicability to specific complexities. Additionally, we offer insights on adapting project management approaches throughout the project life cycle in response to changes in reality, utilizing the dynamics outlined by the Cynefin framework. Finally, we present suitable strategies, techniques, and tools for agile project management based on the complexity context assigned by the Cynefin framework. [ABSTRACT FROM AUTHOR]

Incorporating sustainability concepts at all decision-making stages in the construction of residential buildings is essential to maximize benefits without compromising functionality. This study aimed to identify and analyze the obstacles hindering the application of Agile Project Management (APM) in residential construction projects. The research specifically addressed the following questions: What are the key barriers to APM adoption in Nigerian residential construction projects? How do these barriers impact the effectiveness of APM in promoting sustainability? A questionnaire survey was distributed to 120 construction professionals in Nigeria, capturing insights on APM challenges. Exploratory factor analysis was employed to categorize these obstacles into four main areas: social, economic, human factors, and culture and expectations. Subsequently, partial least squares-structural equation modeling was used to construct a model assessing the significance of these barriers. The findings revealed that economic factors, with a statistical significance coefficient of 0.516, are the most significant barriers to APM adoption. Social factors, cultural expectations, and human factors also play notable roles, though to a lesser extent. The outcomes provide valuable guidance for decision-makers in Nigeria's construction sector, emphasizing the need for strategies that address economic constraints and foster greater adoption of APM practices to achieve cost reduction and enhanced sustainability. [ABSTRACT FROM AUTHOR]

Nowadays, technology plays a fundamental role in data collection and analysis, which are essential for decision-making in various fields. Agile methodologies have transformed project management by focusing on continuous delivery and adaptation to change. In multiple project management, assessing the progress and pace of work in Sprints is particularly important. In this work, a data model was developed to evaluate the progress and pace of work, based on the visual interpretation of numerical data from certain graphs that allow tracking, such as the Burndown chart. Additionally, experiments with machine learning algorithms were carried out to validate the effectiveness and potential improvements facilitated by this dataset development. [ABSTRACT FROM AUTHOR]

This paper aims to provide a framework for guiding organizations toward Agile practices for project management. Through a case study analysis conducted in an information technology company, the paper aims to explore the interplay between current organization structure and project management approaches, the set of competencies, and the cultural change required for a transition toward Agile transformation. The paper provides a framework comprising four main blocks necessary for guiding organizations toward Agile practices for successful project management. The framework proposed demonstrates that for organizations to be nimble and to improve teamwork performance, it is necessary to undertake a set of changes in culture, competencies, structure, and approaches. The findings highlight the importance of a structured approach to Agile transformation, with particular emphasis on top management support and continuous learning. By formalizing Agile initiatives through structured approaches and continuous engagement, organizations can foster a shared sense of purpose among team members, ensuring sustained commitment and facilitating smoother transitions. [ABSTRACT FROM AUTHOR]

Sustainability principles should be incorporated into all decision-making stages for residential construction projects to ensure maximum revenue while maintaining essential residential building services. This study identifies and analyzes the critical success factors (CSFs) necessary for implementing agile project management (APM) in residential construction projects. Data were collected from 120 professionals in the Nigerian construction industry through questionnaire surveys to understand the implementation of APM. The CSFs were obtained from previous research and analyzed within the specific context of the Nigerian construction industry through questionnaire surveys. The CSFs were grouped into two main categories using exploratory factor analysis: dynamic project optimization and agile project foundations. The model for the CSFs was developed using partial least squares structural equation modeling. The study found that the dynamic project optimization element had the most significant impact on the model, highlighting its importance as a key CSF in APM implementation. These results support the adoption of APM within Nigeria's construction industry as stakeholders and professionals seek effective strategies to reduce costs and improve sustainability. [ABSTRACT FROM AUTHOR]

Copyright of Journal of Administrative Sciences / Yonetim Bilimleri Dergisi is the property of Canakkale Onsekiz Mart Universitesi, Terzioglu Kampusu and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This research explores on the results of a mixed-methods study conducted to explore the adoption of Agile Project Management (APM) practices and associated risk management implications in China manufacturing companies. Without repeating the detailed list of research questions, it is helpful to recall that our study sought to explore what leads tech firms in China towards adopting APM practices, as well as risk mitigation strategies; and how such risk management could be integrated successfully into a broader strategic framework in the technology sector within the Chinese context. The research used a survey of 223 employees in Jiangxi Province, China in 10 technology companies coupled with qualitative interviews and focus groups. Our quantitative analysis consisted of descriptive statistics, ANOVA and regression analysis while for the qualitative data we used thematic analysis. The survey showed strong adoption of APM practices, as well as the keys to success: Culture, Bi-modal approach and Benchmarking rated "Often Adopted." Nevertheless, wide differences in adoption and risk management practices were identified among different organizational roles: senior management and Scrum Masters displayed higher rates than some other roles. The strongest factor predicting risk mitigation practices in relation to individual characteristics was environmental factors, that were followed by organizational and cultural factors. The study provided insight into some of the challenges faced in tailoring APM to suit Chinese organizational culture, especially in aligning agile principles with top-down and hierarchical governance frameworks. It reinforced for me the need to have a real physical workspace designed in an agile way and supported by technology. Based on these findings, a strategic framework was developed for integrating APM and risk management, emphasizing organizational alignment, cultural adaptation, continuous learning, and environmental responsiveness. The study contributes to the understanding of APM adoption in culturally distinct business environments and offers practical insights for technology companies in China seeking to enhance their agile practices and risk management strategies

The purpose of the study is to review the current positions and views of the scientific community regarding the influence of cognitive distortions (both individual and group) on decision-making within such an approach to project management as agile framework. The article defines the concepts of “project”, “project management”, “agile project management framework”, “heuristics”, “cognitive distortions”; it describes what kind of decisions (according to the hierarchical structure) can be made when using agile project management frameworks. On the basis of analysis of a number of scientific works, the existence of the problem of success (efficiency) of implemented (including IT) projects even if modern flexible frameworks of project management are used is fixed. The author of the study considers the concept of heuristics and cognitive distortions (both individual and group), describes the manifestation of individual and group cognitive biases, gives examples of individual and group cognitive biases’ impact to decisions taken in Agile project management. As a result, the author proposes a classification of likely to manifest individual and group cognitive biases at each of the three levels of decision-making in Agile (according to the hierarchical structure): operational decisions, tactical decisions, strategic decisions. The author also provides an overview of the development of decision-making theory and describes three main approaches to the consideration of the empirical decision-making process: according to D. Kahneman and A. Tversky (heuristic approach; behavioral economics), according to G. Gigerenzer (ecological rationality approach), according to G. Klein (naturalistic approach). The author also identifies a possible further vector for the development of research in this direction. The result of the work was the classification of probable individual and group cognitive distortions at each of the three levels of decision-making in flexible project management frameworks (according to the hierarchical structure): operational, tactical, and strategic.

The role of EI on leadership effectiveness within traditional and Agile PM will be the focus of study in this research. In the following study, to examine this relationship, quantitative surveys were conducted along with qualitative interviews. The quantitative data centered on gathering data on EI and leadership performance within senior executives in both PM environments. The study found that the mean EI scores of the Agile PM leaders were significantly higher for selfawareness, self-management and social awareness, and relationship management than the traditional PM leaders. In line with this, qualitative results supported that high EI is significant in Agile PM since specificity, teamwork, and team integration are compelling. Self and Tejeda (2011) affirmed that in Agile environments, leaders with high levels of EI can manage change and promote a team environment. On the other hand, EI, though still relevant in traditional PM, is much less central to the process than in agile PM where technical skills and methods of process management are less mannered by EI's primary PM function, which is to facilitate communication between stakeholders and solve conflicts. Therefore the study concludes that although EI enhances leadership performance in Agile PM through facilitating flexibility and teamwork, it has a more supportive role in traditional PM and suggests that the context of PM requires different leadership development interventions. [ABSTRACT FROM AUTHOR]

Risk identification, as a foundational step in risk management, is essential for the success of software development projects, including those using the Scrum methodology. However, risk management in Scrum often lacks structured practices, relying instead on the iterative and collaborative nature of the methodology. This paper presents a novel risk identification framework tailored for Scrum projects, leveraging Scrum artifacts and their associated attributes to enhance risk detection and analysis. The framework encompasses automated data collection from project management environments, such as Jira, thus minimizing the effort required from the project team for risk-related data gathering. By monitoring deviations in artifact attributes and applying predefined thresholds, the framework facilitates the detection of risks at any point in the project lifecycle. Experimental evaluation across three distinct Scrum projects demonstrated the framework’s applicability in identifying a wide range of risks, including long-term ones. The proposed framework contributes to Agile project management by offering a structured, automated approach to risk identification, fostering a culture of proactive risk management within Scrum teams.

This paper explains the Visual Milestone Planning (VMP) method using an agile vocabulary to facilitate its adoption by agile practitioners as a front end for a hybrid development process. VMP is a visual and collaborative planning approach which promotes a shared understanding of the work approach and commitment through the direct manipulation by team members of the reified planning constructs involved in the development of the plan. Once the product backlog has been established and relevant milestones identified, a novel construct called the milestone planning matrix is used to document the allocation of product backlog items to milestones. The milestones due dates are later determined by grouping sticky notes representing the work to be performed into timeboxes called work packages and accommodating them on a resource and time scaled scheduling canvas very much as it would be done in a Tetris game. [ABSTRACT FROM AUTHOR]

Copyright of Brazilian Journal of Production Engineering / Revista Brasileira de Engenharia de Produção is the property of Brazilian Journal of Production Engineering and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Uncertainties and changes in software requirements have compelled companies to become more agile in software development projects. To keep pace with the agile environment, companies incorporate agile software development methodologies into their projects. However, the way that the agile methodology is implemented may determine the success of the project. This study aims to understand critical success factors affecting agile projects’ success from the perspectives of agile practitioners. First, an extensive systematic literature review was conducted with the detailed examination of the Agile Manifesto, Agile Principles, and Scrum Guide to develop the Agile Software Project Success Model. Second, refinement of the factors was conducted through one-on-one meetings with six agile practitioners, and then a group meeting was conducted to reach a consensus on the model. Finally, using IBM Amos 20.0, data collected from 596 agile practitioners were used to understand the relationships defined in the research model. Results indicated that all the hypotheses except two of them were supported. Among the factors, customer factors and agile process factors are the stronger predictors of process efficiency, sustainable software product quality and stakeholder satisfaction compared to other factors. This study concludes with the theoretical and practical implications and recommendations for possible future studies.

This paper aims to provide a framework for guiding organizations toward Agile practices for project management. Through a case study analysis conducted in an information technology company, the paper aims to explore the interplay between current organization structure and project management approaches, the set of competencies, and the cultural change required for a transition toward Agile transformation. The paper provides a framework comprising four main blocks necessary for guiding organizations toward Agile practices for successful project management. The framework proposed demonstrates that for organizations to be nimble and to improve teamwork performance, it is necessary to undertake a set of changes in culture, competencies, structure, and approaches. The findings highlight the importance of a structured approach to Agile transformation, with particular emphasis on top management support and continuous learning. By formalizing Agile initiatives through structured approaches and continuous engagement, organizations can foster a shared sense of purpose among team members, ensuring sustained commitment and facilitating smoother transitions.

Copyright of Journal of Polytechnic is the property of Journal of Polytechnic and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This article explores historians' role in shaping public policy amid crises through the programs of the Idaho State Historical Society (ISHS). ISHS navigated the post-2008 recession, aligning with the History Relevance Campaign to redefine history's societal value and develop a legislative outreach program. This article encapsulates the ISHS's journey and history's power--through the agency's new briefing paper program--to inform, unite, guide policy, and promote informed governance. The article describes the author's workflow, which features traditional research methodology and adaptable projectmanagement philosophies and stresses the value of searchable research libraries as a framework for historians to manage multiple projects. [ABSTRACT FROM AUTHOR]

Agile project management pursues repetitive and continuous management through an empirical process control method considering the complexity of the project. This study aimed to propose a collaborative Building Information Modeling (BIM)-based work process, focusing on construction coordination tasks among participants during the construction phase of a project. The theoretical framework chosen for this endeavor was the Scrum framework, selected after analyzing previous research to align with the specific characteristics of construction coordination. Using the Scrum framework as a foundation, the study employed the exCPM methodology to model the collaborative BIM-based construction coordination progress. To validate the model, it underwent a transformation into a Petri-Nets model through the marked graph building block (MGBB) along with established rules for model conversion. The converted model was then subjected to validation through reachability tree analysis. The findings of this study hold applicability to diverse collaboration processes that leverage BIM in the construction industry. [ABSTRACT FROM AUTHOR]

Highly volatile, uncertain, complex and ambiguous environments (VUCA) complicate and condition project management. With the emergence of agile project management, it is proposed to co-construct it with the client's active participation. Two used agile methodologies are Scrum and Kanban. Scrum is based on executing fast, interactive cycles (Sprints) for the incremental construction of products. Kanban promotes the balance of the continuous workflow through synchronizing tasks and seeking perfection. The combined use of Scrum-Kanban facilitates the integration of the best of both approaches. The Theory of Constraints (TOC) proposes a method for managing constraints in a system (Constraint Management). The Drum-Buffer-Rope (DBR) method and Buffer Management are practical applications of this theory. This study seeks to maximize the continuous flow of value (Throughput) in agile project management by synergistically integrating the DBR method with Scrum-Kanban. The five-step process is implemented for the planning, executing, and controlling the Kanban board in a Scrum Sprint cycle. Four scenarios are evaluated: (1) Balanced Line; (2) Unbalanced Line; (3) Unbalanced Line Modification 1 - Stable, Robust and Fast; and (4) Unbalanced Line Modification 2 - Focusing and Elevation. Measurement of completed work (Kanban cards in the ''Done'' column) and final inventory for the Sprint cycle reveals that Simulation 4 is the optimal scenario, achieving the highest average ''output'' (''Done'' cards) with reduced inventory (''Doing'' cards). The integration of DBR with Scrum-Kanban maximizes the completed work (Throughput) and minimizes the final inventory of the Sprint cycle, which is corroborated by the principle of Little's Law.

Based on the Resource Based View and Social Identity Theory, this endeavor intends to determine the influence of agile project management methodology on project success by applying the mediating role of team-level outcomes (team communication and team empowerment) on the relationship between agile project management and project success. The data gathered from 226 project team professionals working in the Information Technology sector of Pakistan. This endeavour utilized Partial Least Squares - Structural Equation Modeling to substantiate the direct and mediating effects. The result indicated that agile project management methodology significantly influences project success. Moreover, the result further validated that team communication and team empowerment mediate this relationship. There is a deficiency of an empirical investigation on the relationship between agile project management and project success in evolving republics context. This study makes a significant contribution to the field of IT project management by demonstrating that agile project management impacts project success while team communication and team empowerment mediate this relation. This is one of the earliest study that explores the inter-relationship among agile project management, project success and team outcomes. [ABSTRACT FROM AUTHOR]

Copyright of Studies & Work of the Collegium of Management & Finance / Studia i Prace Kolegium Zarzadzania i Finansów is the property of SGH Warsaw School of Economics and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

In today's digital era, where communication is primarily conducted using computers and other technological devices, an agile mindset is not enough to be sustainable. Given the significant influence of human behaviour in agile environments, it is common for emotions to come into play among team members, particularly when they seek to assert their opinions or perspectives. Having digital emotional intelligence (DEQ) is crucial for agile team members in the current digital age, as it allows them to comprehend the emotions of their fellow team members using digital tools and technologies. This study focused on determining the reciprocal influence for team members between DEQ and an agile mindset in an agile environment. Qualitative research was implemented using semi-structured interviews. The identified participants were industry agnostic and were the team members working in agile projects, transitioning to agile and working in hybrid projects. The findings revealed that the intersection of agile mindset and DEQ is self-awareness. Self-awareness includes psychological empowerment, communication and collaboration, and respect. Possessing an agile mindset and DEQ in an agile environment has advantages, including improved virtual collaboration, faster adaptation to new technologies, better management of digital distractions, enhanced customer focus in digital channels, and improved data literacy. [ABSTRACT FROM AUTHOR]

This article tested a moderated mediation process to explain the relationship between agile project management and emotional exhaustion. By transferring traditional stress theories to the agile context, work-related stress was introduced as a mediator, and the moderating effects of social competence, perceived team support, and a culture for psychological empowerment were evaluated. The results of two complementary field studies with 307 project employees indicated that higher levels of agile project management lowered project employees' emotional exhaustion by reducing their work-related stress levels. This negative indirect relationship is significantly stronger when the organization fosters a culture for psychological empowerment. [ABSTRACT FROM AUTHOR]