•We propose a model for ubiquitous risk management.•The model aims to support risk management, seeking the recommendation of risks in projects.•As context histories, a database with 153 projects from ...a financial company was used.•17 running projects were used to evaluate the analysis of project histories and recommendations.•The recommendations were evaluated by a project team composed of 18 professionals.
Risk event management has become strategic in Project Management, where uncertainties are inevitable. In this sense, the use of concepts of ubiquitous computing, such as contexts, context histories, and mobile computing can assist in proactive project management.
This paper proposes a computational model for the reduction of the probability of project failure through the prediction of risks. The purpose of the study is to show a model to assist teams to identify and monitor risks at different points in the life cycle of projects. The work presents as scientific contribution to the use of context histories to infer the recommendation of risks to new projects.
The research conducted a case study in a software development company. The study was applied in two scenarios. The first involved two teams that assessed the use of the prototype during the implementation of 5 projects. The second scenario considered 17 completed projects to assess the recommendations made by the Átropos model comparing the recommendations with the risks in the original projects. In this scenario, Átropos used 70% of each project's execution as learning for the recommendations of risks generated to the same projects. Thus, the scenario aimed to assess whether the recommended risks are contained in the remaining 30% of the executed projects. We used as context histories, a database with 153 software projects from a financial company.
A project team with 18 professionals assessed the recommendations, obtaining a result of 73% acceptance and 83% accuracy when compared to projects already being executed. The results demonstrated a high percentage of acceptance of the recommendation of risks compared to the other models that do not use the characteristics and similarities of projects.
The results show the applicability of the risk recommendation to new projects, based on the similarity analysis of context histories. This study applies inferences on context histories in the development and planning of projects, focusing on risk recommendation. Thus, with recommendations considering the characteristics of each new project, the manager starts with a larger set of information to make more assertive project planning.
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GEOZS, IJS, IMTLJ, KILJ, KISLJ, NLZOH, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UILJ, UL, UM, UPCLJ, UPUK, ZAGLJ, ZRSKP
Globalization is in no doubt influencing companies pricing choices and price determination, as a result influencing the supply chain, increasing changes and issues in global economy, proposing a need ...for comprehensive analysis in order to better understand inflation dynamics and sort a worldwide commonality by adding variables to the typical inflation models to incorporate globalization with inflation dynamics, as the supply chain grows bigger the more complicated it gets, therefore it becomes less adaptive, a bigger more diverse supply network enhancing product variety is proposed to create more supply agility and improve supply performance, also this agility seems promising in terms of improving collaboration and communication which is already challenge on a domestic scale, not to mention a globalized one, the composite supply chain challenge must be addressed by expanding global supply chain models to encompass both internal production and external supplier, providing enough layers of suppliers interaction in sourcing significant components, in which is a key feature of agile practice, enabling limitless flexibility in terms of product capability, allowing rapid lead times when combined with industry.
Abstract Automotive OEM introduced Product-Service Systems in the past 20 years, challenging their traditional business model. A qualitative study was developed to characterise the decision-making ...process across 6 case studies, and similar patterns across different enabled the identification of lessons learned and possible future implications. All PSS initiatives were introduced following an Agile/Lean experimental approach, but the opportunistic nature of trials casts doubts in future validity. New testing methods that generate more robust conclusions need to be developed.
Abstract Empirical studies show that adaptations of existing agile methods are necessary for developing physical products creating obstacles and challenges. This paper aggregates the gathered ...findings from several cross-sectional industry surveys and establishes a relationship between the extent of utilization of individual agile elements based on Scrum and the need to adapt these elements in applying agile procedural models. The emphasis of examination resides in the purpose perspective of agile elements with the aim of facilitating context-specific adaptations more effectively.
Rapid changes in demographics, technology and globalization have considerable global implications for work and the worker. This new context is also disrupting talent management as known for the last ...two decades. Progressive companies in all sectors realize that their talent management practices are no longer meeting the needs of their workers. Instead, employers focus their attention on developing a meaningful employee experience to attract and nurture the talent they need. A new breed of talent management practitioners is developing an HR stack that includes other management frameworks such as design thinking, agile management, behavioral economics and analytics to augment their HR competencies. Organizations will be unable to reinvent their existing talent management practices in a sustainable way unless they broaden the talent management conversation.
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GEOZS, IJS, IMTLJ, IZUM, KILJ, KISLJ, NLZOH, NUK, OILJ, PILJ, PNG, SAZU, SBCE, SBJE, UILJ, UL, UM, UPCLJ, UPUK, ZAGLJ, ZRSKP
Awareness and use of agile methods has grown rapidly among the information systems development (ISD) community in recent years. Like most previous methods, the development and promotion of these ...methods have been almost entirely driven by practitioners and consultants, with little participation from the research community during the early stages of evolution. While these methods are now the focus of more and more research efforts, most studies are still based on XP, Scrum, and other industry-driven foundations, with little or no conceptual studies of ISD agility in existence. As a result, this study proposes that there are a number of significant conceptual shortcomings with agile methods and the associated literature in its current state, including a lack of clarity, theoretical glue, parsimony, limited applicability, and naivety regarding the evolution of the concept of agility in fields outside systems development. Furthermore, this has significant implications for practitioners, rendering agile method comparison and many other activities very difficult, especially in instances such as distributed development and large teams that are not conducive to many of the commercial agile methods. This study develops a definition and formative taxonomy of agility in an ISD context, based on a structured literature review of agility across a number of disciplines, including manufacturing and management where the concept originated, matured, and has been applied and tested thoroughly over time. The application of the texonomy in practice is then demonstrated through a series of thought trials conducted in a large multinational organization. The intention is that the definition and taxonomy can then be used as a starting point to study ISD method agility regardless of whether the method is XP or Scrum, agile or traditional, complete or fragmented, out-of-the-box or in-house, used as is or tailored to suit the project context.
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BFBNIB, CEKLJ, IZUM, KILJ, NMLJ, NUK, PILJ, PNG, SAZU, UL, UM, UPUK
The article investigates the essence of agile management, is to improve organizational flexibility (agility) in order to achieve competitive advantages. The author reveals the main advantages and ...disadvantages of agile approaches to management. The evolution of management from version "management 1.0" to version "management 3.0"is considered.
Challenged by complex problems and the speed of technological, social, and environmental change, the joint approach of Lean Management and the Agile Mindset has been explored in business as a ...management model. This paper aimed to carry out a bibliometric analysis of Lean Agile Management, pointing out trends in scientific research. To this end, an exploratory and descriptive study was developed, with a quantitative approach and based on secondary data from the Web of Science and Scopus, between 1994 and 2022. Bibliometric indicators pointed to 1808 different papers in 897 sources, with 18 citations per paper, and higher scientific productivity of U.S. (276), India (221), and UK (191), with production peaks in 2018 and 2021, suggesting the diffusion and contemporaneity of the research topic. The laws of bibliometrics were not met for this research subject, and dense networks of collaboration and co-citation among researchers were identified, mainly in four application domains, including supply chain, manufacturing, sustainability, and software development as corroborated by the word network.
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GEOZS, IJS, IMTLJ, KILJ, KISLJ, NLZOH, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UILJ, UL, UM, UPCLJ, UPUK, ZAGLJ, ZRSKP
To enable organizations to achieve carbon neutrality through agile capabilities, this paper establishes an integrative framework of carbon-zero agility consisting of three dimensions: search scope ...agility, search locus agility, and search pace agility. However, applying common agile methodologies like Scrum, Kanban, and Lean to cultivate these capabilities inevitably introduces feedback ambiguity, which can paralyze decision-making and increase errors due to inherent human cognitive limitations. To address this, tailored carbon-zero feedback algorithms are proposed to complement human judgment in agile workflows. Specifically, prescriptive analytics, federated learning, and probabilistic programming are injected into Scrum, Kanban, and Lean respectively to restore clarity amidst ambiguity. The framework is grounded in cases from the textile industry to demonstrate applicability in practical settings. By targeting the roots of distortions with human-algorithm collaborations, it provides an actionable roadmap to implement carbon-zero agility.
•Establishes carbon-zero agility framework: search scope, locus, and pace agility.•Identifies behavioral challenges, and feedback ambiguity in agile for carbon-zero.•Proposes tailored carbon-zero feedback algorithms to enhance agility.•Connects agile processes with broader organizational sustainability capabilities.
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GEOZS, IJS, IMTLJ, KILJ, KISLJ, NLZOH, NUK, OILJ, PNG, SAZU, SBCE, SBJE, UILJ, UL, UM, UPCLJ, UPUK, ZAGLJ, ZRSKP
Organizations thrive on attaining and sustaining competitiveness because of the turbulent, rapidly changing business environment. The research shows that it is possible to improve organizations’ ...competitiveness by considering the multidimensional model viewpoints, which include the strategic talent management ecosystem viewpoints and the strategic agile management ecosystem viewpoints. The multidimensional model includes the essential constructs for developing strategic talent management, i.e., acquiring talented employees, target development of talented employees, designing talent teams, and talent leadership, as well as the following essential constructs for developing strategic agile management, i.e., designing agile teams, agile leadership, and support agile management culture. The research was implemented on 532 owners/managers in organizations. Structural equation modeling was used to test the hypotheses. Results show that developing a strategic talent management ecosystem positively affects developing a strategic agile management ecosystem and leads to higher organization competitiveness. A developed multidimensional model will help owners and managers comprehensively embrace and implement agility in their organization to increase competitiveness.
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EMUNI, FIS, FZAB, GEOZS, GIS, IJS, IMTLJ, KILJ, KISLJ, MFDPS, NLZOH, NUK, OILJ, PNG, SAZU, SBCE, SBJE, SBMB, SBNM, UKNU, UL, UM, UPUK, VKSCE, ZAGLJ
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