With the digital transformation, companies will experience a change that focuses on shaping the organization into an agile organizational form. In today's competitive and fast-moving business ...environment, it is necessary to react quickly to changing market conditions. Agility represents a promising option for overcoming these challenges. The path to an agile organization represents a development process that requires consideration of countless levels of the enterprise. This paper examines the impact of digital transformation on agile working practices and the benefits that can be achieved through technology. To enable a solution for today's so-called VUCA (Volatility, Uncertainty, Complexity und Ambiguity) world, agile ways of working can be applied project management requires adaptation. In the qualitative study, expert interviews were conducted and analyzed using the grounded theory method. As a result, a model can be presented that shows the influencing factors and potentials of agile management in the context of the digital transformation of medium-sized companies.
Virtual Learning Environments (VLE) are collaborative workspaces for teachers and students, such as Moodle and Google Classroom. However, in many VLEs with online classes, there is a perceived lack ...of collaboration and student engagement. The goal of our research is to identify the factors that facilitate or hinder collaboration in Google Classroom. The methodology adopted was a survey questionnaire, with 31 questions applied to Public Higher Education Institutions in the State of Rio de Janeiro, with 39 participants. Google Classroom proved to be a good collaborative tool e complies with Agile principles. The benchmark testing performed allowed us to identify the criteria that educators should pay more attention to throughout the courses.
The advancements in the industries have paved the way for the distributed establishment of the big data volumes, cyber-physical systems, and industrie 4.0. The perspectives of modules are integrated ...with the shop-floor monitoring and controlled by computational paradigms, and digital computational spaces. The performance rises after introducing an intelligent and automated manufacturing industry into the next-generation industry. The scope of this paper is to address the state-of-the-art technologies and phases such as digital twins, big data analytics, artificial intelligence, and internet-of-things. The research challenges are examined with attention on data integrity, data quality, data privacy, data availability, data scalability, data transformation, legitimate and monitoring issues, and governance. Lastly, potential research issues that need considerable research efforts are summarized. We believe that this paper is presenting the research directions for researchers in the area of smart industry towards its integration for the advancements of the industrial sector, and agile management. Some surprising development as industry 4.0 integration with socio-technical systems was found in designing the architecture of vertical, horizontal, and end-to-end integration mechanisms.
Purpose
The purpose of this paper is to determine if companies in the modular and offsite construction (MOC) industry are agile or not and its level of application for agility principles, which ...allows for quick responses to the increasingly dynamic nature of industry environments.
Design/methodology/approach
This paper proposes an agility assessment framework for MOC that uses 48 assessment attributes organized into four categories: metrics, drivers, enablers and capabilities. A questionnaire approach was used to disseminate the framework globally in 19 countries and synthesize its relevance to the MOC industry. The questionnaire had 55 complete responses, majority of respondents work in managerial positions for MOC manufacturing facilities and onsite general contractors.
Findings
It was found that the lowest metric score for adapting to change was for cost since controlling cost would be difficult for any changes required after the design freeze stage. The top agility driver was found to be the need to respond to the wide variety of customer expectations, while the lowest driver was the existence of competing priorities. The top agility enabler was vendor partnership, which can be related to current postpandemic supply chain disruptions. Regarding technological capabilities, Europe and the USA acquired better scores compared to Asia, Latin America and Africa.
Originality/value
This study contributes to the MOC body of knowledge by creating an agility assessment tool for MOC firms to analyze their agile approach and environment, identifying the preliminary importance of agility assessment attributes and determining significant agile differences between the main MOC industry groups.
The global competition requires from industries New Product Developments (NPD) with innovation, speed and flexibility, which has to be tightly connected with new manufacturing technologies, in order ...to achieve success and constant growth. Additive Manufacturing (AM) is an emerging technology from Industry 4.0 capable to address such challenges. It provides better and functional product development, promptly allowing running tests and reducing time to market, promoting agility, as a whole. Parallel evolution is in course regarding the theory of Agile Project Management (APM) applied to NPD, especially when conducting development of innovative products and technologies. However, to achieve the whole benefits with such new approaches towards the NPD process, it is necessary to study and understand how to combine AM and APM for improve NPD. The present research proposes an innovative framework to manage NPD with AM, incorporating APM envisioning innovative products, customer involvement and successfully obtaining a final product faster than conventional routes. The proposal is based on a rigorous Systematic Literature Review (SLR) method, which identified the most appropriate practices to be combined to promote a NPD with agility and flexibility when using AM. All concepts and practices were analyzed and systematically organized, generating the proposed framework. The result can be a reference model to companies conjointly adopt AM and APM.
With expanding local, national, and international markets and changing customer expectations, enterprises are faced with the need to implement solutions to compete effectively. It is expected that ...agile management allows enterprises to achieve this objective. Therefore, many organizations, including those in the food sector, are taking advantage of agile management solutions and see changes in consumer behavior as an opportunity for growth. The present study has a theoretical and empirical character. The basis of the theoretical considerations is a critical analysis of the scientific literature on the concept of agility and its relevance to organizations. The diversity of perspectives on the problems of agility, highlighted in many publications, provided the basis for identifying a research gap and formulating a research objective and conducting an empirical study. The study describes the agile management of enterprises, indicates the characteristics and mechanisms applicable to organic food production, and characterizes organic food processing enterprises in Poland. The survey was conducted in 2021-2022 and allowed the authors to analyze the location, size, type of production, or capital in the enterprises. This was possible with a properly designed questionnaire and statistical analysis.
The competition in the software market demands that the time required for any software product to reach the market be reduced if the product is to survive competition from other developers. The ...pursuit of this goal has led to the adoption of agile software development methodologies. While other agile methodologies provide guidelines as to the software engineering (SE) practices to be used during the development lifecycle, Scrum does not. The purpose of this study is twofold: first, to identify the usage and level of importance of software engineering practices in the Scrum development environment; and second, to investigate how Scrum teams adopt an appropriate set of SE techniques and whether a hybrid Scrum/Extreme Programming (XP) methodology is an appropriate approach to take. This research was conducted by examining sample data from five organizations using the Scrum methodology. The sample included a range of industries including communications and embedded systems, financial asset management, software development houses and consulting firms in South Africa. The study employed a mixed method approach. A key finding was that, regardless of the fact that Scrum does not explicitly recommend engineering practices, there was extensive use of these practices by all of the participating organizations. The study also found that the lack of software engineering practices in Scrum does not constitute a barrier to a successful adoption of Scrum, provided the 'inspect and adapt' principle inherent in Scrum is properly followed. The study discusses the findings, explains the implications and suggests future research.
AGILE LEADERSHIP OF MANAGING INNOVATION PROJECTS Bushuyeva, Nataliya; Bushuiev, Denis; Bushuieva, Victoria
Sučasnij stan naukovih doslìdženʹ ta tehnologìj v promislovostì (Online),
12/2019
4 (10)
Journal Article
Recenzirano
Odprti dostop
The subject of the article is development of project, programs and project portfolios management systems with drivers of innovation is considered. Substantial changes in the environment require ...further research into the effectiveness of the application of existing agile methodologies, knowledge systems and competencies of project managers and their leadership. The foundations of environmental change lie in changing the decision-making paradigm in innovation project and programs management. The goal is to explore modern approaches to leadership formation when applying agile methodologies of its specificity from the point of view of decision-making processes in project management. The problems of leadership creation and development in the application of agile project management methodologies for the implementation of information and communication systems are considered. The results of studies were conducted on the basis of a competency-based approach modelled by the International Project Management Association. The content model of competency of the leader applying agile management is presented. Conclusion: The Agile leadership and leadership behaviour patterns are formed in a project management behavioural competency system based on agile technology methods and tools. These competencies included: Self-reflection and self-management, Personal integrity and reliability, Personal communication, Relationships and interaction, Leadership, Teamwork, Conflicts and crises, Inventiveness, Reconciliation, and Orientation to results. The patterns of project managers' behaviour as agile leaders in project product creation and agile project management are explored. The differences in the behaviour patterns of leaders and agile leaders were examined by behavioural competencies within the identified key competency indicators. Such patterns allowed the authors to identify bottlenecks in the application of agile project management methodologies in the context of the development of innovative products of innovation systems.
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