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Agile Transformation in Large Organisations - A Framework for Project Management Setup.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Agile Transformation in Large Organisations - A Framework for Project Management Setup./
作者:	Schneider, Christian.
面頁冊數:	1 online resource (169 pages)
附註:	Source: Dissertations Abstracts International, Volume: 84-10, Section: A.
Contained By:	Dissertations Abstracts International84-10A.
標題:	Innovations. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=30373455click for full text (PQDT)
ISBN:	9798377691082

Agile Transformation in Large Organisations - A Framework for Project Management Setup.
Schneider, Christian.

Agile Transformation in Large Organisations - A Framework for Project Management Setup. - 1 online resource (169 pages)

Source: Dissertations Abstracts International, Volume: 84-10, Section: A.

Thesis (D.B.A.)--University of South Wales (United Kingdom), 2023.

Includes bibliographical references

MotivationMany hierarchically organised companies are facing the challenge to transform their working model from a sequential project management approach to an iterative, agile project management approach, to be able to react flexible on changing requirements in a VUCA world.FocusThis dissertation focusses on agile transformation in large organisations and aims at the creation of a framework for project management setup which covers relevant critical success factors for project management and explains the transformation process from sequential to agile project management.ApproachCritical success factors, identified in an extended literature review, were used to design a case. Key element of this case is the description of a complex IT project that could be conducted in a sequential, agile or hybrid manner. Semi-structured in-depth interviews were used to analyse, how experienced project managers in large organisations would approach such a project. Data was collected by interviewing ten people, and data was analysed using means of thematic analysis.ResultsAs a result, success factors and their interdependencies could be identified, and served as basis to develop a new decision support framework, the 'PSIL framework'. The key success factors which have been identified during data analysis, were clustered into the four categories 'project characteristics', 'project manager and team members', 'organisational structure and processes', and 'external factors', and served as criteria for the vertical axis. For the evaluation of these success factors regarding their characteristics in sequential and iterative models, a result of research was that a further differentiation became necessary. Therefore, the four different approaches 'pure sequential', 'sequential light', 'pure iterative', and 'iterative light' have been identified. As a basis for the PSIL framework, 18 decision support matrices (Tables 5 - 22) with interdependencies were developed to best support large enterprises to perform a successful agile transformation.PracticeFrom the practical perspective, this framework can be used by large organisations as a powerful tool. With this, they are supported in the application of sequential and iterative project management methods in hierarchically structured organisations by creating the best suitable agile working model, based on the given frame parameters.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2023

Mode of access: World Wide Web

ISBN: 9798377691082Subjects--Topical Terms:

754112
Innovations.
Index Terms--Genre/Form:

542853
Electronic books.

Agile Transformation in Large Organisations - A Framework for Project Management Setup.
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520 $a MotivationMany hierarchically organised companies are facing the challenge to transform their working model from a sequential project management approach to an iterative, agile project management approach, to be able to react flexible on changing requirements in a VUCA world.FocusThis dissertation focusses on agile transformation in large organisations and aims at the creation of a framework for project management setup which covers relevant critical success factors for project management and explains the transformation process from sequential to agile project management.ApproachCritical success factors, identified in an extended literature review, were used to design a case. Key element of this case is the description of a complex IT project that could be conducted in a sequential, agile or hybrid manner. Semi-structured in-depth interviews were used to analyse, how experienced project managers in large organisations would approach such a project. Data was collected by interviewing ten people, and data was analysed using means of thematic analysis.ResultsAs a result, success factors and their interdependencies could be identified, and served as basis to develop a new decision support framework, the 'PSIL framework'. The key success factors which have been identified during data analysis, were clustered into the four categories 'project characteristics', 'project manager and team members', 'organisational structure and processes', and 'external factors', and served as criteria for the vertical axis. For the evaluation of these success factors regarding their characteristics in sequential and iterative models, a result of research was that a further differentiation became necessary. Therefore, the four different approaches 'pure sequential', 'sequential light', 'pure iterative', and 'iterative light' have been identified. As a basis for the PSIL framework, 18 decision support matrices (Tables 5 - 22) with interdependencies were developed to best support large enterprises to perform a successful agile transformation.PracticeFrom the practical perspective, this framework can be used by large organisations as a powerful tool. With this, they are supported in the application of sequential and iterative project management methods in hierarchically structured organisations by creating the best suitable agile working model, based on the given frame parameters.
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