Figure 5 - uploaded by Pawel Paterek
Content may be subject to copyright.
Source publication
The objective of the paper is to present knowledge management aspects of an Agile transformation as an organizational change resultant from introduction of a new Agile project management methodology in the context of the organizational learning theory. The research study was concentrated on Information Technology (IT) & Information and Communicatio...
Contexts in source publication
Context 1
... knowledge management aspect of the Agile transformation process is the primary focus of this paper and it will be discussed further in more detail. The essential long-term goals of an Agile transformation process revealed in the presented research study are: reduction of the time-to-market, a higher overall project efficiency and productivity, a growing predictability of customer deliveries and increasing transparency of project planning ( Figure 5). Creating knowledge repository and developing learning organizational culture were identified as important intermediate knowledge management goals of an Agile transformation process ( Figure 5). ...
Context 2
... essential long-term goals of an Agile transformation process revealed in the presented research study are: reduction of the time-to-market, a higher overall project efficiency and productivity, a growing predictability of customer deliveries and increasing transparency of project planning ( Figure 5). Creating knowledge repository and developing learning organizational culture were identified as important intermediate knowledge management goals of an Agile transformation process ( Figure 5). The learning organizational culture was antecedent of effective knowledge management and successful Agile transformation process. ...
Context 3
... occurred in 53% of the interpreted case studies -6th out of 14, all identified non-supporting factors. The learning organizational culture ( Figure 5) can serve as a facilitator as well as become a serious obstacle or the root cause of an unsuccessful Agile deployment. When comparing results of research analysing the organizational culture as a supporting factor (5%) and as a non-supporting factor (19%), the research identified a significant challenge in developing it as it should be appropriate. ...
Context 4
... 7 presents weighted research results for actions that need to be taken or actions recommended in an Agile transformation process from the knowledge management perspective. Appropriate training (14%) and increased learning (13%) activity showed major demands in terms of knowledge management support and these results were fully complementary with the previous results for long-term goals ( Figure 5) as well as deployment facilitators (Figure 6). Very important knowledge repositories were: pilot deployment solution and customer's feedback, e.g. ...
Context 5
... empirical research results presented in the paper as well as in the literature research review confirmed that an effective knowledge management is the key predecessor and facilitator of an Agile transformation process. Issues, challenges and facilitators presented in author's research study ( Figure 5-7) revealed a couple of knowledge management aspects which need to be addressed, including: a learning organizational culture, training and workshops, coaching and mentoring, Agile coaches and experts, community of practice, change agents and supporting teams. Similar aspects were also raised by other research studies in the context of a successful Agile transformation deployment (Laanti et al., 2011;Cegarra-Navarro et al., 2016;Dikert et al., 2016;Gregory et al., 2016). ...
Citations
... In general, it is common to mention the ability to adapt in order to make the organization sustainable over time. Beyond adaptability, other objectives and benefits of Agile Transformation are mentioned, such as continuous learning and customer-driven and value-driven [23]; improvements in organizational performance with respect to business management [18]; continuous growth [24]; or generating competitive advantages [17]. As can be seen, all of them can be interpreted as objectives with an impact that goes beyond the technical areas related to software development, which is in line with our first hypothesis. ...
... • Adaptability (10 most important). The most frequently valued characteristic, and as well as one of the most frequently mentioned in the literature [24] as example of academic paper, and [10] from practitioners. It is the ability to detect and even anticipate changes in the context and environment of the organization, and from there to apply mechanisms to generate adaptations, if possible, quickly, to respond to these changes and help to improve the organization's resilience. ...
Agile Transformations are challenging processes for organizations that look to extend the benefits of Agile philosophy and methods beyond software engineering. Despite the impact of these transformations on organizations, they have not been extensively studied in academia. We conducted a study grounded in workshops and interviews with 99 participants from 30 organizations, including organizations undergoing transformations (“final organizations”) and companies supporting these processes (“consultants”). The study aims to understand the motivations, objectives, and factors driving and challenging these transformations. Over 700 responses were collected to the question and categorized into 32 objectives. The findings show that organizations primarily aim to achieve customer centricity and adaptability, both with 8% of the mentions. Other primary important objectives, with above 4% of mentions, include alignment of goals, lean delivery, sustainable processes, and a flatter, more team-based organizational structure. We also detect discrepancies in perspectives between the objectives identified by the two kinds of organizations and the existing agile literature and models. This misalignment highlights the need for practitioners to understand with the practical realities the organizations face.
... From the results of research conducted by (Paterek, 2017) As shown by the results of the research, the change in project management methodology significantly impacted the project organization as a whole. PT HUTAMA KARYA has implemented knowledge management with the aim of sharing knowledge and knowledge transfer, a forum to discuss innovations related to the field of expertise, a forum to develop recommendations for improving certain methods and increasing insight and competenc. ...
The background of this research shows that the EPC Division at PT HUTAMA KARYA has relatively low performance when compared to other divisions in the company. One approach to overcome this performance problem is to apply the concept of Knowledge Management as a whole. By accelerating Agile transformation with the hope of having a positive impact on the performance of the EPC Division. This research uses mixed methods, combining surveys to all employees of the EPC Division of PT HUTAMA KARYA as well as conducting structured interviews with senior leadership representatives. A data triangulation approach was taken to integrate the analysis results from both sources, both quantitative and qualitative data. The results showed that the implementation of knowledge management in the EPC Division of PT HUTAMA KARYA is currently not optimal, so it needs development in several important aspects.
... This is a promising approach in favor of higher psychological well-being (Huck-Fries et al., 2019). Numerous organizations adopt agile methods in their project routine (Paterek, 2017); therefore, a closer examination of their influence on project employees' psychological well-being might be of significant interest. ...
... Our findings provide important implications for organizational development, human resources, and the overall management of organizations. More organizations are implementing agile methods in their project routine (Paterek, 2017), not only in software development, but also in other business industries (Conforto et al., 2014). Through our results, organizations might better understand how and why agile project management affects project employees' emotional exhaustion. ...
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.
... Second, past research highlights that organizations generally lack effective knowledge needed to scale agility (Paterek 2017). Indeed, there has been reports of organizations using only the SAFe framework having difficulties in applying the framework due to a lack of guidance for its customized implementation (Turetken et al. 2017). ...
Driven by environmental uncertainty, many organizations today attempt to achieve agility at scale. However, given the variety and complexity of these efforts, there is currently a limited understanding in terms of their most relevant configurations, especially over the process of change. Based on an iterative taxonomy development approach grounded in design science, we present a taxonomy to structure, configure, and update scaling agility. The resulting multi-dimensional classification system offers an integrative view on elements only selectively considered in prior research. While offering a conceptual anchor for further research, we also provide specific configurations covering three different stages of scaling agility.
... Regarding agile settings, most of the studies address training from the viewpoint of the agile transformation process (from predictive approaches to adaptative approaches) and the key role played by training in achieving this transition [29][30] [31] [32]. In this regard literature also focuses on the adoption of specific Agile frameworks, for example [33] [34]. ...
... We should conclude by highlighting that the importance of generating and maintaining continuous learning in agile organizations [8] [45] contrasts with the dearth of publications that specifically address this topic. This should lead the community to reflect on the need to share its experiences regarding this important process as is usual practice in other agile development contexts [31]. ...
The software industry is a dynamic and ever‐changing environment where knowledge dissemination and ongoing learning is an open challenge, especially in agile organizations where continuous learning is essential. Organizational training covers the set of activities that drive this learning process and is one of the process areas of process improvement models like CMMI. In this paper, we discuss how the organizational training activity has been carried out at agile organizations under the lens of CMMI V2.0. In other words, we use the CMMI‐DEV V2.0 Organizational Training practices to provide an overview of how agile organizations plan, perform, and assess their training activities as part of their continuous learning process. Existing literature primarily discusses the techniques used to train and retrain employees. However, there is little evidence on how to plan training, how to assure alignment with the organization's strategic and tactical goals, and how to evaluate the effectiveness of training, which are very important challenges in the organizational training process. The paper concludes by presenting eight valuable insights identified by this research and matching them up with the CMMI‐DEV V2.0 Organizational Training practices. Existing literature primarily discusses the techniques used to train and retrain employees, but there is little evidence on how to plan training, how to assure alignment with the organization's strategic and tactical goals, how to keep records, and how to evaluate the effectiveness of training. Based on the literature, it is not clear that agile organizations are aligned with CMMI‐DEV Organizational Training practices; there is a gap to fill in this regard. The paper provides some key pointers to address this gap organically in agile setting.
... Because the cost of agile transformation in terms of money, resources, disturbing work routines, and development quality can be enormous, it's critical to address KM issues head-on to reduce the chance of a failed transfer. Organizational learning culture, continuous learning process, information repositories, training sessions and workshops, the community of practice, and management assistance in terms of coaching and mentoring are a few crucial KM parts of the transformation [19]. ...
... The agile transformation deployment process is a complicated, evolutionary, and long-term method of introducing changes in order to increase organizational agility and, as a result, gain a powerful instrument to outperform competitors in a dynamic and unpredictable marketplace [19]. The adoption of agile PM could be a catalyst for overall company development, which is defined as an organizational learning process that propels businesses to a stronger position in a competitive business environment. ...
Software development organizations, which are adapting to agile processes face several challenges regarding knowledge management in organizational as well as cultural aspects. This study aims to analyze the organization's need for transformation to agile project management and the challenges they encounter. The goal of this paper is to propose a process framework with suggested practices that can be introduced to cultivate agile approaches.
... One of the main features of the 21st century is change. Globalization of markets, technical and technological developments, rapid growth of access to technology as well as changes in the characteristics, expectations and job skills of human resources, changes in the payroll system, increasing competition in the business world, environmental changes, increasing Organizational social responsibility, resource constraints, increasing customer expectations and changes in their demands indicate fundamental changes in the current century (Paterek, 2017). Such instability in the present age has profound effects on organizations. ...
... Den Anforderungen zu sichtbarem Geschäftserfolg mit Aussicht auf höheren Profit, Nachhaltigkeit, verringerten Risiken, Prognosesicherheit, Geschwindigkeit etc. [5], [13] folgen weiterführende Überlegungen, was alles agil werden muss, um als Unternehmen agil zu sein [56]. Dies erfordert in den betroffenen Bereichen Wissen und Fähigkeiten im Bereich Technologie, Methodik, Social Skills, die auf unterschiedliche Rollen verteilt werden sollen [23], [30], [40], [42], [55], [54], [70]. ...
... Dikert et al. [15] ordnet 29 Erfolgsfaktoren in 11 Kategorien ein. Weitere Ansätze kann man in [51], [50], [60], [54] und in vielen weiteren Quellen finden, die in [31] untersucht wurden. ...
... Vgl. [5], [10], [15], [21], [28], [32], [54], [55], [56], [68], [69], [70]. ...
Agile Vorgehensweisen haben sich in der Praxis, vor allem im Projektumfeld etabliert. Um die Vorteile der Agilität bezüglich Überlebensfähigkeit, Flexibilität, Innovationsfähigkeit oder Geschwindig-keit auch in die Organisation zu tragen, durchlaufen Unternehmen eine agile Transformation. Trotz einiger Erfolge existieren offensichtlich Hürden, woran Transformationen scheitern. Diese Arbeit untersucht mittels aktueller Literatur und durch eine Datenerhebung anhand von Interviews in einem praktischen Fall die Probleme der agilen Transformation. Es werden insbesondere die Faktoren des Scheiterns einer Transformation herausgearbeitet und es wird ein Ansatz entwickelt, der zur Früherkennung fehlerhafter Durchfüh-rungen dienen soll.
... An agile coach's job is to help introduce and guide one or more teams in how to use agile methodologies such as Scrum and Kanban. One of the tasks of an agile coach is to facilitate and support the organization during their agile transformation [49,50]. The coaches work on changing the mentality of managers [18]. ...
... Select a pilot project 2 [16,51] Develop and Train the Teams. The primary role or duty of an agile coach, is building teams by providing realistic support during implementation of agile processes [50], leading the team toward self-organization [23]. Also, to help the team explore their potential and to foster self-organization, they teach techniques such as Open Space and Brainwriting [54]. ...
... Furthermore, they should have a range of traits supporting these skills such as positivity, persistence and patience [17,40]. [14,17,18,40,43,54,57] Project management skills 4 [17,37,40,51] Expertise in agile methods and practices 4 [40,50,55,57] Technical skills 3 [24,40,46] Other 2 [18,24] Second, an agile coach must have some project management skills to achieve goals and meet success criteria at specified times such as skills in change management [40], expertise to facilitate identification and management of risks in the system [37], knowledge management skills [51] and the ability to help teams make more realistic estimates [17]. ...
There has been a recent increase in the use of agile coaches in organizations. Although the use of the job title is popular, empirical knowledge about the tasks, responsibilities and skills of an agile coach is lacking. In this paper, we present a systematic literature review on agile coaching and the role of the agile coach. The initial search resulted in a total of 209 studies identified on the topic. Based on our inclusion and exclusion criteria, a total of 67 studies were selected as primary studies. Our findings suggest that agile coaching facilitates the adoption and sustainability of agile methods and deals with agile adoption challenges. Agile coaches help in training and developing software development teams and all the stakeholders involved in the agile adoption process. The primary skills of an agile coach identified herein are leadership qualities, project management skills, technical skills, and expertise in agile methods. Based on the findings, it can be argued that agile coaches play a significant role in addressing challenges in an agile transformation such as resistance to change. Coaches focus on removing barriers to team autonomy in agile teams and making agile meetings more valuable.
... An agile coach's job is to help introduce and guide one or more teams in how to use agile methodologies such as Scrum and Kanban. One of the tasks of an agile coach is to facilitate and support the organization during their agile transformation [49,50]. The coaches work on changing the mentality of managers [18]. ...
... Select a pilot project 2 [16,51] Develop and train the teams. The primary role or duty of an agile coach, is building teams by providing realistic support during implementation of agile processes [50], leading the team toward self-organization [23]. Also, to help the team explore their potential and to foster self-organization, they teach techniques such as Open Space and Brainwriting [54]. ...
... Furthermore, they should have a range of traits supporting these skills such as positivity, persistence and patience [17,40]. [57,40,50,55] Technical skills 3 [40,46,24] Other 2 [18,24] Second, an agile coach must have some project management skills to achieve goals and meet success criteria at specified times such as skills in change management [40], expertise to facilitate identification and management of risks in the system [37], knowledge management skills [51] and the ability to help teams make more realistic estimates [17]. ...
There has been a recent increase in the use of agile coaches in organizations. Although the use of the job title is popular, empirical knowledge about the tasks, responsibilities and skills of an agile coach is lacking. In this paper, we present a systematic literature review on agile coaching and the role of the agile coach. The initial search resulted in a total of 209 studies identified on the topic. Based on our inclusion and exclusion criteria, a total of 67 studies were selected as primary studies. Our findings suggest that agile coaching facilitates the adoption and sustainability of agile methods and deals with agile adoption challenges. Agile coaches help in training and developing software development teams and all the stakeholders involved in the agile adoption process. The primary skills of an agile coach identified herein are leadership qualities, project management skills, technical skills, and expertise in agile methods. Based on the findings, it can be argued that agile coaches play a significant role in addressing challenges in an agile transformation such as resistance to change. Coaches focus on removing barriers to team autonomy in agile teams and making agile meetings more valuable.
