The article reviews the core drivers of Agile transformation within modern organizations that use predictive project management approaches. The purpose of the research is to identify and outline key factors that stimulate enterprises to transition from predictive management methods to the Agile concept of working. In that regard, the article suggests four principal drivers of agile transformation – market volatility, delayed value realization, limited capability to validate business assumptions, and people-related organizational factors related to employee engagement. The obtained results provide an extended theoretical understanding of the transformational drivers that exist within the waterfall paradigm and lead to the integration of Agile approaches into daily work, which may serve as a conceptual foundation for further development in the agile transformation domain, reflecting core business motivators to perform agile transition in general.
In the rapidly evolving Information Technology (IT) sector, the adoption of agile project management methodologies has become imperative for navigating complexities and ensuring efficient project delivery. This empirical investigation characterizes the integration of Agile paradigms within the Nigerian IT project lands...
Ruchika Sinha· International Journal of Ada...· 1 citation
This article examines the evolution of project management approaches from classical to agile, to modern hybrid approaches, as well as their synthesis. The results of a comparative analysis of classical and agile project management methodologies, such as Waterfall, Agile, Scrum, and Kanban, are presented, highlighting t...
Sapiyat Kh. Bidzhieva, L. Elkanova, Sh.R. CHomaev et al.· ACCOUNTING AND CONTROL· 0 citations
Improvements in Agile and Hybrid Agile project management hold immense potential, promising significant cost savings. These methodologies place the customer at the center of the software development process, providing valuable business insights and offering feedback, validation, and guidance. This continuous interact...
Jorge Sousa, Etiënne Rouwette, J. Bloemer et al.· System Dynamics Review· 0 citations
This study explores how agile and non-agile mindsets share tacit knowledge and how this sharing influences the development of agile organizations. The sample, consisting of 1871 knowledge workers, was analyzed using structural equation modeling (SEM). Results show that employees with an agile mindset share tacit knowle...
W. Kucharska, Jari Jussila, Maciej Kucharski· European Conference on Knowl...· 0 citations
It was identified that the industry tends to follow a hybrid Agile-DevOps practice with more emphasis on automation, continuous integration and collaboration to achieve quick and competitive software environments.
Raman Kumar· Journal of Global Research i...· 0 citations
Today's organizations operate in a business environment widely described as VUCA (volatile, uncertain, complex, and ambiguous) driven by post-pandemic recovery, geopolitical instability, and rapid technological change. Within this context, agile talent management (ATM) has emerged as a promising but still underdevelope...
Nura’fifah Surat Min, Siti Sarah Omar, M. Ridwan· International journal of res...· 0 citations
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