The motivation for this research project is twofold. First, the curiosity of learning and getting the knowledge about why more and more companies are moving towards becoming agile and secondly, how the agile practices and Manifestos can be aligned and implemented with the company objectives with effectiveness.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This comprehensive presentation contains 30 common frameworks, models and tools for strategic planning.
A detailed summary is provided for each strategy framework, model or tool.
The frameworks in this deck span across the key domains of strategic planning. They include stakeholder analysis, internal analysis, environmental analysis, industry analysis, market analysis, competitive analysis, strategy development and strategy implementation.
INCLUDED FRAMEWORKS, MODELS & TOOLS:
1. Power/Interest Grid
2. VRIO Framework
3. Porter's Value Chain
4. PESTEL Analysis
5. BCG Growth/Share Matrix
6. GE-McKinsey Matrix
7. Porter's Five Forces
8. Industry Life Cycle Model
9. Competitive Profile Matrix
10. SWOT Analysis
11. Porter's Generic Strategies
12. Value Disciplines Model
13. Ansoff Matrix
14. BCG Strategy Palette
15. Blue Ocean Strategy
16. Greiner's Growth Model
17. McKinsey's Three Horizons of Growth
18. Disruptive Innovation (Christensen)
19. Value Proposition Canvas
20. Business Model Canvas
21. Core Competencies Model (Hamel & Prahalad)
22. Risk Management Process
23. Probability-Impact Matrix
24. Big Hairy Audacious Goal (BHAG)
25. Vision, Mission & Values
26. SMART Objectives
27. Hoshin Planning
28. Balanced Scorecard
29. McKinsey's 7-S Framework
30. Kotter's 8-Step Process for Leading Change
These frameworks and templates are used in many strategy consulting firms. With this comprehensive document in your back pocket, you can find a way to address just about any strategic planning challenge that can arise in your organization.
The level of detail varies by framework, depending on the nature of the model or tool. Examples and templates are provided.
Complete Business Frameworks Toolkit - Strategy, Marketing, Operations, Consu...Flevy.com Best Practices
Download this primer now from slideshare.
Full version here:
https://flevy.com/browse/business-document/complete-consulting-frameworks-toolkit-644
This is a very comprehensive document with over 350+ slides--covering 51 common management consulting frameworks and methodologies (listed below in alphabetical order). A detailed summary is provided for each business framework. The frameworks in this deck span across Corporate Strategy, Sales, Marketing, Operations, Organization, Change Management, and Finance.
These frameworks and templates are the same used by top tier consulting firms. With this comprehensive document in your back pocket, you can find a way to address just about any problem that can arise in your organization.
The level of detail varies by framework, depending on the nature of the management model. Examples, templates, and case studies are provided.
FULL LIST OF MANAGEMENT CONSULTING FRAMEWORKS & METHODOLOGIES:
1. ABC Analysis
2. Adoption Cycle ( Consumer Adoption Curve)
3. Ansoff Market Strategies
4. Balanced Scorecard
5. BCG Growth-Share Matrix
6. Benchmarking
7. Blue Ocean Strategy
8. Break-even Analysis
9. Business Unit Profitability
10. Economics of Scale
11. Environmental Analysis
12. Experience Curve
13. Cluster Analysis
14. Company & Competitor Analysis
15. Consumer Decision Journey ( McKinsey Consumer Decision Journey)
16. Core Competence Analysis
17. Cost Structure Analysis
18. Customer Experience
19. Customer Satisfaction Analysis
20. Customer Value Proposition
21. Fiaccabrino Selection Process
22. Financial Ratios Analysis
23. Gap Analysis
24. Industry Attractiveness & Business Strength Assessment
25. Key Purchase Criteria
26. Key Success Factors (KSF)
27. Market Sizing & Share
28. McKinsey 7-S
29. Net Present Value
30. PEST Analysis
31. Porter Competition Strategies
32. Porter's Five Forces
33. Portfolio Strategies
34. Price Elasticity
35. Product Life Cycle
36. Product Substitution
37. Relative Cost Positioning
38. Rogers' Five Factors
39. Scenario Techniques
40. Scoring Models
41. Segment Attractiveness
42. Segmentation & Targeting
43. Six Thinking Hats
44. Stakeholder Analysis
45. Strengths & Weaknesses Analysis
46. Structure-Conduct-Performance (SCP)
47. SWOT Analysis
48. SWOT Strategies
49. Treacy / Wiersema Market Positioning
50. Value Chain Analysis
51. Venkat Matrix
Strategic Planning Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Strategic Planning Toolkit was created by ex-McKinsey, Deloitte and BCG Strategy Consultants, after more than 2,000 hours of work. It is considered the world's best & most comprehensive Strategic Planning Toolkit. It includes all the Frameworks, Analysis Tools & Document Templates required to improve your Strategic Planning capability, and become the subject matter expert of your organization. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Tech Adoption and Strategy for Innovation & Growthaccenture
Accenture presents the benefits of investing in technology at scale by discussing the importance of tech adoption and strategy through case studies. View more.
Management consultant toolkit in Powerpoint & Excel created by ex-Deloitte & McKinsey Consultants. Huge time saver.
Download the toolkit at www.slidebooks.com
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This comprehensive presentation contains 30 common frameworks, models and tools for strategic planning.
A detailed summary is provided for each strategy framework, model or tool.
The frameworks in this deck span across the key domains of strategic planning. They include stakeholder analysis, internal analysis, environmental analysis, industry analysis, market analysis, competitive analysis, strategy development and strategy implementation.
INCLUDED FRAMEWORKS, MODELS & TOOLS:
1. Power/Interest Grid
2. VRIO Framework
3. Porter's Value Chain
4. PESTEL Analysis
5. BCG Growth/Share Matrix
6. GE-McKinsey Matrix
7. Porter's Five Forces
8. Industry Life Cycle Model
9. Competitive Profile Matrix
10. SWOT Analysis
11. Porter's Generic Strategies
12. Value Disciplines Model
13. Ansoff Matrix
14. BCG Strategy Palette
15. Blue Ocean Strategy
16. Greiner's Growth Model
17. McKinsey's Three Horizons of Growth
18. Disruptive Innovation (Christensen)
19. Value Proposition Canvas
20. Business Model Canvas
21. Core Competencies Model (Hamel & Prahalad)
22. Risk Management Process
23. Probability-Impact Matrix
24. Big Hairy Audacious Goal (BHAG)
25. Vision, Mission & Values
26. SMART Objectives
27. Hoshin Planning
28. Balanced Scorecard
29. McKinsey's 7-S Framework
30. Kotter's 8-Step Process for Leading Change
These frameworks and templates are used in many strategy consulting firms. With this comprehensive document in your back pocket, you can find a way to address just about any strategic planning challenge that can arise in your organization.
The level of detail varies by framework, depending on the nature of the model or tool. Examples and templates are provided.
Complete Business Frameworks Toolkit - Strategy, Marketing, Operations, Consu...Flevy.com Best Practices
Download this primer now from slideshare.
Full version here:
https://flevy.com/browse/business-document/complete-consulting-frameworks-toolkit-644
This is a very comprehensive document with over 350+ slides--covering 51 common management consulting frameworks and methodologies (listed below in alphabetical order). A detailed summary is provided for each business framework. The frameworks in this deck span across Corporate Strategy, Sales, Marketing, Operations, Organization, Change Management, and Finance.
These frameworks and templates are the same used by top tier consulting firms. With this comprehensive document in your back pocket, you can find a way to address just about any problem that can arise in your organization.
The level of detail varies by framework, depending on the nature of the management model. Examples, templates, and case studies are provided.
FULL LIST OF MANAGEMENT CONSULTING FRAMEWORKS & METHODOLOGIES:
1. ABC Analysis
2. Adoption Cycle ( Consumer Adoption Curve)
3. Ansoff Market Strategies
4. Balanced Scorecard
5. BCG Growth-Share Matrix
6. Benchmarking
7. Blue Ocean Strategy
8. Break-even Analysis
9. Business Unit Profitability
10. Economics of Scale
11. Environmental Analysis
12. Experience Curve
13. Cluster Analysis
14. Company & Competitor Analysis
15. Consumer Decision Journey ( McKinsey Consumer Decision Journey)
16. Core Competence Analysis
17. Cost Structure Analysis
18. Customer Experience
19. Customer Satisfaction Analysis
20. Customer Value Proposition
21. Fiaccabrino Selection Process
22. Financial Ratios Analysis
23. Gap Analysis
24. Industry Attractiveness & Business Strength Assessment
25. Key Purchase Criteria
26. Key Success Factors (KSF)
27. Market Sizing & Share
28. McKinsey 7-S
29. Net Present Value
30. PEST Analysis
31. Porter Competition Strategies
32. Porter's Five Forces
33. Portfolio Strategies
34. Price Elasticity
35. Product Life Cycle
36. Product Substitution
37. Relative Cost Positioning
38. Rogers' Five Factors
39. Scenario Techniques
40. Scoring Models
41. Segment Attractiveness
42. Segmentation & Targeting
43. Six Thinking Hats
44. Stakeholder Analysis
45. Strengths & Weaknesses Analysis
46. Structure-Conduct-Performance (SCP)
47. SWOT Analysis
48. SWOT Strategies
49. Treacy / Wiersema Market Positioning
50. Value Chain Analysis
51. Venkat Matrix
Strategic Planning Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Strategic Planning Toolkit was created by ex-McKinsey, Deloitte and BCG Strategy Consultants, after more than 2,000 hours of work. It is considered the world's best & most comprehensive Strategic Planning Toolkit. It includes all the Frameworks, Analysis Tools & Document Templates required to improve your Strategic Planning capability, and become the subject matter expert of your organization. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
Tech Adoption and Strategy for Innovation & Growthaccenture
Accenture presents the benefits of investing in technology at scale by discussing the importance of tech adoption and strategy through case studies. View more.
Management consultant toolkit in Powerpoint & Excel created by ex-Deloitte & McKinsey Consultants. Huge time saver.
Download the toolkit at www.slidebooks.com
Is your organisation maximising its innovation capabilities? Do you know which areas to improve? An innovation audit can help identify ways to improve your capabilities.
Business Plan and Entrepreneurship Toolkit - Framework, Best Practices and Te...Aurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte and BCG Consultants and Entrepreneurs, after more than 2,000 hours of work. It is considered the world's best & most comprehensive Entrepreneurship Toolkit. It includes all the Frameworks, Tools & Templates required to build, run and scale your own Business and excel as an Entrepreneur. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
How to set up an artificial intelligence center of excellence in your organiz...Yogesh Malik
Setting up a COE ( Center of Excellence ) for AI ( Artificial Intelligence ) could be a daunting task. Lack of skills and quality data sets could hold you back. But still you should not wait any longer and start with what you have, build skills by training people, and move ahead in gettering executive approval for building an artificial intelligence center of excellence
Data science is one of the hottest and fastest-growing fields in companies around the world. But it remains a highly male-dominated field, with women making up as few as 15% of data science professionals globally. This gender imbalance is a
significant threat to sustainable growth and to unbiased, safe AI
Responses to a BCG global survey of over 9,000 current and former students across ten countries make it clear that a
significant share of the problem lies with the companies themselves.
Presentation based on Harvard Business Review article: "What is Disruptive Innovation?", by Clayton M. Cristensen, Michael E. Raynor, and Rory McDonald – December, 2015 issue.
The theory of disruptive Innovation was introduced in the article: "Disruptive Technologies: Catching the Wave", by Joseph L. Bower and Clayton M. Christensen from the HBR january–february 1995 issue.
Strategy success is measured by its execution. In spite of the importance of strategy there are too many factors that are barriers to success. This presentation is focus on structural, organizational and personal factors that can impact the success of strategy implementation
Strategic Management is the core course in MBA according to HEC recommended syllabus in Minhaj University, Lahore. and other HEC recognized Universities.
Running head PROJECT MANAGEMENT BY USING AGILE METHODOLOGY 1PR.docxtodd581
Running head: PROJECT MANAGEMENT BY USING AGILE METHODOLOGY 1
PROJECT MANAGEMENT BY USING AGILE METHODOLOGY 27
Project Management by Using Agile Methodology
Name: Soumitra Girish Shilotri
Institution: Harrisburg University of Science and Technology
Project Management by Using Agile MethodologyAbstract
In project managements and especially, the management of software projects, there have been a change from the traditional project planning to agile project planning. Agile project management for a while has been viewed as new transformations that will help in revolutionizing the software industry.
It is evident that agile project management is arising as an emerging way for development software projects. The idea of agile is something that has been existence for some decades, and even though information and utilization are improving, agile project management is not the automatic remedy. Comprehending the right time to utilize agile and the type of success factor to consider, it is significant to accomplish goals and objectives.
Agile project management is perceived as a modern and new methodology that keeps rising. It advocates that the application of agile practices that is not adequate. Indeed, to effectively and efficiently start a new business enterprise, projects or products, there is need to strengthen emphasis on the customers. Even if the word agile had been existence for some years, a new agile methodology is still in the process of formation with the urge of doing agile even to higher level.
The main aim of this particular research paper is to change the mindset of project managers for using agile methodologies for projects in FDA regulated industries. More specifically, there is a need for checking the agile practices that are essential for the project to be success. In essence, to figure this out, there is a case of considering some previous researches about the agile projects.
This research paper continues to explore how agile development method, prevalent in several industries and currently recognized as the standard guideline by the FDA industries. It addresses shortcomings in the waterfall development and how it can be used for the sake of meeting the safety, reliability, and regulation demands of the medical devices and diagnostic industries.
Key Words
Agile practices, project management, FDA industries, Kanban, Scrum, Project Management Life Cycle, agile methodologies.
Table of Contents
Abstract2
Key Words3
Introduction5
Problem Statement and Justification6
Problem Statement6
Research Questions7
Justification7
Hypothesis9
Literature Review10
Incorporation of Agile Methodology in FDA Regulated Industry24
Conclusion and Summary28
References31
Introduction
The theme of the research paper is about changing the mindset of project managers for applying agile project management for projects in FDA regulated industries. The emphasis lies on the agile methodologies and agile practices. Intrins.
Is your organisation maximising its innovation capabilities? Do you know which areas to improve? An innovation audit can help identify ways to improve your capabilities.
Business Plan and Entrepreneurship Toolkit - Framework, Best Practices and Te...Aurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte and BCG Consultants and Entrepreneurs, after more than 2,000 hours of work. It is considered the world's best & most comprehensive Entrepreneurship Toolkit. It includes all the Frameworks, Tools & Templates required to build, run and scale your own Business and excel as an Entrepreneur. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
How to set up an artificial intelligence center of excellence in your organiz...Yogesh Malik
Setting up a COE ( Center of Excellence ) for AI ( Artificial Intelligence ) could be a daunting task. Lack of skills and quality data sets could hold you back. But still you should not wait any longer and start with what you have, build skills by training people, and move ahead in gettering executive approval for building an artificial intelligence center of excellence
Data science is one of the hottest and fastest-growing fields in companies around the world. But it remains a highly male-dominated field, with women making up as few as 15% of data science professionals globally. This gender imbalance is a
significant threat to sustainable growth and to unbiased, safe AI
Responses to a BCG global survey of over 9,000 current and former students across ten countries make it clear that a
significant share of the problem lies with the companies themselves.
Presentation based on Harvard Business Review article: "What is Disruptive Innovation?", by Clayton M. Cristensen, Michael E. Raynor, and Rory McDonald – December, 2015 issue.
The theory of disruptive Innovation was introduced in the article: "Disruptive Technologies: Catching the Wave", by Joseph L. Bower and Clayton M. Christensen from the HBR january–february 1995 issue.
Strategy success is measured by its execution. In spite of the importance of strategy there are too many factors that are barriers to success. This presentation is focus on structural, organizational and personal factors that can impact the success of strategy implementation
Strategic Management is the core course in MBA according to HEC recommended syllabus in Minhaj University, Lahore. and other HEC recognized Universities.
Running head PROJECT MANAGEMENT BY USING AGILE METHODOLOGY 1PR.docxtodd581
Running head: PROJECT MANAGEMENT BY USING AGILE METHODOLOGY 1
PROJECT MANAGEMENT BY USING AGILE METHODOLOGY 27
Project Management by Using Agile Methodology
Name: Soumitra Girish Shilotri
Institution: Harrisburg University of Science and Technology
Project Management by Using Agile MethodologyAbstract
In project managements and especially, the management of software projects, there have been a change from the traditional project planning to agile project planning. Agile project management for a while has been viewed as new transformations that will help in revolutionizing the software industry.
It is evident that agile project management is arising as an emerging way for development software projects. The idea of agile is something that has been existence for some decades, and even though information and utilization are improving, agile project management is not the automatic remedy. Comprehending the right time to utilize agile and the type of success factor to consider, it is significant to accomplish goals and objectives.
Agile project management is perceived as a modern and new methodology that keeps rising. It advocates that the application of agile practices that is not adequate. Indeed, to effectively and efficiently start a new business enterprise, projects or products, there is need to strengthen emphasis on the customers. Even if the word agile had been existence for some years, a new agile methodology is still in the process of formation with the urge of doing agile even to higher level.
The main aim of this particular research paper is to change the mindset of project managers for using agile methodologies for projects in FDA regulated industries. More specifically, there is a need for checking the agile practices that are essential for the project to be success. In essence, to figure this out, there is a case of considering some previous researches about the agile projects.
This research paper continues to explore how agile development method, prevalent in several industries and currently recognized as the standard guideline by the FDA industries. It addresses shortcomings in the waterfall development and how it can be used for the sake of meeting the safety, reliability, and regulation demands of the medical devices and diagnostic industries.
Key Words
Agile practices, project management, FDA industries, Kanban, Scrum, Project Management Life Cycle, agile methodologies.
Table of Contents
Abstract2
Key Words3
Introduction5
Problem Statement and Justification6
Problem Statement6
Research Questions7
Justification7
Hypothesis9
Literature Review10
Incorporation of Agile Methodology in FDA Regulated Industry24
Conclusion and Summary28
References31
Introduction
The theme of the research paper is about changing the mindset of project managers for applying agile project management for projects in FDA regulated industries. The emphasis lies on the agile methodologies and agile practices. Intrins.
State of agile - How are companies increasing agilitySantiago Advisors
Changing external market conditions, sociocultural trends as well as novel technological capabilities and learnings from different domains all have contributed to the rise of “agility” to one of the most promoted management trends. Companies of all sizes and businesses have initiated Agile initiatives in various ways. But what are the concrete employed measures and what are the actual benefits that these initiatives generate? – Read the insights from interviews with many experts in different functional areas and industries on the current state of agile in our study that we performed together with the department for corporate development and organization of the University of Cologne.
This document is a piece of work dated 2009 outlining an analysis of the strategic activity within a major international organisation, more specifically Google. It includes an analysis of the advantages and disadvantages associated with using chaos integration perspectives.
QSO 680 Module One Journal Guidelines and Rubric Overvi.docxmakdul
QSO 680 Module One Journal Guidelines and Rubric
Overview: Journal activities in this course are private between you and the instructor. Review this tutorial for information on creating a Blackboard journal
entry.
The use of case study analysis gives you an opportunity to see project management in action. Case study analysis takes abstract methodologies and puts them
into practice. In this assignment, you will analyze the case study will be used for your final project: a program performance report.
Prompt: Begin by reading the case study Value-Driven Project and Portfolio Management in the Pharmaceutical Industry: Drug Discovery versus Drug
Development - Commonalities and Differences in Portfolio Management Practice. You will be working with this case study throughout the course, so take the
time to familiarize yourself with it. Focus on the important facts and key issues. Use the following guiding questions to focus your reading and assist in writing
your overview:
What is/are the defining objective(s) identified in the case study?
What are the differences and similarities and the advantages and disadvantages of managing at the project, portfolio, and program levels?
Who is the target stakeholder group that would benefit from understanding the portfolio management process?
How does corporate strategy align with the project portfolio in the case study?
What role does the project manager play in this case study?
Write a concise (3 to 5 paragraph) overview of the case study addressing the above questions and summarizing your final thoughts on the case study presented.
Specifically, the following critical elements must be addressed:
I. Define the objective(s) in the case study.
II. Identify the target stakeholder group and explain the benefits of the portfolio management process to this group.
III. Explore the differences/similarities and the advantages/disadvantages of managing at the project, portfolio, and program levels.
IV. Explain how corporate strategy aligns with the project portfolio in the case study.
V. Assess the role of the project manager in the case study.
Note: If you need additional guidance in case study analysis, refer to this article: Guidelines for Writing a Case Study Analysis.
https://my.snhu.edu/Offices/ITS/IS/resources/Documents/Creating_a_Journal_Entry.pdf
http://search.proquest.com.ezproxy.snhu.edu/docview/232912662?pq-origsite=summon&accountid=3783
http://search.proquest.com.ezproxy.snhu.edu/docview/232912662?pq-origsite=summon&accountid=3783
https://awc.ashford.edu/tocw-guidelines-for-writing-a-case-study.html
Rubric
Guidelines for Submission: Your 3- to 5-paragraph journal entry must be submitted with 12-point Times New Roman font and any sources cited in APA format.
Instructor Feedback: This activity uses an integrated rubric in Blackboard. Students can view instructor feedback in the Grade Center. For more information,
review these instructions. ...
Msc Graduating project : The agile method of managementLoïc Deguilhem
Title : HOW THE AGILE METHOD OF MANAGEMENT CAN MAKE A COMPANY MORE
EFFECTIVE AND EFFICIENT INTERNALLY AND EXTERNALLY
Competition in the business environment has necessitated the implementation of distinct
management practices to boost performance. Agile management practices, derived from project
management, have proven effective in boosting business performance. The implementation of
this technique in general business management has sparked numerous contentions on its
effectiveness in improving business performance. The proponents consider the agile
management method to bring about numerous benefits to the companies and enable the team
members to become creative and adopt practices that improve their overall performances. The
opponents, on the other hand, consider the agile management practices to lack the ability to
address the needs of the project teams extensively ensure optimum productivity and output. This
study seeks to investigate the manner in which agile management can make a company more
effective and efficient, both internally and externally.
An Assessment of Project Portfolio Management Techniques on Product and Servi...iosrjce
The crises of product and service innovation in most organisations due to global competition and
the need for scientific research in the project portfolio management discipline were factors that motivated this
research. The purpose of this study is to investigate how project portfolio management(ppm) contributes to
product and service innovation. A questionnaire was developed to gather data to compare the PPM methods
used, PPM performance and resulting new product success measures in sixty Nigeria organisations in a diverse
range of service and manufacturing industries. The study findings indicated that PPM practices have a greater
impact in the new product and services success rate. Also, business strategy method result in better alignment
of the projects in the portfolio. This conclusion is supported by the 0.630 Pearson correlations at 0.000
significance between percentage of successful products and PPM performance level. The results reveal that for
better innovation outcomes, management should place a priority on developing and improving PPM.
This course focuses on learning by doing.” In that spirit, you m.docxjuliennehar
This course focuses on “learning by doing.” In that spirit, you must complete 6 case study assignments (1 per module; see schedule) and develop management recommendations.
For each case that we will discuss, you are required to submit an executive summary briefing not exceeding 10 pages (1 ½ spaced, one inch margin on all sides) that contain your reflection, recommendations and the rationale for your reflection and recommendations. You must also reflect on the key tools and concepts used in the case and if you think these tools/concepts were appropriate and why you think so. You must also outline what you may have done differently if you were the project manager in charge of the project.
You may use an additional 3+ pages for an appendix that may contain tables and figures. These case write-ups are due on Moodle by the end of the module as per the schedule.
This should be handed in as an executive memo/executive briefing, addressed to your manager. The format should answer the following question:
· What is the problem that is being solved?
· What is the goal of the case study?
· Reflection and brief synopsis of key facts (Not a repeat of the case)
· What tools and concepts were used in the case? Do you think these tools/concepts were appropriate and why you think so?
· Brief reflection on the tool(s) and/or concept(s) used in the case.
· Supporting arguments and analysis that lead to your rationale.
· What additional tools would you include in this project and why?
· Supporting arguments and analysis that lead to your rationale.
· Was the project goal achieved? Why/Why not?
· What you may have done differently if you were the project manager in charge of the project?
· What are your ideas for next steps?
· Supporting arguments and analysis that lead to your rationale.
· Appendices: Any supporting backup material that would be needed to follow/support the recommendation.
Remember: Your opinion does NOT count; your recommendation and the support that your analysis provides does.
International Journal of Lean Six Sigma
Application of continuous improvement techniques to improve organization
performance: A case study
Sharfuddin Ahmed Khan, Mohamad Amin Kaviani, Brian J. Galli, Palvisha Ishtiaq,
Article information:
To cite this document:
Sharfuddin Ahmed Khan, Mohamad Amin Kaviani, Brian J. Galli, Palvisha Ishtiaq, (2019) "Application
of continuous improvement techniques to improve organization performance: A case study",
International Journal of Lean Six Sigma, https://doi.org/10.1108/IJLSS-05-2017-0048
Permanent link to this document:
https://doi.org/10.1108/IJLSS-05-2017-0048
Downloaded on: 04 January 2019, At: 04:46 (PT)
References: this document contains references to 39 other documents.
To copy this document: [email protected]
Access to this document was granted through an Emerald subscription provided by
Token:Eprints:KUHnTQ2sMr9BMDJatrpX:
For Authors
If you would like to write for this, or any other Emerald publication, ...
In this PM Crosstalk forum, share with your peers two lessons lea.docxjaggernaoma
In this PM Crosstalk forum, share with your peers two 'lessons learned' that you will take away from this course.
Make something up related to Project Management on the topic of lessons learned. See below for additional content.
Why Retrospectives? Lessons learned represent an analysis carried out during and shortly after the project life cycle; they attempt to capture positive and negative project learning. That is, “what worked and what didn’t?” Lessons learned (postmortems, post-project review, or whatever name you choose to use) have long been part of project management. Peter Senge’s The Fifth Discipline: The Art and Practice of the Learning Organization (1990) drew attention to institutionalizing organizational learning. Although the past processes have been useful for closure and lessons learned, sadly their real value has not been exploited. Large, multinational companies with projects spread across the globe have been disappointed in their failure to effectively mine lessons learned. Smaller organizations observed, they too were not reaping the golden rewards of lessons learned. The same mistakes continue year after year. In the words of one executive: “Lessons learned are worth their weight in gold. I do not understand why we don’t do a better job nurturing, dispersing, and implementing lessons learned.” The processes for capturing lessons learned continue to evolve, but there are still many barriers to effectively mining the lessons learned that have been identified by practitioners. A few of the most ubiquitous barriers are noted here. • The most common reason given for not creating lessons learned is lack of time. • Most lessons learned are captured when the project is complete; teams get little direction or support after the lessons are reported.
• Lessons learned often degenerate into blame sessions that became emotionally damaging. • Lessons learned are not being used across different locations. • Lessons learned while implementing the project are seldom used to improve the remaining work in the project. • Too often the lessons learned are not used in future projects because the organizational culture fails to recognize the value of learning. What is needed to overcome these barriers is a methodology and management philosophy to ensure lessons learned are identified, utilized, and become a significant part of the project management organizational culture. The keys are to turn lessons learned into actions taken and to have someone own the lesson. One effort that appears to address the barriers and offer a solution is retrospectives. The military has long used retrospectives to improve their operations (e.g., after each maneuver). Retrospectives have emerged as a strong process and management philosophy used by project-driven organizations around the world to mine the gold that lessons learned can provide. Retrospectives are championed by Norman Kerth in his text Project Retrospectives (2001). A retrospective is a methodology.
When seeking funding, environmental and sustainability professionals must clarify how their role and the proposed project fit within the business' strategy.
This article provides a checklist for those seeking funding for sustainability and environmental projects.
The suggested questions will assist non-executive directors in evaluating sustainability-focused proposals.
Similar to Master Thesis proposal Agile Transformation (20)
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
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Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
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Jim Smith
678-993-7195
jimsmith30024@gmail.com
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
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Foodservice Consulting + Design
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
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Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
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Foodservice Consulting + Design
W.H.Bender Quote 66 - ServPoints Sequence of Service™ should be Identified fo...
Master Thesis proposal Agile Transformation
1. Hammad Saif - 17156246 PROPOSAL MICM THESIS
Ovensen,2012,TheChallengesofBecomingAgile
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RESEARCH PROPOSAL DRAFT MASTERS THESIS
2019
COMPANIES BECOMING AGILE
Strategic considerations for companies becoming Agile
HAMMAD SAIF
THE HAGUE UNIVERSITY OF APPLIED SCIENCES
MASTERS OF INTERNATIONAL COMMUNICATION
PROF: Dr. SCHELTE BELTMAN
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Table of Contents
1 INRODUCTION.............................................................................................................................................................................3
2 PROBLEM FIELD ANALYSIS......................................................................................................................................................3
3 GOAL OF THE RESEARCH.........................................................................................................................................................4
4 OBJECTIVE OF THE RESEARCH...............................................................................................................................................4
4.1 CENTRAL QUESTION ......................................................................................................................................................4
4.2 ASSOCIATED RESEARCH QUESTIONS .....................................................................................................................5
4.2.1 Theoretical Questions ...............................................................................................................................................5
4.2.2 Empirical Questions ...................................................................................................................................................5
5 LITERATURE REVIEW..................................................................................................................................................................6
6 RESEARCH METHEDOLOGY ....................................................................................................................................................8
6.1 APPROACH .........................................................................................................................................................................9
6.2 TARGET GROUP ............................................................................................................................................................. 10
6.3 DEALING WITH DATA.................................................................................................................................................. 10
6.3.1 DATA COLLECTION ................................................................................................................................................. 10
7 QUALITY CONCERNS.............................................................................................................................................................. 11
7.1 RELIABILITY...................................................................................................................................................................... 11
7.2 VALIDITY........................................................................................................................................................................... 11
8 PLANNING .................................................................................................................................................................................. 12
9 STRUCTURE OF THESIS.......................................................................................................................................................... 12
10 REFERENCES......................................................................................................................................................................... 14
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1 INRODUCTION
“You don't stop running because you get old, you get old because you stop running.”
― Christopher McDougall, Born to Run: A Hidden Tribe, Superathletes, and the Greatest Race the World Has
Never Seen
“In today’s world, organizations in different branches are using more and more agile ways of working.
As the operational environment is constantly changing and organizations are forced to keep up the
pace to stay alive, they might not be able to survive by following only the old inflexible methods.
However, thorough consideration and preparation needs to be done before changing into agile. In
many cases, organizations are so used to follow traditional models, such as waterfall, that they do not
realize that the organization itself needs to be changed as well, not just the method they are following.”
(Broman, 2017, p1)
“In today’s fast-paced, fiercely competitive world of commercial new product
development, speed and flexibility are essential. Companies are increasingly realizing
that the old, sequential approach to developing new products simply won’t get the
job done.” - Takeuchi & Nonaka, 1986
This research focuses on getting the knowledge of the strategic factors which companies consider
while they make a decision to move towards agile form of working. The thesis will also try to focus on
the pitfalls and advantages of going Agile. Also the factors of disadvantages will be in consideration
for the purpose of evaluating and recommending future actions.
For the purpose of this research I will be studying two companies, i.e KNAB and AIRBUS GERMANY as
case study and will be having iterative sessions with the people working in the companies to get the
answers to my associated research question which will formulate the answers to my central question.
Although I deem it necessary to mention that this research is not focused on any company or industry,
therefore people interviewed will be having the respected background and can be also from different
companies or possibly consultants.
2 PROBLEM FIELD ANALYSIS
“As the use of agile methods has been a rising trend in many organizations in all branches and not
least in the software development, agile pitfalls is very actual topic. Despite the popularity of agile,
surprisingly many organizations do not familiarize themselves with careful preparations but are
getting an illusion that agile simply means lightening or even skipping the planning and project
management tasks.” (Broman, 2017,p3)
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The Agile project management methodology is recently being used globally by a lot of firms as a
means to counter the pitfalls or overcoming the disadvantages of traditional, front-end planning
methods that often lead to issues that take a lot of time to solve. Although a lot of authors have
pointed to the advantages of Agile, with its emphasis on individuals and interactions over processes,
customer collaboration over contracts and formal negotiations, and responsiveness over rigid
planning, there are, to date, very few large-scale, empirical studies to support the contention that
Agile methods can improve the likelihood of project success. Originally developed for the betterment
of software development, Agile is still dominant in IT industry. But due to its success it has now
spread to non-IT projects. (Serrador and Pinto, 2015)
Although a lot of research can be found on agile project management and Agile Software
development, which currently leads the transformation in Agile, there are very few studies which
focus on the aspects of what are the concerns , or strategic factor due to which companies want to
become agile and will that helps them eventually or not.
This research tends to extend the study in the relative field with reference to answering the central
question and all related sub questions. This research study tends to help organizations to identify
their reasons and prospects to become agile and would make them think about all the aspects that
needed to be communicated not only at the top level but also top down in the hierarchy.
3 GOAL OF THE RESEARCH
The Goal of this research is to identify the strategic factors which companies consider before making
a decision if they want to go through an Agile transformation, in order to enhance their productivity.
4 OBJECTIVE OF THE RESEARCH
The objective of this study can be defined in two portions:
a. To get a deep analysis why companies in general are moving towards Agile form of working and
what benefits they gain from moving to agile.
b. Do companies know the real meaning of becoming Agile?
4.1 CENTRAL QUESTION
Which strategic considerations can be identified for companies to become agile?
This study aims to identify the strategic considerations and the reasons for companies to take
decision of becoming Agile. What are the factors they consider and what they believe can be their
strategic advantage in doing do.
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4.2 ASSOCIATED RESEARCH QUESTIONS
4.2.1 Theoretical Questions
1. What does it means to become Agile?
2. How to know if the organization is becoming Agile?
3. When should a company become Agile?
4. Which sectors / industries / companies are mainly using agile form of working? And why ?
4.2.2 Empirical Questions
5. What are the pros and cons of becoming Agile.
6. Should it be limited to projects or should it be deployed across organizations. Why and How?
7. Should it only be limited to IT software only. why?
8. What is the difference between a agile project and agile company?
9. What are the Difficulties in working in an agile environment.
10. What role communication can play in companies to become agile?
4.2.2.1 Associated research question 1
This study will be answering the essence and meaning of becoming agile and what are the main
manifestos and principles which should be considered and to be embedded in while a company
makes a decision to become agile.
4.2.2.2 Associated question 2
This question will answer that what factor can be seen in organizations who claims to become
agile or tend to become agile.
4.2.2.3 Associated question 3
This question will answer the turning point of the companies, where they actually decide why
they need to go agile.
4.2.2.4 Associated question 4
This question will answer which sector or companies or even certain departments need to
become agile and what will be their reason. This will be done by examining the previous
researches are observations.
4.2.2.5 Associated question 5
By interviewing the respective people the researcher will try to gather data and analyze what the
benefits and disadvantages for companies in becoming agile and why they should or should not
move towards becoming agile.
4.2.2.6 Associated question 6
Through semi structure interviews with the professionals working in the field the researcher
tends to find out weather the implementation of agility will be limited to certain projects or it
can be across the board in an organization.
4.2.2.7 Associated question 7
As seen Agile is very much on top in IT software development, the question tends to answer
that is it only the software development part which can be a perfect fit for Agility.
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4.2.2.8 Associated question 8
The researcher with the help of iterative interview sessions would like to get the answer of this
question to have a clear idea about the differences between the two and the factors involved.
4.2.2.9 Associated question 9
The interview with professionals will be focusing this point to have an in depth learning about
the pitfalls of agile.
4.2.2.10 Associated question 10
The researcher would tend to derive the answer to this question buy asking professionals
working in the Agile environment, that how a good communication can help companies in
becoming agile and should it be a continuous process or not.
5 LITERATURE REVIEW
“On February 11–13, 2001, at The Lodge at Snowbird ski resort in the Wasatch mountains of Utah, 17
people met to talk, ski, relax and try to find common ground. What emerged was the Agile Software
Development Alliance.” (Fowler and Highsmith, 2001)
“A bigger gathering of organizational anarchists would be hard to find, so what emerged from this
meeting was symbolic—a Manifesto for Agile Software Development—signed by all participants.
Although the Manifesto provides some specifics, a deeper theme drives many Alliance members. At
the close of the two day meeting, Extreme Programming mentor Bob Martin joked that he was about
to make a "mushy" statement. Though tinged with humor, Bob's sentiments were shared by the
group—we all enjoyed working with people who shared compatible goals and values based on
mutual trust and respect, promoting collaborative, people-focused organizational models, and
building the types of professional communities in which we would want to work.” (Fowler and
Highsmith, 2001)
Hence came the Manifesto of becoming Agile by valuing (Fowler and Highsmith, 2001) :
1. Individuals and interactions over processes and tools.
2. Working software over comprehensive documentation.
3. Customer collaboration over contract negotiation.
4. Responding to change over following a plan.
“Today we are facing an environment, which has become increasingly difficult to predict. Agile was a
new concept, aiming to respond to such uncertainty and the methodology has since been adopted
as a preference to developing software. According to some studies, it has a long history, with earliest
origins tracing back all the way to 1940’s. The principles and values, which would provide a definition
of Agile, referred to as “the Agile Manifesto” arose in 2001. At that time, the concept of Agile became
widely known and the implementation of the different frameworks began. Of those frameworks,
Scrum has been the most widely used framework in the world. (cPrime Worldwide. What is Agile?
What is Scrum? Retrieved 1.6.2018). As the methodology has since evolved, it has created other
frameworks, such as Lean software development and Kanban.” (Manninen, 2018, p.5)
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“One definition of the agile transformation describes it as “an act of transforming an organization’s
form or nature gradually to one that is able to embrace and thrive in a flexible, collaborative,
selforganizing, fast changing environment.” (Agile Transformation: Understanding What it Means to
be Agile. Retrieved 1.6.2018). Upon reflecting the agile transformation, the matter is seen as
something more than simply choosing a set of methods or practices to deliver in an agile
environment. Rather, it also involves the issues of culture change and mindset, to be able to support
a self-organized, collaborative environment inside an organization.” (Manninen, 2018, p.5)
“Change management is a major challenge for organisations today, and one of the biggest
challenges of change management is uncertainty. Companies are facing increasing competition,
globalisation, and digitalisation, and changes happen faster than before. This demands flexible
organisations able to change rapidly in uncertain environments, which makes plan-driven approaches
to change management less suited.” (Karud and Årvik, 2017, p. vii)
Becoming agile is also a change management, which companies actually are opting in today’s world
and more and more companies are moving towards it. But there is one thing which needs to be in
context and that is does everyone understand the meaning of becoming agile, its challenges, and are
they able to answer the question why are the becoming agile?
All too often, companies set out with the mission to "go agile" before truly understanding what that
means. Cracks begin to show and expectations are missed, leaving everyone questioning the value of
"going agile" altogether – and hurting your chances of ever getting there. (SUNTINGER, n.d.)
The truth is that going agile will result in more productive teams and faster delivery of projects, but
only if everyone can agree on the rules of the game. Join Heather Fleming and Justin Riservato, from
e-commerce giant Gilt, as they discuss why gaining consensus on the principles of agile is more
important than implementing a process. (SUNTINGER, n.d.)
Agile adoption is typically understood as a one-off organizational process involving a staged
selection of agiledevelopment practices. This view of agility fails to explain thedifferences in the pace
and effectiveness of individual teamstransitioning to agile development. Based on a Grounded
Theorystudy of 31 agile practitioners drawn from 18 teams acrossfive countries, we present a
grounded theory of becoming agileas a network of on-going transitions across five
dimensions:software development practices, team practices, managementapproach, reflective
practices, and culture. (Hoda and Noble, 2017, p.1)
Agile has been introduced as a faster, more adaptable way to creating software in a collaborative
environment. It is fact that agile methodologies have been widely adopted when managing software
projects. However, the core idea of Agile may be included into many business environments,
alongside but not limited to software. (Manninen, 2018)
“Before moving further with the concepts of agile change, it is interesting to consider what kind of
agile definitions there exist. As discussed earlier, agile refers to adaptability, flexibility and delivering
solutions at speed. The Agile Manifesto defined the core values and supporting principles, which act
as a guideline to introduce what agile is fundamentally about. This provides a good framework for
assessing how agile an organization is. However, to study how the agile values and principles
manifest inside organizations, it is necessary to examine which other agile definitions there exists.”
(Manninen, 2018)
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“Despite a software development related or a process-oriented perspective, Agile can be explored a
mindset – a way of thinking. Having an agile mindset involves absorbing agile into one’s identity to
the extent that becomes the new norm. While an organization may implement different tools,
practices and support various agile principles and values, the agile mindset is seen as sitting on top
of everything while wrapping everything together" (Measey, P; Radtac. 2015. p.11 in Manninen,
2018)
“Consequently, for Agile to find success within an organization, it can often be a question of
adopting the mindset. For example, when a new framework is introduced, individuals may begin to
implement it, however if not understanding why it is being used, the temptation of gradually going
back to old habits can be high. To look at the issue more practically, it is worthwhile to consider 19
how the agile mindset compares with a “fixed” mindset, which refers to the non-Agile way of
thinking.” (Manninen, 2018, p. 18)
Table 1 . Fixed and Agile Mindset (Agile Foundations: Principles, Practices and Frameworks, p.12
cited in (Manninen, 2018, p.19)
It is very common to find such differences in the mindset of different people. Being agile actually
speaks about the process of continuous evolving, accepting challenges, and not running from them,
it speaks about innovating and learning from failure. It speaks about looking into the positive side,
looking opportunities instead of threats. The fundamental concept of agile is continuous
improvement. (Manninen, 2018)
“Agile organizations do not tend punish employees for their mistakes. This is due to accepting the
idea that to be constantly able to improve can involve things occasionally going wrong. This applies
particularly to software design as no system is without flaw, but expectancy to having flaws, will
encourage putting in place necessary practices to monitor and respond to vulnerabilities. In terms of
project management, agile allows to experiment, then analyze whether experiments are bringing
value and abandon them if that is not the case.” (Manninen, 2018, p. 19)
6 RESEARCH METHEDOLOGY
When elaborating the methodology of practicing research, it seems appropriate to begin by asking:
What is research? A multitude of definitions trying to answer exactly that question exist side by side.
A multitude of definitions trying to answer exactly that question exist side by side. A few of them are
presented below.
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“Research is about asking and beginning to answer questions, seeking knowledge and understanding
of the world and its processes, and testing assumptions and beliefs” (Wisker,2008 in Ovesen,2012)
As the quote indicates, Wisker (2008) is interpreting research as a somewhat explorative practice with
the aim of understanding the world around us. Coombes (2001) is slightly more goal-oriented, and
almost political, in her definition of carrying out research:
“Research is a tool for getting you from point A to point B. You wish to prove an idea – research it.
You wish to disprove an idea – research it. You think that fact ABC is incorrect – research it, or that
fact ABC is correct – research it. Research is simply a method for investigating and collection
information.” (Coombes, 2001 in Ovesen, 2012)
“Methodology is the way in which the researcher chooses to deal with a specific research question
(which may consequently result in a problem definition) and how the research is then conducted”
(Jonker 2010 in Yliperttula, 2017, p.19 )
Given the nature of the question in context about companies going agile and their strategic factor,
this research will be qualitative in nature will be very much exploratory.
The researcher will be active in searching on internet, books and scholarly articles, written on the
Agile form of working and will be looking into the facts that has been written on the fact of the
question/s in context.
6.1 APPROACH
Before turning to the practical aspects of undertaking the research activities, this chapter presents
the basic research strategy that the project has been pursuing. The inductive and the deductive
research approaches have traditionally been predominant in research, and today most research is
still practiced through one or the other. In nature the two approaches differ in their opposing
starting points in respectively theory or empirical data. While the purely inductive approach induces
generalizations from real-life observations, the deductive approach attempts to verify (or falsify
from a critical rational point of view) a constructed theory or hypothesis through observations in
order to accomplish a higher level of insight (Kovács & Spens, 2005). 1 below and figure 2 next
page illustrates the two approaches.
FIG 1.
PURELY DEDUCTIVE RESEARCH PROCESS
(Kovács & Spens, 2005 cited in Ovesen, 2012) .
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FIG 2.
The Approach of research in this case will be partly inductive and partly deductive. The research
have prior knowledge on the topic and he already know that a lot has been written on the topic of
companies moving towards agile and agile project management, therefore the prior data and
existing theoretical knowledge from the researches can be obtained which can then be able to
refine the problem and question in context. This will help researcher to be able to connect with the
people in respective industry and get the first hand primary information which will eventually help
in formulating the conclusion and recommendation of this thesis.
6.2 TARGET GROUP
Target group in this research will be Managers, Scrum Masters, Agile Trainers, Agile /Change
Management Consultants or people who are decision makers in transforming companies towards
agile implementation
6.3 DEALING WITH DATA
When it comes to dealing with data there are usually two basic steps involved
1. Data Collection
2. Data Analysis
6.3.1 DATA COLLECTION
When it comes to data collection, it is solely focused on the type of data that is required to
formulate the research and get the desirable answers to the research questions in context. For the
question/s which are being focused in this research, the required and desired data can be only of
qualitative nature as it is impossible to judge the strategic factors to judge on any kind of
quantitative basis.
Some of the most used qualitative methods for data collection are participant observation,
interviews, and focus groups, and in this project the two first mentioned are used. (Ovesen, 2012)
PURELY INDUCTIVE RESEARCH PROCESS
(Kovács & Spens, 2005 cited in Ovesen, 2012) .
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6.3.1.1 Primary data
Primary data collection will be based on iterative interviews with the concerned people. The
interview will be semi structure. Also the primary data will be collected by observations of the
companies used in the research.
6.3.1.2 Secondary data
Secondary data will be collected solely by focusing on the researches that have been done in
past and also through the articles written by the gurus of the field.
In general the whole data collection method will be based on semi structure interviews
aligned with case study of the topic ion context. According to Yin (2003) “a case study is
an empirical inquiry that a) investigates a contemporary phenomenon within its real-life
context, especially when b) the boundaries between phenomenon and context are not
clearly evident.” Yin (2003) continues: “In other words, you would use the case study
method because you deliberately wanted to cover contextual conditions”. (Ovesen, 2012)
7 QUALITY CONCERNS
7.1 RELIABILITY
Reliability refers to whether your data collection techniques and analytic procedures would produce
consistent findings if they were repeated by you on another occasion or if they were replicated by a
different researcher (Saunders, Lewis and Thornhill, 2016, p. 202).
Ensuring reliability is not necessarily easy and a number of threats to reliability can be identified as
the error of participant during a questionnaire filling or interview. The biasness of participant is also
on factor that is in account for. There is also a factor of researcher not able to get the true meaning
of his/her interviewees and also Research being biased about the topic and forming his/her own
opinion and not having a clear head about the question in context (Saunders, Lewis and Thornhill,
2016, p. 202).
Therefore there are always concerns about the reliability of the data that has been gathered and
put up in the thesis. What the researcher in this case will make sure is go to the utmost level of
being focused and un biased and keep an open mind to evaluate the data gathered during the
process of research.
7.2 VALIDITY
“This first aspect of validity is sometimes termed measurement validity and is associated with
different types of validity designed to assess this intention. These include face validity, construct
validity, content validity and predictive validity. The second aspect of validity refers to internal
validity and the third aspect to external validity.” (Saunders, Lewis and Thornhill, 2016, p. 202)
Internal validity is demonstrated when the research show up a relationship between two variable.
This can be gained by having a statistical data to show outcomes. A questionnaire and the response
can be evaluated to get the internal validity. (Saunders, Lewis and Thornhill, 2016, p. 203). “This
concept is associated with positivist and quantitative research: it can be applied to causal or
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explanatory studies, but not to exploratory or purely descriptive studies.” (Saunders, Lewis and
Thornhill, 2016, p. 203).
External validity actually takes in concerns the applicability of research to be generalized to other
similar groups / industry / company etc. For example the research study of one department can be
used in other departments or a research in one company in the same industry can be used in other
company, and to what extent. (Saunders, Lewis and Thornhill, 2016, p. 204).
8 PLANNING
9 STRUCTURE OF THESIS
The structure of the thesis will be as follows
Preface
Acknowledgements
List of contributing papers
1. Introduction
a. What does Agile means
b. Research aims & objectives
c. Research question & Sub-questions
d. Research strategy
e. Limitations
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f. Structure of the thesis
2. Literature Review
a. Introduction
b. Literature on Agile
c. Agile Pitfalls
d. Introduction of companies following agile
e. Introduction of Knab
f. Introduction of Airbus Germany
g. Agile misunderstood
3. Research Methodology
a. Introduction
b. Research design
c. Ethics
d. Methodological implications
i. Type of investigation
ii. Data gathering methods
iii. Sample selection
4. Data Analysis and Results
a. Introduction
b. Description of field research
c. Processing answers of the interviewees & the questionnaire
d. Presentation of data
i. Data structuring and processing
e. Interpretation and analysis of data
f. Conclusions regarding the data
5. Conclusions and Recommendations
a. Conclusions
b. Recommendations and guidelines
c. Recommendations for further research (Discussion)
d. Recommendations for other companies (Reflection)
References
Appendices
Research Proposal
Interviews
Tables
Figures
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10 REFERENCES
Broman, S. (2017). [online] p.3. Available at:
http://www.theseus.fi/bitstream/handle/10024/130547/Broman_Susanna.pdf?sequence=1
[Accessed 17 Jan. 2019].
Broman, S. (2017). [online] p.1. Available at:
http://www.theseus.fi/bitstream/handle/10024/130547/Broman_Susanna.pdf?sequence=1
[Accessed 17 Jan. 2019].
Fowler, M. and Highsmith, J. (2001). The Agile Manifesto. [online] Available at:
http://users.jyu.fi/~mieijala/kandimateriaali/Agile-Manifesto.pdf [Accessed 17 Jan. 2019].
Hoda, R. and Noble, J. (2017). Becoming Agile: A Grounded Theory of AgileTransitions in Practice.
[online] Available at:
https://www.researchgate.net/publication/318576089_Becoming_Agile_A_Grounded_Theory_of_Agil
e_Transitions_in_Practice [Accessed 18 Jan. 2019].
Karud, K. and Årvik, K. (2017). Agile Change Management. [online] p.vii. Available at:
https://brage.bibsys.no/xmlui/bitstream/handle/11250/2470471/16617_FULLTEXT.pdf?sequence=1
[Accessed 18 Jan. 2019].
Manninen, V. (2018). THE AGILE TRANSFORMATION. [online] p.5. Available at:
https://www.theseus.fi/bitstream/handle/10024/151049/manninen_venla.pdf?sequence=1&isAllowe
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