Diplomová práce se zabývá problémy řízení projektů pro vytvoření mobilní aplikace a jejich řešením pomocí agilních metod řízení projektů. V práci je analyzován současný stav projektu a jednotlivé přístupy. Práce se zaměřuje na výběr metody a navrhuje její aplikování na projekt.

Agile software development methods have seen great success in software teams. Research on the topic of adopting agile methods in development teams is extensive. In the literature key enabling factors are identified and numerous benefits of agile ways of working are named. Less attention has been payed to the non-software functions in software development organizations, though. Moreover, little is known about how well the enabling factors and benefits for software teams translate to other teams in the organization. The goal of this study is to evaluate what benefits agile methods provide to non-software teams, whether the enabling factors are similar and what the challenges and drawbacks for adopting agile methods in commercial teams are. Using the case of the Swedish Software-as-a-Service company Funnel, which introduced agile practices into their commercial teams, these questions are tackled. The study finds that knowledge transfer and governance are core areas that need to be engaged in during the adoption process. With decisions being made more autonomously ensuring the exchange of relevant information is crucial. The autonomy creates new demands for the governance structure, making a guiding vision and clear strategic direction crucial for individuals to remain capable of acting. An additional focus is laid on the interplay of organizational values and agile methods. The study concludes that the introduction of agile methods to commercial teams is beneficial for the organization and helps teams solve more complex problems. It further argues that the distinction drawn between agile practices and agile enablers is misleading because of the reciprocal dependence. Finally, it is argued, that the distinction of benefits and drawbacks arising from agile methods favors agile adoption as an end in itself. The actual benefit of adopting agile practices may lie with how it makes an organization practice change, engage proactively with organizational challenges and, as a consequence, develop a greater exaptive potential.

Målet med detta arbete är att förbättra Spotifys processer när de gör förändringar internt som påverkar deras finansiella system. Arbetet har genomförts genom att kartlägga de team hos Spotify som skapar, påverkar och använder data i det finansiella systemet. Vidare har de olika teamens arbetssätt jämförts och skillnader i hur de arbetar identifierats. Baserat på de identifierade skillnaderna påvisas vilka utmaningar som finns när Spotify genomför förändringar där flera team är involverade. Kartläggningen visar att det finns både olika arbetssätt och grundinställning hos de olika teamen som skapar utmaningar i förändringsarbetet, speciellt i tvärfunktionella projekt. Slutsatser från resultatet presenteras i form av några olika förslag vilka kan hjälpa till att förbättra förändringsarbetet vid tvärfunktionella projekt hos Spotify. Skapa en koordinatorroll som fungerar som en gemensam kontakt för alla ärenden som genererar förändringar i det finansiella systemet. Genom den nya rollen tydliggör man informationsflödet. Skapa ett nytt team som ansvarar för alla förändringar som påverkar det finansiella systemet. Ett nytt team minskar beroenden mellan de olika teamen. Använda sig av tvärfunktionella projektledare som får dedikerade resurser att driva projekt där flera team är inblandade. Projektledaren kan då äga och ta ansvar för hela processen. Förändra så att alla inblandade team mäts på värdeskapandet för hela kedjan istället för att bedömas när de levererat sin del. Anordna en kortare workshop (1-5 dagar) med deltagare från de team som behöver interagera med varandra vid en förändring. Det blir ett effektivt sätt att minimera ledtiden mellan teamen. Skapa serviceavtal mellan de olika teamen, så att varje team effektivare kan planera sina resurser och veta vilka förutsättningar som gäller. / The objective of this thesis is to help Spotify to improve their internal change management process in their financial system. The work was done by charting the internal teams that create, influence and use data in the company’s financial system. Furthermore, the working methods of the different teams were compared and differences in how they work were identified. Our findings show that there are both different working processes and attitudes between the teams. This creates challenges in the change management process, especially in cross-functional projects. Conclusions from the results are presented as suggestions. These may help to improve the change management process in cross-functional projects at Spotify: Implement a coordinator role, which works as a single point of contact for everything that is related to changes in the financial system. The new role helps to improve the distribution of information. Create a new team that is responsible for all changes that affect the financial system. A new team reduces dependencies betweenthe different teams. Introduce cross-functional project managers who receive dedicated resources to implement projects where multiple teams are involved. The project manager can then take full responsibility for the entire process. Make sure the effectiveness/productivity of all involved teams is measured by the value created for the whole value chain rather than when their respective part has been delivered. Have a workshop (1-5 days) in which participants from the teams that needs to integrate components work together. This will be an effective way to minimize the waiting time between the teams. Create a service level agreement between the different teams, so that each team can efficiently plan their resources and know what to expect from other teams.

Background: The rapidly changing world of digital technologies forces many companies to undertake a digital shift by transforming existing business models into digital business models to achieve sustainable value creation and value capture. Especially, for established companies, that have been successful leaders before the dot-com bubble (1995-2000) and whose business models have been threatened by the emergence of digital technologies, there is a need for a digital shift. We refer to this digitization of business models as digital business model innovation. However, often adoption and implementation of digital technologies require tremendous changes and thus, can be challenging for established companies. Therefore, agile methods and business experimentation have become important strategic elements and are used to generate and test novel business models in a fast manner. We introduce lean startup as an agile method for digital business model innovation, which has proven to be successful in digital entrepreneurship. Thus, it requires further empirical investigation on how to use lean startup in established companies for successful digital business model innovation. Purpose: The purpose of our study is to identify enablers and barriers of lean startup as a tool for digital BMI in established companies. Thus, we propose a framework showing how established companies can be successful in digital business model innovation by using lean startup. Method: We conducted exploratory, qualitative research based on grounded theory following an abductive approach. Using a non-probability, purposive sampling strategy, we gathered our empirical data through ten semi-structured interviews with experts in lean startup and digital business model innovation, working in or with established companies, shifting their business model towards a digital business model. By using grounded analysis, we gained an in-depth understanding of how lean startup is used in practice as well as occurring barriers and enablers for established companies. Conclusion: We emphasize that successful use of lean startup for digital business model innovation is based on an effective (1) lean startup management, appropriate (2) organizational structures, fitting (3) culture, and dedicated (4) corporate governance, which all require and are based on solid (5) methodical competence of the entire organization. Furthermore, (6) external influences such as market conditions, role of competition, or governance rules indirectly affect using lean startup as a tool for digital business model innovation.

[pt] Com o propósito de rotinizar agilmente suas práticas de trabalho, equipes de projetos ágeis estabelecem metarrotinas intencionando obter alta eficácia no processo de adaptabilidade organizacional. Rotinas são conceituadas como padrões repetitivos e reconhecíveis de ações interdependentes realizadas por múltiplos atores (FELDMAN e PENTLAND, 2003, p. 95), enquanto que metarrotinas são rotinas que modificam rotinas existentes e orientam a busca e escolha de novas rotinas (...) (VAN DRIEL e DOLFSMA, 2009, p. 52). É nesse sentido que a metarrotina pode ser considerada o coração da agilidade, visto ser uma rotina-chave que facilita às equipes de projeto adaptarem agilmente suas próprias práticas de trabalho. Este estudo apresentou como objetivo investigar a variação na formação das competências coletivas por equipes ágeis para o estabelecimento da metarrotina do projeto. Competências coletivas estão relacionadas aos fenômenos de aprendizagem coletiva (MICHAUX, 2011), presentes em equipes ágeis atuam como um coletivo de trabalho (CAROLY e BARCELLINI, 2013). É neste contexto que uma pesquisa fenomenográfica, na qual entrevistas qualitativas foram realizadas com profissionais que vivenciaram projetos gerenciados sob método ágil, permitiu a estruturação e teorização do fenômeno de estudo com base nas suas concepções e dimensões explicativas (COLLIER-REED e INGERMAN, 2013). O principal resultado do estudo foi o desenvolvimento de um framework, estruturado como um modelo de múltiplos fatores influenciadores para a formação das competências coletivas por equipes ágeis, especificamente para o estabelecimento da metarrotina do projeto. / [en] With the purpose of agilely routinizing their work practices, agile project teams enact metaroutines intending to obtain high effectiveness in the organizational adaptability process. Routines are conceptualized as repetitive and recognizable patterns of interdependent actions performed by multiple actors (FELDMAN and PENTLAND, 2003, p. 95), while metaroutines are routines that modify existing routines and guide the search for and selection of new routines (…) (VAN DRIEL and DOLFSMA, 2009, p. 52). It is in this sense that the metaroutine can be considered the heart of agility, since it is a key routine that facilitates project teams to adapt their own work practices agilely. This study aimed to investigate the variation in the formation of collective competences by agile teams for the enactment of the project s metaroutine. Collective competencies are related to collective learning phenomena (MICHAUX, 2011), present in agile teams that act as a work collective (CAROLY and BARCELLINI, 2013). The phenomenographic method was chosen because it is a qualitative approach capable of identifying variations in a social phenomenon from individual experiences (COLLIER-REED and INGERMAN, 2013). Semi-structured interviews were conducted with 20 professionals participating in scrum teams, in the period between September and December 2022.The main result arising from this study was the development of a framework, presenting a set of influential factors in the formation of collective competencies by agile teams for the project metaroutine enactment.

Studien syftar till att visualisera jämförelsen av effektiviteten hos Monitor ERP före och efter deras geografiska flytt till Malaysia. Studien fokuserar på att identifiera hur arbetsflöden och teamdynamik påverkas av geografiska och kulturella skillnader. Målet är att visualisera arbetsbelastningen och förstå hur dessa faktorer influerar användningen av agila metoder i en distribuerad arbetsmiljö.För att uppnå dessa mål tillämpades en blandning av kvantitativa och kvalitativa metoder. Kvantitativa data samlades in genom att hämta data från Monitor ERP:s planeringsverktyg, medan kvalitativa data inhämtades genom intervjuer och observationer med teammedlemmar. Dessa data kombinerades med visualiseringstekniker för att tydligt illustrera mönster och trender över tiden. Resultaten av datanalysen validerades genom datatriangulering för att öka studiens trovärdighet och reliabilitet.Resultaten från studien indikerar skillnader i användningen före och efter företagets flytt. Det framkom att kulturella och tidsmässiga skillnader kan påverka teamens prestanda och samarbetsdynamik. Visualiseringarna tyder på att arbetsprocessen blev mer effektiv efter flytten, då det illustrerar en ökning av arbetsmängden och produktiviteten.Slutsatsen av studien är att geografisk spridning och kulturella skillnader har en påverkan på implementeringen av agila metoder. Det rekommenderas att företag som Monitor ERP anpassar sina agila strategier för att hantera dessa utmaningar effektivt. / The study aims to visualize the comparison of the effectiveness of Monitor ERP be-fore and after their geographical relocation to Malaysia. The study focuses on identi-fying how workflows and team dynamics are affected by geographical and cultural differences. The goal is to visualize the workload and understand how these factors influence the use of agile methods in a distributed work environment.To achieve these objectives, a combination of quantitative and qualitative research methods was applied. Quantitative data was collected by retrieving data from Moni-tor ERP's planning tools, while qualitative data was obtained through interviews and observations with team members. These data were combined with visualization techniques to clearly illustrate patterns and trends over time. The results of the data analysis were validated through data triangulation to increase the credibility and reli-ability of the study.The results of the study indicate differences in usage before and after the company's move. It was found that cultural and temporal differences can affect team perfor-mance and collaboration dynamics. The visualizations suggest that the work process became more efficient after the move, as it shows an increase in workload and productivity.The conclusion of the research is that geographic dispersion and cultural differences have an impact on the implementation of agile methods. It is recommended that companies like Monitor ERP adapt their agile strategies to effectively manage these challenges.

Os Métodos Ágeis surgiram no final da década de 90, como uma alternativa aos métodos prescritivos de desenvolvimento de software. Eles propõem uma nova abordagem de desenvolvimento, eliminando gastos com documentação excessiva e burocrática, enfatizando a interação entre as pessoas e as atividades que efetivamente trazem valor ao cliente. Nos últimos anos, diversos princípios e práticas baseados na indústria de manufatura foram incorporadas pelos Métodos Ágeis de desenvolvimento de software. Um dos princípios absorvidos é o de melhorar a eficácia de uma organização através de melhorias globais. Embora este princípio seja bem difundido nos Métodos Ágeis, utilizá-lo não é uma tarefa fácil. Nem sempre é fácil ter uma visão global do processo de desenvolvimento. Além disso, para realizar melhorias globais é necessário descobrir a causa para possíveis problemas, o que também pode ser uma tarefa difícil. Esse trabalho investiga duas abordagens da indústria de manufatura que enxergam uma organização como um sistema no qual todas as partes são inter-relacionadas. Com base nelas, três abordagens de desenvolvimento de software existentes são analisadas. Finalmente, um estudo comparativo foi feito para avaliar as principais características dos métodos de desenvolvimento estudados. Esse estudo estende o trabalho feito por Abrahamssom et al., no livro Agile Software Development: Current Research and Future Directions, avaliando o desempenho dos métodos seguindo o arcabouço proposto pelos mesmos autores. / Agile methods appeared in the late 90\'s as an alternative approach to the classic prescriptive planning approaches to software development. They propose a new style of development, eliminating excessive and bureaucratic documentation, and emphasizing the interactions between people collaborating to achieve high productivity and deliver high-quality software. In the last few years, several principles and practices based on the manufacturing industry were incorporated by Agile software development. One of the principles absorbed is to improve the effectiveness of an organization through an overall improvement. Although this principle is quite widespread in Agile Methods, using it is not an easy task. It is not easy to get the big picture of the development process. Moreover, to achieve overall improvements is necessary to discover the cause of possible problems, which can also be a difficult task. This work investigates two approaches in the manufacturing industry that shares the assumption that the whole organization is focused on overall throughput, not on micro-optimization. Based on then, three approaches to existing software development are analyzed. Finally, a comparative study was done to assess the main characteristics of the studied methods. This study extends the work done by Abrahamssom et al. In the book Agile Software Development: Current Research and Future Directions, evaluating the performance of the methods following the framework proposed by the same authors.

A utilização de uma gestão de portfólio de projetos permite que as empresas possam se adaptar rapidamente frente as turbulências advindas do ambiente interno e externo e com isso, possam rearranjar os projetos para que estes estejam alinhados com estratégia da organização. Entretanto, o modelo tradicional de gerenciamento de portfólio possui procedimentos que não seguem necessariamente essa característica de agilidade e adaptação. Na maioria das vezes os procedimentos são pouco visíveis, extensos e poucas vezes são interativos ou divulgados por todos os níveis hierárquicos das organizações. Dessa maneira o propósito deste trabalho é a aplicação de práticas, métodos e ferramentas ágeis na gestão de portfólio de projetos. Para isto, foi realizada uma revisão sistemática da literatura, a análise crítica do modelo tradicional por 7 especialistas da área e desenvolvimento de um modelo com base na análise das respostas das entrevistas por três especialistas sendo 2 da área acadêmica e 1 profissional da área. Os principais resultados revelam, que a existe uma escassez de trabalhos referentes a utilização de ferramentas ágeis em gestão de portfólio de projetos e na percepção dos entrevistados, a aplicação de práticas, métodos e ferramentas ágeis atende o quesito de gestão visual, melhor interação entre as equipes de trabalho, democratização da informação relativa à tomada de decisão e ferramentas alinhadas com a proposição ágil. / The use of project portfolio management allows companies to adapt quickly to the turbulence arising from the internal and external environment and with that, can rearrange the projects so that they are aligned with the organization's strategy. However, the traditional portfolio management model has procedures that do not necessarily follow this characteristic of agility and adaptation. Most of the time the procedures are barely visible, extensive and are rarely interactive or disseminated by all hierarchical levels of organizations. In this way, the purpose of this work is the incorporation of agile practices, methods and tools in project portfolio management. For this, a systematic review of the literature, the critical analysis of the traditional model by 7 specialists of the area and the development of a model based on the analysis of the answers of the interviews by three specialists were carried out, being 2 of the academic area and 1 professional of the area. The main results show that there is a shortage of work related to the use of agile tools in project portfolio management and the perception of the interviewees, the incorporation of agile practices, methods and tools attends to the question of visual management, better interaction between work teams, democratization of decision-making information and tools aligned with the agile proposition.

A indústria de jogos eletrônicos está entrando em uma nova era, na qual a tecnologia e a criatividade fundem-se, produzindo alguns dos mais estonteantes entretenimentos do Séc. XXI. Essa indústria, que já em 2003 ultrapassou o faturamento do cinema, tendo um rendimento anual de bilhões de dólares, emerge como uma das mais poderosas, excitantes e influentes no mundo das artes. Mesmo com toda essa pujança e rentabilidade, muitos dos relatos sobre projetos de jogos (doravante denominados postmortems) mostram que a produção desses softwares não é uma tarefa simples, estando ainda distante de um processo de trabalho saudável e sinergético. Entretanto, ao analisarmos mais atentamente os postmortems disponíveis nos sites especializados em jogos eletrônicos, pode-se constatar a adoção de várias práticas de engenharia de software, em especial, práticas ágeis de desenvolvimento. Assim, é possível melhorar o processo de desenvolvimento de jogos eletrônicos através da aplicação dessas práticas? Que práticas são mais adequadas para este domínio? Que impacto sua adoção tem sobre propriedades subjetivas como a criatividade e a diversão? O objetivo deste trabalho é avaliar o impacto da aplicação de práticas ágeis no processo de desenvolvimento de jogos eletrônicos, analisando os principais problemas da indústria de jogos, levantando as boas práticas já adotadas e propondo um conjunto de práticas ágeis que contemplem as características do processo de desenvolvimento de jogos. Finalmente, com o intuito de obter resultados experimentais da aplicação dessas práticas, será realizado um estudo de caso, possibilitando avaliar seus efeitos sobre o processo de trabalho. / The industry of electronic games is entering a new age, in which technology and creativity are fused, producing some of the most stunning entertainment of the 21st Century. This industry, which already in 2003 exceeded the cinema invoice, having an annual yield of billions of dollars, emerges nowadays as one of the most powerful, exciting and influential in the world of arts. Despite of all this exuberance and profitability, many reports about games projects show that the production of these softwares is not a simple task, surrounded by common problems and being still distant of having a healthy and synergetic work process. However, despite of problems found, game postmortems claims to use software engineering best practices in the game development process, specially, agile practices. Thus, is possible to improve the electronic game development process using agile practices? What practices are most appropriate for game development? What is the impact of such practices on subjective properties as creativity and fun? The aim of this work is to study the effects of agile practices on electronic game development process, analysing the most important problems in the game industry, surveying best practices and proposing a set of agile practices focused on the game development issues. Finally, a case study will be presented.

As the world of business changes at a pace higher than ever before, there is an increased need for organizations to rapidly adapt and respond to these internal and external changes, whether they are technological, political, social or environmental. In management, agility is a term frequently used today in response to this new business environment, which often includes the use of agile methodologies for product development. As organizations adopt agile methodologies, old traditional management and leadership models fade. This void is being filled by new and emerging agile leadership models. Additionally, self-organizing and cross-functional teams become key concepts. All these transformations are bound to culminate in a considerable alteration in the role of the manager. This study examines the new role of the manager in an organization transitioning to agile. To answer the research questions, changes in the key work activities of the manager were evaluated, as well as how changes in interplay and interaction between the manager and the group could affect the role. Furthermore, the aim was also to identify some of the main challenges and barriers that arise. This was studied qualitatively through a literature review. Also, a case study was conducted at the software development department at Scania AB, where ten managers and one employee was interviewed. A survey was also sent out to the group members at this department, with 150 respondents. Findings indicated that most work activities did not change. Some of them changed in character due to introducing an agile method and due to internal, structural changes. In one case, the work focus shifted from one activity to another. In the interplay with the group, the manager now has new roles to consider, while his role becomes more of an empowerer and meets new leadership models. With this organizational change, there are also new opportunities of delegating work activities to a higher extent. The main challenges that were identified regarded communication and coordination, control, and mastering agile methods. / Affärsvärlden möter förändringar i en allt snabbare takt än tidigare, varför organisationer måste bemöta och förhålla sig till både de interna och externa förändringar som sker, vare sig dessa är teknologiska, politiska, sociala eller miljömässiga. Inom ledarskap används idag termen agilt allt mer, som svar på detta nya affärsklimat, vilket ofta inkluderar användandet av agila metoder inom produktutveckling. Då allt fler organisationer inför användandet av agila metoder, tappar också de traditionella ledarskapsmodellerna sin roll. Detta gap som uppstår har kommit att fyllas av nya agila ledarskapsmodeller. Vidare blir också självstyrande och tvärfunktionella grupper viktiga koncept. Dessa förändringar medför en avsevärd förändring av chefsrollen. Denna studie undersöker hur chefsrollen förändras i en organisationen som blir allt mer agil. För att svara på forskningsfrågorna undersöktes hur huvudarbetsuppgifterna förändrats, men också hur förändringar i samspelet och interaktionen mellan chefen och gruppen kan komma att påverka chefsrollen. Vidare undersöktes också vilka huvudsakliga utmaningar och hinder som uppstod. En kvalitativ litteraturstudie utfördes i studien. Också en fallstudie på avdelningen för mjukvaruutveckling på Scania AB utfördes, där tio gruppchefer och en annan anställd intervjuades. En undersöknings skickades också ut till gruppmedlemmar på denna avdelningar, med totalt 150 svar.Resultatet påvisade att de flesta arbetsuppgifter inte förändrades. Vissa av dessa förändrades i karaktär och i utförandet, till följd av införandet av en agil metod och strukturella förändringar i företaget. I ett fall skiftade arbetsfokus från en arbetsuppgift till en annan. I samspelet mellan chef och grupp har nu chefen nya roller att ta hänsyn till. Chefens roll blir mer av en facilitator, där nya ledarskapsmodeller också står till mötes. Chefen har också större möjligheter till delegering av arbetsuppgifter än tidigare. De utmaningar som identifierades rörde kommunikation och koordination, kontroll, och hanteringen av agila metoder.