Submitted by Alison Vanceto (alison-vanceto@hotmail.com) on 2017-03-21T12:14:55Z No. of bitstreams: 1 TeseLFMA.pdf: 6039987 bytes, checksum: 0c2336ab8f5bc28819f69b3f22ff44fb (MD5) / Approved for entry into archive by Ronildo Prado (ronisp@ufscar.br) on 2017-04-20T14:03:16Z (GMT) No. of bitstreams: 1 TeseLFMA.pdf: 6039987 bytes, checksum: 0c2336ab8f5bc28819f69b3f22ff44fb (MD5) / Approved for entry into archive by Ronildo Prado (ronisp@ufscar.br) on 2017-04-20T14:03:24Z (GMT) No. of bitstreams: 1 TeseLFMA.pdf: 6039987 bytes, checksum: 0c2336ab8f5bc28819f69b3f22ff44fb (MD5) / Made available in DSpace on 2017-04-20T14:08:51Z (GMT). No. of bitstreams: 1 TeseLFMA.pdf: 6039987 bytes, checksum: 0c2336ab8f5bc28819f69b3f22ff44fb (MD5) Previous issue date: 2016-12-08 / Não recebi financiamento / The Agile Project Management (GAP) emerges as a response to criticisms made to Traditional Project Management Methods for being prescriptive, bureaucratic, and not very dynamic, thus limited when applied in innovation-intensive and knowledge-intensive environments. The main differences between those approaches are the self-management teams, use of the concept of vision rather than scope, iterations, greater customer involvement and pursuit for simplicity. All have an impact on how Knowledge Management (KM) is performed, in particular, the prioritization of the use of tacit rather than explicit knowledge. Several authors approach the intercession between agile project management and knowledge management theories, however, they made little progress in their proposals for management models. Through systematic theoretical reviews and case studies, we advance in this aspect, proposing a Conceptual Model for Knowledge Management in Agile Project Management. The main peculiarities are: consider both intra and interproject knowledge; consider GAP differentials; focus on the project team; use GAP rituals to potentiate the KM; and the applicability to any agile method. / O Gerenciamento Ágil de Projetos (GAP) surge como resposta às críticas aos métodos tradicionais de gerenciamento de projetos quanto a serem prescritivos, engessados e pouco dinâmicos, desse modo, limitados em ambientes de inovação e intensivos em conhecimento. As principais diferenças entre as abordagens são a autogestão, uso do conceito de visão no lugar de escopo, as iterações, o maior envolvimento do cliente e busca por simplicidade e redução da documentação. Todas têm impacto na forma como a gestão do conhecimento (GC) é realizada, em particular, a priorização do uso do conhecimento tácito ao invés do explícito. Diversos autores abordam a interseção entre as teorias de gerenciamento ágil de projetos e gestão do conhecimento, no entanto, avançam pouco em propostas de modelos de gestão. Esse trabalho, por meio de revisões teóricas sistemáticas e estudos de casos, contribui nesse aspecto, propondo um Modelo para apoiar a Gestão do Conhecimento no Gerenciamento Ágil de Projetos. Como suas principais particularidades estão: considerar tanto o conhecimento intra como interprojetos; contemplar os diferenciais do GAP; ter como foco a equipe de projetos; utilizar os rituais do GAP em favor da GC; além de poder ser aplicado a qualquer método ágil.

Submitted by Aelson Maciera (aelsoncm@terra.com.br) on 2017-06-14T19:32:02Z No. of bitstreams: 1 DissINP.pdf: 3139204 bytes, checksum: bf1eb57492874b8268a6e94a6fb1ef4a (MD5) / Approved for entry into archive by Ronildo Prado (ronisp@ufscar.br) on 2017-06-28T07:43:33Z (GMT) No. of bitstreams: 1 DissINP.pdf: 3139204 bytes, checksum: bf1eb57492874b8268a6e94a6fb1ef4a (MD5) / Approved for entry into archive by Ronildo Prado (ronisp@ufscar.br) on 2017-06-28T07:43:42Z (GMT) No. of bitstreams: 1 DissINP.pdf: 3139204 bytes, checksum: bf1eb57492874b8268a6e94a6fb1ef4a (MD5) / Made available in DSpace on 2017-06-28T07:50:40Z (GMT). No. of bitstreams: 1 DissINP.pdf: 3139204 bytes, checksum: bf1eb57492874b8268a6e94a6fb1ef4a (MD5) Previous issue date: 2017-02-13 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior (CAPES) / Research centers are important for technologies development whose results could be innovative products. One of the difficulties that have arisen is in developing research projects with different professors in a multidisciplinary environment. Many authors have written about the importance project management skills, techniques and practices in research centers, but few show their applications and impacts. An action research was conducted to verify and select the root causes related to the challenges of project management in an international research center (Center for Research, Technology and Education in Vitreous Materials) through the Current Reality Tree. One of the main root causes found was about the lack of knowledge in project management methodology to elaborating multidisciplinary projects involving the transformation of a technology studied in an innovative product. Therefore, workshops were held to apply the Technology Roadmapping (TRM) and the product vision in a project that develops and intends to transform an innovative technology into a product. In addition, the Kanban approach was introduced for planning its main activities. The results from these applications of action research as well as the researchers' perception are discussed in detail. / Os centros de pesquisa possuem um importante papel no desenvolvimento de tecnologias que podem resultar em produtos inovadores. Uma das principais dificuldades é desenvolver projetos de pesquisa com especialistas em diferentes áreas, conciliando a multidisciplinaridade e a liberdade acadêmica. Muitos estudos abordam a importância de habilidades, técnicas e práticas de gerenciamento de projetos em centros de pesquisa, mas poucos efetivamente mostram aplicações e seus impactos. Por meio de uma pesquisa-ação, este trabalho analisou e selecionou as principais causas raízes das dificuldades de gestão de projetos em um centro de pesquisa (Center for Research, Technology and Education in Vitreous Materials) por meio do método da Árvore de Realidade Atual. Além disso, foi realizado um benchmarking em outro centro de pesquisa a fim de verificar se estas dificuldades são recorrentes. A partir deste diagnóstico, uma das causas raízes priorizadas foi a falta de conhecimento de métodos de gestão para auxiliar no desenvolvimento de projetos multidisciplinares envolvendo a transformação das tecnologias pesquisadas em produtos. Com o intuito de minimizar os problemas relacionados a essa causa raíz, foram realizados workshops para a aplicação do método do Technology Roadmapping (TRM) e da prática de visão do produto em um projeto que desenvolve e pretende transformar uma tecnologia inovadora em produto. Como resultado dessas aplicações foi possível verificar a possibilidade de combinar o TRM e a visão para abrir novas perspectivas e rotas e, logo após, realizar a síntese do produto a ser desenvolvido.

Made available in DSpace on 2016-06-02T19:51:56Z (GMT). No. of bitstreams: 1 4571.pdf: 2835932 bytes, checksum: 857c4fae6471592b22f205d753d4cdcd (MD5) Previous issue date: 2012-08-13 / Financiadora de Estudos e Projetos / The theory of project management presents difficulties when applied to the development of innovative products. To solve these difficulties, a series of management methods were created. These methods receive the nomenclature of agile project management and increase the agility of the management process which would be a strategy to deal with the difficulties in those particular projects. However, the concept of agility is vague in the project management theory and the studies found that attempts to measure this performance was not satisfactory, presenting too much subjectivity in the definitions of constructs and starting from little robust definitions of agility. To try to solve this problem, a new model for agility in project management was proposed by Conforto (2011), relying on a definition coined from a systematic literature review of several areas that exhibit this same concept, and perform another systematic review on the models to measure agility in order to incorporate their strengths and create solutions to major weaknesses. This study aims to examine the relationships between the dimensions present in this model of agility to manage projects, in order to verify its validity and possibility its future use as a basis for measurement. Thus, the observed relationships between some features arising from the use of practices from the theory of agile project management theory, critical factors that may impact on the performance of the practices and indicators of agility. For this, a survey was made at the members from eight communities in Brazil Linkedin® chosen from among 79 candidates and selected according to 7 criteria. Also, was created the theoretical concept of "profile 500" which can be used in future research with have analysis made between members of this social network. There was obtained 172 valid responses from 966 users considered eligible for the study. Correlation analysis showed that the relationships proposed in the model of Conforto (2011) are valid and that agility is related to the presence of certain characteristics and are not inherent to the management method chosen, but this performance is related to customer participation and time taken decision. Finally, there was evidenced the importance of customer participation in the design and validation of partial results for a faster management process, and the necessity of carrying out the planning, development and validation with the participation of the client to perform better agility. / A teoria de gerenciamento de projetos apresenta dificuldades quando aplicada ao desenvolvimento de produtos inovadores. Para solucioná-las, surgiram uma série de métodos de gestão que podem ser agrupados sobre a nomenclatura de gerenciamento ágil de projetos. Esses, afirmam que o aumento da agilidade no processo de gestão seria uma estratégia para lidar com essas dificuldades. Contudo, o próprio conceito de agilidade é vago na teoria de gerenciamento de projetos e as tentativas encontradas de se medir esse desempenho não foram satisfatórias, apresentando demasiada subjetividade nos construtos e partindo de definições pouco robustas de agilidade. Para tentar solucionar esse problema, um novo modelo de agilidade para o gerenciamento de projetos foi proposto por Conforto (2011), se baseando em uma definição de agilidade cunhada a partir de uma revisão bibliográfica sistemática de diversas áreas que apresentam esse mesmo conceito, além de realizar outra revisão sistemática sobre os modelos de agilidade, de modo a incorporar os seus pontos fortes e criar soluções para os principais pontos fracos. Este estudo se propõe a verificar as relações entre as dimensões presentes neste modelo de agilidade para o gerenciamento de projetos a fim de verificar sua validade e possibilidade de utilização futura como base para medida. Desse modo, observa as relações entre algumas características advindas da utilização das práticas provenientes da teoria do gerenciamento ágil de projetos, fatores críticos que possam impactar no desempenho das práticas e os indicadores de agilidade. Para isso, foi realizado um levantamento estatístico entre os membros provenientes de 8 comunidades do Linkedin® Brasil escolhidas dentre 79 candidatas e selecionadas segundo a 7 critérios. Também cria o conceito teórico do perfil 500 o qual pode ser utilizado em pesquisas futuras que tenham como população de análise membros de comunidades dessa rede social. Obteve-se 172 respostas válidas dentre 966 usuários considerados aptos a participar do estudo. As análises de correlação mostraram que as relações propostas pelo modelo de Conforto (2011) são válidas e que a agilidade está relacionada à presença de certas características e não são inerentes ao método escolhido, sendo esse desempenho relacionado com a participação do cliente e tempo de tomada de decisão. Por fim, verificou-se a importância da participação do cliente no planejamento e validação dos resultados parciais para a agilidade do processo, e da necessidade realização do ciclo de planejamento, desenvolvimento e validação com a participação do cliente para um melhor desempenho em agilidade.

This thesis aims to increase knowledge about the usage and relevance of Project Management (PM) methods and tools within start-up companies, with regard to the previous work experience of the entrepreneur. The underdeveloped connection of PM and entrepreneurship will be further explored by following the research question proposed below that guides the study. What PM methods and tools do entrepreneurs apply in the process of launching the business versus the operation of the start-up, especially considering their previous work experience and contact with PM? In order to answer the proposed research question and pursue the set objectives, the thesis is structured as follows. First, the methodology within this study is represented in theoretical and practical form in chapter 2 and 4. Furthermore, the theoretical context in the field is summarized in chapter 3. The topics of traditional PM and agile PM (APM) with their characteristics and tools are portrayed; especially the latter is extensively presented in chapter 3.2 due to the need of flexibility and adaptability in the highly dynamic business environment nowadays, as well as the strong connection between APM and the IT development sector. Existing theories about the topics of entrepreneurship and start-ups are described in the subsequent chapter, whereby a focus is set on the entrepreneur itself and his or her previous work experience. To summarize the existing theory in the fields of PM and entrepreneurship a conceptual framework was created by the researchers of this study in chapter 3.4, which also serves to represent the findings of the study in the concluding chapter. The empirical findings, which are presented in chapter 5, were organized in chronological order of the conducted semi-structured, qualitative interviews with software development start-ups in Sweden. Valuable results for the research areas of entrepreneurship and PM, as well as for the practical usage in those fields could be generated. The summarized results of this qualitative study are summarized and presented in chapter 6, titled empirical analysis. The authors found out that the majority of the contacted start-ups did not plan a lot in the launching phase of the business, in fact, they did not apply specific PM tools. While the business was growing, so did its complexity, which is why the need for applying PM tools became more present. Even though no clear connection between the previous work experience of the entrepreneur and the applied PM tools could be established, it was noticeable that prior exposure to PM made the entrepreneurs more aware of the methods and tools. They specifically looked for some and used them more knowingly. Further drivers for choosing a PM method and tools were recommendations and personal research. Next to the stage and scale of the business, especially the team size, the location of the team members and their familiarity with each other appeared to influence the decision on using specific tools tremendously. In general, it could be detected in this study, that the APM framework was commonly recognized as highly valuable for start-ups and many of the respondents already follow it or want to do so in the future. Moreover, primarily only one or very few tools were applied within the start-ups to not lose track of the business development and keep everything concise.

A visão do produto sempre foi identificada como fator fundamental para o sucesso de projetos de desenvolvimento. O surgimento da abordagem denominada gerenciamento ágil de projetos, veio recuperar a importância do tema. Os autores da área propõem práticas e modelos para a criação e representação da visão do produto, e sugerem que defini-la seria uma forma de simplificar a etapa de iniciação. Ao analisá-los, percebe-se, porém, que são melhor adaptados ao desenvolvimento de software, não diferem significativamente da prática de GP tradicional e que os autores não consideraram o uso dos modelos de representação de produtos, presentes na literatura de gestão de desenvolvimento de produto, para concebê-los. O presente trabalho apresenta uma compilação dos modelos de representação existentes e, como objetivo principal, propõe um método para apoiar a criação e registro da visão do produto no gerenciamento ágil de projetos. Foram analisadas as áreas de gestão de projetos, planejamento estratégico, gerenciamento ágil de projetos, gestão de desenvolvimento de produtos e metodologia de projeto, de forma a considerar a contribuição da literatura de desenvolvimento de produtos. O pesquisador propôs um método, (procedimento) inicial, por meio da síntese da literatura, avaliou-o e aprimorou-o por meio de tentativas sucessivas de uso em exemplos teóricos. Uma vez estabelecido, procedeu-se a uma primeira verificação em caso de aplicação em laboratório, configurando-se como pesquisa de campo do tipo participante observador. Por fim, apresenta-se o resultado da aplicação do método, relatando sua viabilidade quando comparada a forma tradicional de declaração da visão. Essa demonstração indica que o método proposto conseguiu unir potencialidades dos modelos de representação pesquisados e que ainda abrange aspectos positivos como simplificação e desburocratização do processo. Apontam-se também necessidades de melhoria e temas para pesquisas futuras. / The product vision has always been considered as critical factor to product development projects. The emergence of the approach known as agile project management came to recover the importance of this subject. The authors from this field propose practices and models for creating an represent the product vision and suggest that this description would be a way to simplify the initiation phase. The analysis of the agile vision methods demonstrates that they are better suited to software development, do not differ significantly from the traditional practice of PM and the authors did not consider the use of models for representation of products, presented at the product develop management literature. The text presents a compilation of existing models of representation and, as main objective, it proposes a method to support the creation and registration of the product vision in the agile project management. We analyzed project management, strategic planning, agile project management, product development and design methodology fields in order to consider the contribution of literature from the product development. The proposed method (procedure) was developed by the literature synthesis and was improved by successive attempts, using theoretical examples and action research practices. The method was evaluated from a case study perspective, a first check, using an application in a laboratory case and the participant as observer research method. Finally, the document brings results from the method application, reporting its when compared to traditional way of the vision statement. The results indicates that the proposed method has potential of uniting models representation search and still covers the positive aspects as simplifying the process and diminished bureaucracy. It also highlights needs for improvement and issues for future research.

The present work is focused on project management and the relationship of this discipline to agile approaches. The aim was to design a generic agile project management methodolo-gy, which is based on Agile values and attitudes. Although the proposed methodology is mainly based on agile software development methodologies, it is also applicable to any type of project. The secondary objective was to propose possible ways of using this generic agile project management methodology in teaching 4IT414 - ICT Project Management, including the creation of documents to support this application. The work is divided into theoretical and practical. First the author defined the basic terms and knowledge of project management and subsequent-them, then also agile approaches and methodologies. In the practical part was introduced generic methodology for agile pro-ject management and proposed a possible way of involving the teaching methodology, including the design documents to serve. The objectives were met. Work can serve students agile approaches and project management, their teachers and the general public. The proposed methodology may be used for studies and real environments in various companies and institutions.

The main goal of this diploma thesis is to investigate the possibilities of the usage of Kanban system within a banking environment. To achieve this goal, the history, advantages, disadvantages and main areas of its usage are analyzed and described. Another goal of this thesis is to define the suitable terminology for Czech environment and to inspect the extent to which the concept of Kanban is compatible with the existing approaches and methodologies to project management. The market analysis of available software tools to support the concept of Kanban is performed (criteria definition, evaluation and final comparision). Based on all the previously described outputs a methodology to implement Kanban in banking environment is designed.This methodology is then used in the final chapter of the thesis -- the case study from an international bank, providing middle management with a step by step guide to successfuly implement Kanban system.

<p>Предмет докторске дисертације представља истраживање ефеката примене агилног прилаза управљању пројектима изван софтверске индустрије, кроз анализу разлике у утицају који агилни прилаз може имати на успех пројекта, у поређењу са традиционалним прилазом. Основни циљ докторске дисертације је да на основу теоријских налаза и емпиријских резултата пружи подршку процесу одабира и подешавања прилаза управљању пројектима у циљу унапређења перформанси пројекта. За сврхе емпиријског дела истраживања коришћене су напредне статистичке методе обраде података. Резултати истраживања применљиви су у свим организацијама који користе пројектно управљање. За научну заједницу, резултати истраживања имаће значај за даљи развој теорије контигенције (теорија модерног управљања) у управљању пројектима.</p> / <p>Predmet doktorske disertacije predstavlja istraživanje efekata primene agilnog prilaza upravljanju projektima izvan softverske industrije, kroz analizu razlike u uticaju koji agilni prilaz može imati na uspeh projekta, u poređenju sa tradicionalnim prilazom. Osnovni cilj doktorske disertacije je da na osnovu teorijskih nalaza i empirijskih rezultata pruži podršku procesu odabira i podešavanja prilaza upravljanju projektima u cilju unapređenja performansi projekta. Za svrhe empirijskog dela istraživanja korišćene su napredne statističke metode obrade podataka. Rezultati istraživanja primenljivi su u svim organizacijama koji koriste projektno upravljanje. Za naučnu zajednicu, rezultati istraživanja imaće značaj za dalji razvoj teorije kontigencije (teorija modernog upravljanja) u upravljanju projektima.</p> / <p>The subject of the doctoral dissertation is to investigate the effects of agile<br />project management beyond the software industry, by analyzing the difference<br />in the impact that an agile approach can have on the project success,<br />compared to the traditional approach. The primary goal of the doctoral<br />dissertation, based on theoretical findings and empirical results, is to support<br />the process of selecting and tailoring down project management approach, in<br />order to improve project performances. In the empirical part part of the<br />research, advanced statistical methods have been used. The research<br />findings are applicable to all organizations using project management. For the<br />scientific community, the results of the research will have relevance for the<br />further development of contingency management theory (modern<br />management theory) in project management.</p>

The construction industry has a clear process it follows therefore the working method within it also has become rigid. Through long time the stage-gate model has been used by the project management. Construction projects are often complex, have long stages and long decisions routes. When a stage is completed questions have been raised and lead to that change is needed to be made before moving on to next stage. This takes time, costs more than calculated and the function gets compromised. The purpose with this thesis is to investigate if the current project management approach can be performed more efficiently by applying agile project management to the design stage. This thesis is performed with a qualitative research approach. It started with a thoroughly literature review of relevant topics such as agile project management, the construction process and change management. When a solid base of knowledge was gathered about the research area an interview study was conducted and a survey was sent out. The findings are a result from the interview study and the survey. The interview questions and findings are divided into four focus areas of agile project management which are project planning, meeting structure, group collaboration and communication. The discussion connects the literature with the information from the interviews and the discussion is presented with the reflections from the authors. The conclusions present the answers on the research questions. The final chapter about further research is presenting perspectives that have not been answered in this thesis. The thesis concludes that project management methods within construction projects are not as rigid as it is described in the literature. The lack of knowledge and awareness of other working methods creates a culture of "this is how it always has been done" within the four focus areas of agile project management. All of the reference projects were time pressured and it was in those situations where ii most tendencies to adjust management method was shown. The studied projects had fixed meeting structures and when emergency occurred, extra meetings were held. The project management teams had good collaboration due to that they were co-located and not too big groups. The co-location also facilitated the communication which was compared to team members that were not co-located and struggled with the communication. The communication generally worked well vertically and was struggling horizontally. Agile project management cannot be achieved to 100% and it is difficult to apply all of its characteristics on the construction industry since it was developed from the software industry which has other traits than construction. On the other hand, agile project management is a mindset of continuously improvement and flexibility of the used working methods which can be used by the construction industry. The construction industry has to follow some specific processes such as applying for building permits and is affected by political decisions. Therefore the current project management methods are restricted to follow certain frameworks. The framework is hard to change though it leaves space for changed methods and attitudes within the framework and the design stage. All types of construction projects can use the agile mindset and it is important that the whole organization relates to the agile mindset to achieve greatest outcome. Steps towards agile can be done in current projects by emphasis more on reconciliations and let the projects progression decide the meeting structure. / Byggprocessen är en väletablerad process inom byggindustrin som byggprojekt genomgår. Genom de tydliga och historiska riktlinjerna som processen följer har byggindustrin fått anseendet att vara stel och konservativ. För att hantera byggprocessen har projektledningen följt Stage-gate modellen med tydliga delmål och beslutsgrindar. Byggprojekt är ofta komplicerade och stora vilket leder till långa beslutsvägar. När ett projekt når en grind vid ett avslut av ett delmål uppstår ofta frågor som leder till förändringar av delmålet. För att behandla förändringarna så behöver processen genomgå ett omtag, att göra om delmålet innan processen kan gå vidare till nästa delmål. Omtagen tar tid, kostar pengar och det kompromissas med funktionen. Denna uppsats har som mål att undersöka om den aktuella projektledningsmetoden kan effektiviseras genom att introducera agil projektledning i projekteringen. Uppsatsen genomförs med en kvalitativ metod. Det första steget är att finna relevant litteratur om berörda ämnen som agil projektledning, byggprocessen och förändringsledning. Med fördjupad kunskap och förståelse inom ämnena genomfördes en intervjustudie och en enkät sändes ut. Resultaten identifierades från intervjuerna och svaren från enkäten. Intervjufrågorna och resultatet är uppdelat i fyra olika agila kategorier som anses gå att applicera på byggindustrin. Kategorierna är projektplanering, mötesstruktur, gruppsamarbete och kommunikation. Resultatet följs utav diskussionen som binder samman litteraturen med resultatet och författarnas reflektioner. Därefter presenteras slutsatsen och avslutningsvis rekommenderas frågeställningar till fortsatta undersökningar. Projektledningsmetoderna som används inom byggprojekt upplevdes inte lika stela som litteraturen beskriver dock fanns det lite kunskap och medvetenhet om andra typer av projektledningsmetoder. Avsaknaden är en bidragande faktor till att den upplevda kulturen anses vara konservativ. Inom de fyra kategorierna fanns det möjligheter till att arbeta mer agilt. När projekten är tidspressade visades mest benägenhet på att förändra projektledningsmetoden. Detta kunde ses tydligt på mötesstrukturen i projekten där den var fast ifrån början men blev mer rörlig då kritiska situationer uppstod. Gruppsamarbetet fungerade bra inom projektledningen för att de var samlokaliserade och inte för stora grupper. Detta underlättade även för en fungerande kommunikation då det märktes att de som inte var samlokaliserade hade svårigheter med kommunikationen. De horisontella kommunikationsvägarna hade generellt sett svårare att fungera än de vertikala kommunikationsvägarna. Eftersom agilt inte är en standard utan är ett arbetssätt som alltid strävar efter att förbättras är det svårt att uppnå ett 100 % agilt arbetssätt. Inom byggindustrin finns vissa ramverk som ska följas vilket gör att projektledningen begränsas. Med fasta ramverk finns lite utrymme för förändring men det finns möjlighet till att förändra processen och tankesättet inom ramverket. Alla typer av byggprojekt kan därför anamma delar av agil projektledning och för att uppnå största möjliga effekt gäller det att hela organisationen är engagerad. Andra enkla steg för att arbeta mer agilt inom projektledningen är att lägga mer vikt vid avstämningsmöten och låta projektets utveckling bestämma mötesstrukturen.

Background: During the last decades there has been a rapid increase in the desire of being more flexible and responsive, which has paved the way for Agile Project Management – APM. As a consequence of implementing APM into environments previously defined as traditional, it has opened up a discussion of merging APM with Traditional Project Management – TPM. This combination of methodologies is referred to as Hybrid Project Management – HPM, whose aim is to leverage benefits from both APM and TPM. Purpose: Prior research has failed to keep up with this trend. Those that have shed light on this phenomenon have failed to realize the differences between IT and non-IT sectors. With this in mind, and the call for including managers’ perspective on HPM, this study has investigated project managers’ experiences and perceptions of factors that influence hybrid project success in physical product development. In order to address this purpose this study has also investigated how project managers perceive project success. This was done since one must first determine what constitutes project success in order to identify what factors that could bear a potential influence on it. Method: From an interpretivist philosophical standpoint this, exploratory and inductive, study has been carried out through semi-structured interviews with experienced project managers within HPM. Inspired by Grounded Theory, this study has employed purposive sampling and analyzed the data through a grounded analysis technique. Conclusion: This research has successfully identified a range of various factors that influence hybrid projects’ success. Based upon this, a model exhibiting the factors influencing hybrid projects in physical product development could be constructed, as well as a model depicting how project managers perceive hybrid project success. It was found that there is a constant tension between the TPM and APM when merging the two. Instead of identifying one way to optimize the hybrid project, it is more or less about managing this balance between APM and TPM practices. It was also found that project success is a dynamic and subjective concept, rather than the static and additive concept that is often illustrated by contemporary research.