The purpose of this study is to gain an understanding of an agile way of working at an IT organization in a context of a surrounding and otherwise manufacturing industrial organization, when it comes to software development projects. Thus the study aims to answer whether to what extent agile methodologies are manifested at an IT organization, what is demanded of the IT organization in order to follow agile values and principles, and whether it is possible to develop software according to agile values and principles in an IT organization in the above mentioned context. The study has been carried out as a case study at a case company where an IT organization, within a larger organization, was investigated. The study consisted of a pre-study, a literature review and an empirical study followed by analysis of the gathered data. The pre-study aimed to give the authors relevant insights into the case company as well as to the available academic literature. During the pre-study eight initial interviews were conducted, at the case company, among project managers, methodology experts and group managers. The pre-study was used in order to define and refine the scope of this study. From this the authors investigated literature relevant to their findings in the pre-study and to the scope. The literature review was used to formulate the theoretical framework of this study. The theoretical framework is mainly based on academic journals complemented by various publications and books. The empirical study was conducted by investigations of four software development projects, at the case company. Here nine interviews were conducted among the project managers, customers of the projects, and with managers of the IT organization. The empirical study have then been analyzed using the theoretical framework in order to form the conclusions of this report. The theory presents benefits, drawbacks and demands when it comes to agile methodologies in software development. The importance of support from the IT department, and from the customer, to a project is especially highlighted in literature. The empirical study presents findings of both agile and non-agile projects operating in the above mentioned organization. Several advantages and drawbacks have been identified regarding agile projects in the organization. Also hinders for an agile way of working, in the form or organizational demands, extensive processes, limited support and customer commitment have also been seen. While benefits regarding agile projects can be identified, in the context of an IT organization functioning within a larger industrial manufacturing organization, several drawbacks and hinders are also prominent. The analysis show agile values and principles manifested in the IT organization agile practices are harder to identify. It is also seen that an organization should strive for agility on several organizational levels in order to support an agile way of working. Regarding the surrounding organization an agile way of working is seen to be possible. Furthermore several benefits are identified, for a customer, when it comes to agile projects. However agile methodologies are also seen to be demanding when it comes to time, commitment and external support. Putting this in the context of an IT organization developing business support systems for a surrounding organization the benefits, while still prominent, can be further discussed.

Submitted by Fabio Sobreira Campos da Costa (fabio.sobreira@ufpe.br) on 2017-07-12T13:04:46Z No. of bitstreams: 2 license_rdf: 811 bytes, checksum: e39d27027a6cc9cb039ad269a5db8e34 (MD5) Dissertacao_MarcosSoutoJr_CIN_UFPE_2016.pdf: 4183341 bytes, checksum: e7c3f911daf2d3d049848418d269b87a (MD5) / Made available in DSpace on 2017-07-12T13:04:46Z (GMT). No. of bitstreams: 2 license_rdf: 811 bytes, checksum: e39d27027a6cc9cb039ad269a5db8e34 (MD5) Dissertacao_MarcosSoutoJr_CIN_UFPE_2016.pdf: 4183341 bytes, checksum: e7c3f911daf2d3d049848418d269b87a (MD5) Previous issue date: 2016-02-23 / Este trabalho objetivou entender a adoção de abordagens ágeis em BPM através da utilização do método da revisão sistemática da literatura (RSL), coletando e selecionando estudos publicados em importantes meios científicos relacionados à área, que respondessem às questões de pesquisa definidas para este fim. Após a seleção dos trabalhos, uma primeira análise foi realizada, resultando na identificação e classificação destes estudos em seis tipos de abordagens entre os estudos primários da RSL, que facilitaram a coleta e a interpretação dos dados obtidos posteriormente durante a aplicação do protocolo de pesquisa. A aplicação do protocolo permitiu a síntese das respostas às questões de pesquisa, que formaram um panorama das abordagens ágeis em BPM, esclarecendo as motivações para a sua utilização, as etapas do ciclo BPM as quais são aplicáveis, a forma de implantação, as principais características, as ferramentas e arquiteturas de sistema que as apoiam, os seus benefícios e desafios. A pesquisa buscou colaborar com o desenvolvimento do gerenciamento de processos de negócio através da construção de um conhecimento que possa ser incorporado aos futuros projetos de implantação e propõe a realização de pesquisas aplicadas relacionadas ao tema para aprofundar o entendimento e consolidar a importância das abordagens ágeis no contexto de BPM. / This study aimed to understand the adoption of agile approaches in BPM by using a systematic review, collecting and selecting studies published in important scientific sources related to the area, to answer the research questions set for this purpose. After a first analysis, the studies were classified into six types of approaches, which facilitated the collection and interpretation of data subsequently obtained during the application of the research protocol. The application of the protocol enabled the synthesis of the answers to research questions, which formed an overview of agile approaches in BPM, explaining the reasons for their use, in which stages of the BPM life cycle they are applicable, how to implement them, the main features, tools and system architectures that support them, their benefits and challenges. The research sought to collaborate with the development of business process management by building a knowledge that can be incorporated into future project implementation and proposes new applied research related to the theme to consolidate the importance of agile approaches in BPM context.

A digitalização e a evolução tecnológica experimentadas em anos recentes têm promovido mudanças na forma como as organizações se estabelecem e desenvolvem seus modelos de negócios. São exigidos intervalos de respostas cada vez mais curtos, bem como flexibilidade e dinamismo. Algumas práticas têm emergido para auxiliar empreendedores atuantes neste novo cenário, em especial aos líderes de startups e projetos de base inovadora. O presente trabalho apresenta resultados de uma pesquisa que teve como objetivo de investigar de que forma o lean startup pode auxiliar novos empreendimentos baseados em inovação a validar seus modelos de negócio, quais os fatores críticos de sucesso para a sua implementação e qual o grau de adoção de suas práticas por startups tecnológicas na região metropolitana de Porto Alegre (RS). Para isto, o estudo foi dividido em três principais etapas. A primeira etapa consistiu em uma revisão sistemática da literatura a respeito da temática, com a identificação de estudos acerca do lean startup, customer development e gestão ágil. Foram identificados principais efeitos da implementação sobre as organizações e fatores críticos de sucesso para a execução A segunda e terceira etapas compreenderam estudos de caso múltiplos, com a identificação de práticas utilizadas por startups tecnológicas para a validação de elementos de modelos de negócio, e a coleta de percepções de líderes de startups de engenharia quanto ao lean startup e os principais obstáculos e facilitadores para a sua implementação. Entre os principais resultados, destacam-se os benefícios das práticas ágeis sobre a flexibilidade das organizações, bem como a redução de custos, se comparados à gestão baseada em planos de negócios. Deve-se ressaltar que os estudos de caso possuem limitações quanto à generalização, visto que podem não representar outras realidade. De toda a forma, o presente trabalho contribui para o preenchimento de parte de uma lacuna existente na literatura quanto à temática. / Digitization and technological evolution experienced in recent years has led to changes in the way organizations establish and develop their business models. Market demands quick responses as well as flexibility and dynamism. Some practices have emerged to assist entrepreneurs in this new scenario, especially leaders behind startups and innovation-based projects. This work presents results of a research that aimed at investigating how lean startup can support the validation of business models in innovation-based ventures, what are the critical success factors for its implementation, and whether the startups in the metropolitan region of Porto Alegre (RS) are actually adopting the methodology. To achieve this objective, the study was divided into three main stages. The first stage consisted of a systematic literature review on the subject, with the identification of studies about lean startup, customer development and agile management. As main findings, we identified lean startup effects on organizations and critical success factors for its implementation. The second and third steps included multiple case studies, identifying the practices used by technological startups to validate business models elements, and the perceptions of leaders behind engineering startups regarding to lean startup, as well as main obstacles and facilitators for its implementation. Some results regard the benefits of agile practices on the flexibility of organizations, as well as the reduction of costs, when compared to plan-based management approaches. Case studies have limitations on generalization, since they may not represent other realities. In any case, the present work contributes to fill part of a literature gap on the subject.

When it comes to how the team members build trust three themes were found; knowledge sharing, expectations and shared values and relationship building. Further on when it comes to the challenges five bigger themes were found which are; distance, culture decisions from above, knowledge and other challenges. Furthermore, the study also explored how difficult it is to build trust due to its complexity as several challenges were identified. Some suggestions have been made on how to face these challenges and it has been concluded that you need to take into account many different aspects when it comes to building trust in agile teams.

A digitalização e a evolução tecnológica experimentadas em anos recentes têm promovido mudanças na forma como as organizações se estabelecem e desenvolvem seus modelos de negócios. São exigidos intervalos de respostas cada vez mais curtos, bem como flexibilidade e dinamismo. Algumas práticas têm emergido para auxiliar empreendedores atuantes neste novo cenário, em especial aos líderes de startups e projetos de base inovadora. O presente trabalho apresenta resultados de uma pesquisa que teve como objetivo de investigar de que forma o lean startup pode auxiliar novos empreendimentos baseados em inovação a validar seus modelos de negócio, quais os fatores críticos de sucesso para a sua implementação e qual o grau de adoção de suas práticas por startups tecnológicas na região metropolitana de Porto Alegre (RS). Para isto, o estudo foi dividido em três principais etapas. A primeira etapa consistiu em uma revisão sistemática da literatura a respeito da temática, com a identificação de estudos acerca do lean startup, customer development e gestão ágil. Foram identificados principais efeitos da implementação sobre as organizações e fatores críticos de sucesso para a execução A segunda e terceira etapas compreenderam estudos de caso múltiplos, com a identificação de práticas utilizadas por startups tecnológicas para a validação de elementos de modelos de negócio, e a coleta de percepções de líderes de startups de engenharia quanto ao lean startup e os principais obstáculos e facilitadores para a sua implementação. Entre os principais resultados, destacam-se os benefícios das práticas ágeis sobre a flexibilidade das organizações, bem como a redução de custos, se comparados à gestão baseada em planos de negócios. Deve-se ressaltar que os estudos de caso possuem limitações quanto à generalização, visto que podem não representar outras realidade. De toda a forma, o presente trabalho contribui para o preenchimento de parte de uma lacuna existente na literatura quanto à temática. / Digitization and technological evolution experienced in recent years has led to changes in the way organizations establish and develop their business models. Market demands quick responses as well as flexibility and dynamism. Some practices have emerged to assist entrepreneurs in this new scenario, especially leaders behind startups and innovation-based projects. This work presents results of a research that aimed at investigating how lean startup can support the validation of business models in innovation-based ventures, what are the critical success factors for its implementation, and whether the startups in the metropolitan region of Porto Alegre (RS) are actually adopting the methodology. To achieve this objective, the study was divided into three main stages. The first stage consisted of a systematic literature review on the subject, with the identification of studies about lean startup, customer development and agile management. As main findings, we identified lean startup effects on organizations and critical success factors for its implementation. The second and third steps included multiple case studies, identifying the practices used by technological startups to validate business models elements, and the perceptions of leaders behind engineering startups regarding to lean startup, as well as main obstacles and facilitators for its implementation. Some results regard the benefits of agile practices on the flexibility of organizations, as well as the reduction of costs, when compared to plan-based management approaches. Case studies have limitations on generalization, since they may not represent other realities. In any case, the present work contributes to fill part of a literature gap on the subject.

A digitalização e a evolução tecnológica experimentadas em anos recentes têm promovido mudanças na forma como as organizações se estabelecem e desenvolvem seus modelos de negócios. São exigidos intervalos de respostas cada vez mais curtos, bem como flexibilidade e dinamismo. Algumas práticas têm emergido para auxiliar empreendedores atuantes neste novo cenário, em especial aos líderes de startups e projetos de base inovadora. O presente trabalho apresenta resultados de uma pesquisa que teve como objetivo de investigar de que forma o lean startup pode auxiliar novos empreendimentos baseados em inovação a validar seus modelos de negócio, quais os fatores críticos de sucesso para a sua implementação e qual o grau de adoção de suas práticas por startups tecnológicas na região metropolitana de Porto Alegre (RS). Para isto, o estudo foi dividido em três principais etapas. A primeira etapa consistiu em uma revisão sistemática da literatura a respeito da temática, com a identificação de estudos acerca do lean startup, customer development e gestão ágil. Foram identificados principais efeitos da implementação sobre as organizações e fatores críticos de sucesso para a execução A segunda e terceira etapas compreenderam estudos de caso múltiplos, com a identificação de práticas utilizadas por startups tecnológicas para a validação de elementos de modelos de negócio, e a coleta de percepções de líderes de startups de engenharia quanto ao lean startup e os principais obstáculos e facilitadores para a sua implementação. Entre os principais resultados, destacam-se os benefícios das práticas ágeis sobre a flexibilidade das organizações, bem como a redução de custos, se comparados à gestão baseada em planos de negócios. Deve-se ressaltar que os estudos de caso possuem limitações quanto à generalização, visto que podem não representar outras realidade. De toda a forma, o presente trabalho contribui para o preenchimento de parte de uma lacuna existente na literatura quanto à temática. / Digitization and technological evolution experienced in recent years has led to changes in the way organizations establish and develop their business models. Market demands quick responses as well as flexibility and dynamism. Some practices have emerged to assist entrepreneurs in this new scenario, especially leaders behind startups and innovation-based projects. This work presents results of a research that aimed at investigating how lean startup can support the validation of business models in innovation-based ventures, what are the critical success factors for its implementation, and whether the startups in the metropolitan region of Porto Alegre (RS) are actually adopting the methodology. To achieve this objective, the study was divided into three main stages. The first stage consisted of a systematic literature review on the subject, with the identification of studies about lean startup, customer development and agile management. As main findings, we identified lean startup effects on organizations and critical success factors for its implementation. The second and third steps included multiple case studies, identifying the practices used by technological startups to validate business models elements, and the perceptions of leaders behind engineering startups regarding to lean startup, as well as main obstacles and facilitators for its implementation. Some results regard the benefits of agile practices on the flexibility of organizations, as well as the reduction of costs, when compared to plan-based management approaches. Case studies have limitations on generalization, since they may not represent other realities. In any case, the present work contributes to fill part of a literature gap on the subject.

The conceptual framework of agile software development is an ever-growing movement in the software industry. However, recent studies have shown that large, less software-focused companies, where software development is primarily used for in-house IT-solutions, struggle with giving up traditional command-control type of management. This hits hard on some of the most important principles of agile software development and in many cases this phenomenon has inevitably led to large gaps between development teams and more managerial parts of the organization. This thesis has aimed to study this gap and investigate how it affects software development teams’ ability to carry out their work. By comparing three software teams that were internally highly similar but with varying external conditions, impact on the teams’ behaviour based on their different environments was studied. The study was carried out using a multiple-case study approach with primary data sources consisting of survey gathered data from all team members and interviews with a subset of the team members. The results gathered from this study suggest that agile development teams are extremely dependent on a well-functioning interface to business related parts of an organization. Regarding teams’ ability to make decisions and being agile in their way of working, the results primarily isolate impediments with roots in an unwillingness to adhere to and lack of understanding of agile principles. In this thesis, our gathered results were also correlated with a modern framework called Flow in order to confirm its relevance regarding analyzing software development teams in large-scale environments.

The Information technologies are becoming a key element in achieving an advantage above your competitors. Therefore, it is as important coming up with new and original ideas as well as having the ability to enforce those ideas by current management. The chances of enforcing new ideas are higher if you manage to implement the changes within set up forecast. The lack of flexibility and a low percentage of successful projects within these limits were the main motivation for composing this Master Thesis. There is an introduction to the agile project management in the first part of this paper and a specific implementation example of this method in the second part.

This diploma thesis deals with the analysis of the current state of company. Subsequently, based on the obtained data, it designs and implements a software development management system. The diploma thesis describes the theoretical basis of the work, the requirements of the company. When choosing a system, it takes into account the individual needs of the selected company. Part of the diploma thesis is a description of the implementation and deployment of the system in the company together with the time analysis.

While conventional approaches of managing organizations have been considered to be outdated, Organizational Agility has been acclaimed for its prowess to cope with today's increasingly volatile and dynamic environment. Yet the predominant focus has been directed towards how agility is achieved, while its retention as organizations grow has to a great extent been unexplored. Through a qualitative case study of a renowned organization for its unorthodox approach, this study aims to contribute with an extension to the current scope of organizational agility by stretching beyond the focus on mere transformations in an attempt to understand in what ways organizational agility is retained as they grow. The findings of this study challenge the common conceptions found within literature suggesting that changes in the external environment are what drives organization’s to be agile in order to sustain its competitiveness. Organizational agility has thus primarily been considered to be constituted by dynamic adaptations in accordance to forces of the external environment. In contrast, this study finds that the retention of organizational agility during growth is an evolutionary process that is internally driven by placing indispensable value on the employees and by focusing on the organization itself, its desire and community. Retaining organizational agility is thus something that grows “from the inside and out”.