Background: Exploring the ambidexterity literature in the context of agile software development organizations from the perspective of how the organizational characteristics that result from the application of agile methods affect the achievement of ambidexterity Aim: To gain insight into how agile software development organizations achieve ambidexterity. Methodology: How agile software development organizations achieve ambidexterity was studied through a multiple case study where the total of four case projects in two different organizations were examined. Findings: This study indicated how the characteristics of agile software development organizations have an essential role in how ambidexterity is achieved in these organizations.

For the last decade the IT industry has been transitioning to Agile software development due to the impending need for a more flexible development process. China’s IT industry is growing drastically, but to stay competitive in the global market the Chinese organizations have to constantly adapt and reorient to today’s market needs. The purpose of this study is to determine if Agile methodologies and practices are suitable for the software industry in China. The study describes the fundamentals of Agile software development and analyzes the success factors of Agile adoption. Further analysis of Agile and its relation to culture is conducted, as well as an analysis of China, its national and organizational culture, and its software industry. Several hypothesis regarding potential barriers of Agile adoption in China were constructed to guide the design of the survey questionnaire. In the analysis of the survey data it was concluded that the communication aspect does pose as a barrier for Agile adoption in China, whereas the cognitive, social, organizational culture, competence and recruitment and managerial aspects all are concluded to not be barriers for Agile adoption. The overall result indicates that Agile methodologies are suitable, and should be favorable for the software development organizations in China. / IT-branschen har under det senaste decenniet anammat Agila metoder för att fylla ett behov av en mer flexibel utvecklingsprocess. Kinas IT-industri växer kraftigt, men för att öka sin globala konkurrenskraft måste den utvecklas och ständigt kunna anpassa sig efter marknadens behov. Syftet med denna studie är att avgöra om Agila metoder och arbetssätt är lämpliga för den Kinesiska mjukvaruindustrin. Studien beskriver grunderna i Agil mjukvaruutveckling och analyserar viktiga faktorer vid införandet av Agila metoder. Vidare undersöker den Kinas kultur, organisationskultur samt dess mjukvaruindustri. I studien utformades några hypoteser om möjliga hinder vid anammandet av Agila metoder, som vidare användes för utformandet av en enkätundersökning. I analysen av enkätdata konstaterades det att kommunikationsaspekten är ett hinder, medan de kognitiva, sociala och organisationskulturella aspekterna samt kompetens- och rekryteringsaspekten och organisationsledningsaspekten samtliga ej anses som hinder för införandet av Agila metoder. Slutsatsen är att Agila metoder är lämpliga, och bör adopteras av kinesiska mjukvaruföretag.

Thesis submitted in fulfilment of the requirements for the degree Doctor of Technology: Information Technology in the Faculty of Informatics and Design at the Cape Peninsula University of Technology 2013 / The alignment between business and information technology (IT) strategies has been a challenge for many years. Strategic alignment models and enterprise architecture methodologies and frameworks have been developed to assist business and IT managers with improving alignment between business and IT strategies. The business analyst, systems analyst and project manager are key role players in delivering the information systems (IS) needs of business and therefore key in aligning business and IT strategies. Despite literature and research suggesting a positive influence of emotional intelligence on occupational performance in various industries, the development of emotional intelligence of the business analyst, systems analyst and project manager is neglected by software development organisations. Emotional intelligence is neglected in industry IS competency models as well as documented standards for the business analysis and project management profession (BABOK and PMBOK). Emotional intelligence is not addressed in strategic alignment models and enterprise architecture methodologies and frameworks. Emotional intelligence is equally neglected in IS literature. Systematic research investigating the impact of emotional intelligence on occupational performance of IT professionals remains sparse. The purpose of this study was to determine which emotional intelligence competencies are needed to improve the occupational performance of business analysts, systems analysts and project managers in delivering business information system needs. The study took the form of a multiple interpretive case study. Qualitative data was collected using semi-structured interviews with stakeholders from 20 software development organisations utilising the roles of the business analyst, systems analyst and project manager. Quantitative data was collected using the Genos Emotional Intelligence Inventory with the aim of identifying the patterns of emotional intelligence visible in the sample of business analysts, systems analysts and project managers assessed. The study suggests emotional intelligence has a role to play in alignment between business and IT strategies. It is proposed that industry IS competency models as well as the standards for the business analysis and project management profession as documented in BABOK and PMBOK include specific emotional intelligence competencies. The study also proposes that higher education institutions in IT/IS such as universities of technology, as well as training providers focusing on business analysis, systems analysis and project management, should focus not only on technical skills but emotional intelligence skills as well when developing the supply pipeline of business analysts, systems analysts and project managers. Keywords: Emotional intelligence, business – IT alignment, information technology, enterprise architecture, business analyst, systems analyst, project manager, competencies, non-technical skills.

Made available in DSpace on 2016-03-15T19:30:58Z (GMT). No. of bitstreams: 1 Leticia Rodrigues da Fonseca.pdf: 1750631 bytes, checksum: 386ec52022d302b9f42a054db2a46380 (MD5) Previous issue date: 2013-02-19 / Faculdade Cenecista de Varginha / The Brazilian market for software and services has grown considerably in recent years. According to the Brazilian Association of Software Companies (ABES, 2011), Brazil occupies the eleventh position on the world stage, moving 19.04 billion dollars, equivalent to 1.0% of gross domestic product (GDP), this total, 6.74 billion refer to software production, representing 2.2% of the world market. However, fierce competition manifests itself in the same proportion opportunities. The national software compete with themselves and with those from other countries, because there are not yet many barriers or legal restrictions against marketing of international products (TONINI et al, 2008). This sector is still characterized by evolving at a rapid pace, which causes frequent changes related to products, services, processes and technology itself (MAURER et al, 2002; NIASI, 2009). Therefore, it is believed to be fundamental for Software Development Organizations (ODSs) create a work environment that supports continuous learning to cope with the challenges of the new economy and remain competitive in the market. In this context, this study aims to understand how learning occurs continuously of ODSs that have deployed MPSBR and identify which of its aspects favor the individual and collective learning. By this, we carried out a qualitative study of type multicase in four ODSs three classified at Level C and a level F. It was used as a method of data collection to semi-structured interview. We interviewed individuals involved in software development and representatives of the group responsible for the implementation of MPSBR. The analyzes were performed using software for qualitative analyzes that allowed Weft_QDA from the transcript of the interviews, the establishment of analytical categories for the constructs and verifying relationships between their categories. By the results was possible to understand how MPSBR can contribute to the establishment of a software process quality and affordable, understand how MPSBR can encourage continuous learning through their assumptions and developers understand how these companies learn at level individual and collective. / O mercado brasileiro de software e serviços tem crescido consideravelmente nos últimos anos. Segundo a Associação Brasileira das Empresas de Software (ABES, 2011), o Brasil ocupa a décima primeira posição no cenário mundial, movimentando 19,04 bilhões de dólares, o equivalente a 1,0% do produto interno bruto (PIB) brasileiro; desse total, 6,74 bilhões referem-se à produção de software, o que representa 2,2% do mercado mundial. Contudo, a concorrência acirrada manifesta-se na mesma proporção das oportunidades. Os softwares nacionais competem entre si e com aqueles provenientes de outros países, pelo fato de ainda não existirem muitas barreiras ou restrições legais contra a comercialização de produtos internacionais (TONINI et al, 2008). Esse setor é ainda caracterizado pela evolução em ritmo acelerado, o que ocasiona mudanças frequentes relacionadas aos produtos, serviços, processos e à própria tecnologia (MAURER et al, 2002; NIASI, 2009). Portanto, acredita-se que seja fundamental para as Organizações de Desenvolvimento de Software (ODSs) instituir um ambiente de trabalho que apóie o aprendizado contínuo, para lidar com os desafios da nova economia e manterem-se competitivas no mercado. Diante desse contexto o presente estudo propõe-se a compreender como ocorre a aprendizagem contínua no ambiente de trabalho de ODSs que implantaram o MPSBR e identificar quais de seus aspectos favorecem a aprendizagem individual e coletiva. Para isso, realizou-se uma pesquisa de abordagem qualitativa do tipo multicaso em quatro ODSs, sendo três classificadas no Nível C e uma no nível F. Utilizou-se como método de coleta de dados a entrevista semi-estruturada. Entrevistaram-se os indivíduos envolvidos no processo de desenvolvimento dos softwares e os representantes do grupo responsável pela implantação do MPSBR. As análises foram realizadas por meio do software para análises qualitativas Weft_QDA que permitiu, a partir da transcrição das entrevistas, o estabelecimento de categorias analíticas para os construtos e a verificação de relações entre as suas categorias. Ao final, foi possível compreender como o MPSBR pode contribuir para o estabelecimento de um processo de software de qualidade e a um custo acessível, compreender como o MPSBR pode incentivar a aprendizagem contínua por meio de suas premissas e entender como os desenvolvedores dessas empresas aprendem no nível individual e coletivo.