Agile Project Management in Large Scale Digital Transformation Projects in Government and Public Sector

2017 ◽  
Author(s):  
Amrutaunshu Nerurkar ◽  
Indrajit Das
Keyword(s):  
Project Management ◽  
Public Sector ◽  
Large Scale ◽  
Digital Transformation ◽  
Agile Project Management

scholarly journals Digital Transformation of the German State

2021 ◽  
pp. 331-355
Author(s):  
Ines Mergel
Keyword(s):  
Public Sector ◽  
Large Scale ◽  
Public Services ◽  
Digital Transformation ◽  
Legacy Systems ◽  
Legal Basis ◽  
German State ◽  
Administrative Responsibilities

AbstractDigital transformation of the German public sector is embedded in a large-scale reform focussing on digitalisation and de-bureaucratisation of public services. By 2022, 575 public services will have been digitised. Digitalisation is, however, a contested topic in Germany: modernisation efforts have been stalled resulting in backlogs and the delay of IT consolidation of outdated legacy systems. At the same time, however, innovation pockets are emerging across all levels of government. The chapter first provides an overview of the legal basis of digital transformation, centralised and decentralised organisational embeddedness of administrative responsibilities and then highlights insights into selected implementation cases.

Widerstände gegen Agilität: Agiles Change Management als Erfolgsfaktor in Projekten der digitalen Transformation

2020 ◽  
Vol 74 (2) ◽  
pp. 155-172
Author(s):  
Lukas Heidt ◽  
Felix Gauger ◽  
Benjamin Wagner ◽  
Andreas Pfnür
Keyword(s):  
Project Management ◽  
Change Management ◽  
Project Success ◽  
Stakeholder Management ◽  
Dynamic Change ◽  
Personal Communication ◽  
Digital Transformation ◽  
Management Change ◽  
Agile Project Management ◽  
Corporate Environments

In times of digital transformation and dynamic change in corporate environments, the importance of agile project management is growing. This further affects the demand on change management and its contribution to project success. We conduct interviews with project participants of an agile project to identify the associated need for adaptation of change management. Change management criteria have to be adjusted, particularly in areas of communication and stakeholder management and integration into agile project management methods. Personal communication, individual stakeholder management, and participation are starting points for adapting and integrating change management into agile project management.

scholarly journals Project Management Life Cycle Models to Improve Management in High-rise Construction

2018 ◽  
Vol 33 ◽  
pp. 03005 ◽  
Author(s):  
Andrey Burmistrov ◽  
Maria Siniavina ◽  
Oksana Iliashenko
Keyword(s):  
Life Cycle ◽  
Project Management ◽  
Large Scale ◽  
High Rise ◽  
Agile Project Management ◽  
Life Cycle Models ◽  
Management Approaches ◽  
Large Scale Project

The paper describes a possibility to improve project management in high-rise buildings construction through the use of various Project Management Life Cycle Models (PMLC models) based on traditional and agile project management approaches. Moreover, the paper describes, how the split the whole large-scale project to the "project chain" will create the factor for better manageability of the large-scale buildings project and increase the efficiency of the activities of all participants in such projects.

Incorporating agile practices in public sector it management: A nudge toward adaptive governance

2021 ◽  
pp. 1-21
Author(s):  
Maija Ylinen
Keyword(s):  
Public Sector ◽  
Large Scale ◽  
Resistance To Change ◽  
Digital Transformation ◽  
Organizational Level ◽  
It Management ◽  
Management Approach ◽  
Adaptive Governance ◽  
Public Sector Organizations ◽  
It Department

Public sector organizations are moving from digitalization toward digital transformation. However, this fast-paced and fundamental transformation can be difficult to manage with traditional approaches. One solution is the application of agile methods and adaptive governance. Currently, it is not clear whether the agile mindset can be successfully adopted by public sector organizations, which value stability over agility. To provide a much-needed example of how the agile approach can be introduced in the context of the public sector, this paper presents the findings of a single case study of a municipal IT department. The case shows how the IT department adopted an agile IT management approach in response to the growing demand for digital services and the effects of the digital transformation inside the IT department and throughout the municipality. The findings reveal that introducing agile IT management in public sector IT departments can help improve operational flexibility, collaboration, and customer service despite barriers, such as traditional operational structures, and resistance to change. Consequently, bottom-up agile experiments can drive large-scale agile transformations, especially if such transformations are also accepted at the organizational level.

scholarly journals AGILE PROJECT MANAGEMENT IN PUBLIC SECTOR – METHODOLOGICAL ASPECTS

2020 ◽  
Vol 19 (Vol 19, No 2 (2020)) ◽  
pp. 283-298
Author(s):  
Margarita BOGDANOVA ◽  
Evelina PARASHKEVOVA ◽  
Mariela STOYANOVA
Keyword(s):  
Project Management ◽  
Public Sector ◽  
Service Users ◽  
Business Organizations ◽  
The Public ◽  
Agile Methodology ◽  
Governmental Organizations ◽  
Agile Project Management ◽  
Methodological Aspects ◽  
Two Sectors

One of the current approaches to improving business organizations is agile project management. It emerged in the software industry in 2001, but gradually entered other, non-software industries. However, the transfer of the approach to the public sector requires a specific transformation of the agile methodology, insofar as the two sectors are radically different. The public sector is predetermined by regulations, insufficiently oriented towards service users, bureaucratized and hierarchically organized. All this is a barrier to agile project management that aims at providing project team autonomy, frequent and honest feedback to clients and other stakeholders, flexibility of project scope, etc. The aim of the article is to present a conception of a methodology for agile project management in the public sector and to discuss the issues related to its implementation in governmental organizations.

scholarly journals Agile Innovation to transform healthcare: innovating in complex adaptive systems is an everyday process, not a light bulb event

2021 ◽  
pp. bmjinnov-2020-000574
Author(s):  
Richard J Holden ◽  
Malaz A Boustani ◽  
Jose Azar
Keyword(s):  
Project Management ◽  
Complex Adaptive Systems ◽  
Adaptive Systems ◽  
Design Thinking ◽  
Healthcare Delivery ◽  
Light Bulb ◽  
Innovation Development ◽  
Agile Project Management ◽  
Complex Adaptive ◽  
Behavioural Sciences

Innovation is essential to transform healthcare delivery systems, but in complex adaptive systems innovation is more than ‘light bulb events’ of inspired creativity. To achieve true innovation, organisations must adopt a disciplined, customer-centred process. We developed the process of Agile Innovation as an approach any complex adaptive organisation can adopt to achieve rapid, systematic, customer-centred development and testing of innovative interventions. Agile Innovation incorporates insights from design thinking, Agile project management, and complexity and behavioural sciences. It was refined through experiments in diverse healthcare organisations. The eight steps of Agile Innovation are: (1) confirm demand; (2) study the problem; (3) scan for solutions; (4) plan for evaluation and termination; (5) ideate and select; (6) run innovation development sprints; (7) validate solutions; and (8) package for launch. In addition to describing each of these steps, we discuss examples of and challenges to using Agile Innovation. We contend that once Agile Innovation is mastered, healthcare delivery organisations can habituate it as the go-to approach to projects, thus incorporating innovation into how things are done, rather than treating innovation as a light bulb event.

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