Escalando as práticas ágeis

Renato Penha; Luciano Ferreira da Silva; Rosária de Fátima Segger Macri Russo

doi:10.5585/gep.v11i2.18133

Authors

Renato Penha Universidade Nove de Julho (UNINOVE) / Professor http://orcid.org/0000-0002-1431-2860
Luciano Ferreira da Silva Universidade Nove de Julho (UNINOVE) / Professor http://orcid.org/0000-0001-6482-8729
Rosária de Fátima Segger Macri Russo Universidade Nove de Julho (UNINOVE) / Professora http://orcid.org/0000-0002-3579-4168

DOI:

https://doi.org/10.5585/gep.v11i2.18133

Keywords:

Agile, Agile scaled. Agile Frameworks. Agile Practices. Organizational culture.

Abstract

The application of agile practices is a challenge for many organizations. However, this becomes insufficient to achieve the agility expected in all projects of the organization, significantly increasing the degree of this challenge. The existence of several practices and frameworks such as Safe, Scrum of Scrum, among others, may raise doubts about how and when this transformation should occur. Also, there are several practices and frameworks, such as Safe, Scrum of Scrum, which bring a lack of consensus for what framework is more appropriate. Besides, it is not enough to choose the most appropriate method to obtain better results in the adoption of agile scaling, because regardless of the chosen framework, organizations will need to promote changes in their culture and other management processes. Regardless of the chosen framework, to obtain better results in the adoption of agile scaling, organizations will need to promote changes in their culture and management processes. In relation to concerning the organizational culture, they should approach and empower their stakeholders, avoiding competition from their projects, and starting to prioritize delivering the most value to their business. About management processes, you will need to increase support for teams, share results, and have engaged people who disseminate agile practices at all levels. Internally, organizations will need to review their agile practices, and the recommendation will be to resolve all their current problems before exposing them through agile escalation. In this context, this editorial comment aims to contribute to the discussion on how to scale agile practices.

Author Biography

Luciano Ferreira da Silva, Universidade Nove de Julho (UNINOVE) / Professor

Doutorado em administração na Pontifícia Universidade Católica, PUC-SP, Mestre em Administração, Comunicação e Educação na Universidade São Marcos, Especialista em Psicologia Organizacional, Especialista em Administração de Recursos Humanos e graduado em Administração de Empresas. Professor e pesquisador no Programa de Pós-Graduação em Gestão de Projetos (PPGP) na Universidade Nove de Julho - UNINOVE.

References

Abrar, M. F., Khan, M. S., Ali, S., Ali, U., Majeed, M. F., Ali, A., ... & Rasheed, N. (2019). Motivators for large-scale agile adoption from management perspective: A systematic literature review. IEEE Access, 7, 22660-22674. https://doi.org/10.1109/ACCESS.2019.2896212

Amjad, S., Ahmad, N., Saba, T., Anjum, A., Manzoor, U., Balubaid, M. A., & Malik, S. U. R. (2017). Calculating completeness of agile scope in scaled agile development. IEEE Access, 6, 5822-5847. https://doi.org/10.1109/ACCESS.2017.2765351

Conboy, K., & Carroll, N. (2019). Implementing large-scale agile frameworks: challenges and recommendations. IEEE Software, 36(2), 44-50. https://doi.org/10.1109/MS.2018.2884865

Conforto, E. C., & Amaral, D. C. (2016). Agile project management and stage-gate model—A hybrid framework for technology-based companies. Journal of Engineering and Technology Management, 40, 1-14. https://doi.org/10.1016/j.jengtecman.2016.02.003

Dingsøyr, T., Falessi, D., & Power, K. (2019). Agile development at scale: the next frontier. IEEE Software, 36(2), 30-38.

Ebert, C., & Paasivaara, M. (2017). Scaling agile. IEEE Software, 34(6), 98-103. https://doi.org/10.1109/MS.2017.4121226

Felipe, C. M., Roldán, J. L., & Leal-Rodríguez, A. L. (2017). Impact of organizational culture values on organizational agility. Sustainability, 9(12), 2354. https://doi.org/10.3390/su9122354

Fernandez, D. J., & Fernandez, J. D. (2008). Agile project management—agilism versus traditional approaches. Journal of Computer Information Systems, 49(2), 10-17. https://doi.org/10.1080/08874417.2009.11646044

Granato, L., Bomfim, M., & Branco L. (2020). Ágil e às pressas: metodologia salva equipes do caos na pandemia. Revista Exame online. Recuperado em 25.08.2020 de: https://exame.com/revista-exame/agil-e-as-pressas-metodologia-salva-equipes-do-caos-na-pandemia/

Iivari, J., & Iivari, N. (2011). The relationship between organizational culture and the deployment of agile methods. Information and software technology, 53(5), 509-520. https://doi.org/10.1016/j.infsof.2010.10.008

Kettunen, P. (2009). Adopting key lessons from agile manufacturing to agile software product development—A comparative study. Technovation, 29(6-7), 408-422. https://doi.org/10.1016/j.technovation.2008.10.003

Kutomi, A. S., & Piscopo, M. R. (2013). Comprometimento e Envolvimento dos Stakeholders Internos em Projetos. Anais do II Simpósio de Gestão de Projetos - II SINGEP, São Paulo, SP, Brasil.

Obradović, V., Kostić, S. C., & Mitrović, Z. (2016). Rethinking project management–Did we miss marketing management?. Procedia-Social and Behavioral Sciences, 226, 390-397. https://doi.org/10.1016/j.sbspro.2016.06.203

Pichler, R. (2020). How to Lead in Product Management: Practices to Align Stakeholders, Guide Development Teams, and Create Value Together. Pichler Consulting.

Project Management Institute. (2017). Um Guia do Conhecimento de Gerenciamento de Projetos (Guia PMBoK®). (6a.). Newton Square, Pensilvânia: PMI - Project Management Institute.

Rigby, D. K., Sutherland, J., & Noble, A. (2018). Agile at scale. Harvard Business Review, 96(3), 88-96.

Rupp, I. (2020). Como os negócios de gastronomia podem se beneficiar da metodologia ágil e da inovação. Bom Gourmet - Gazeta do Povo. Recuperado em 25.08.2020 de: https://www.gazetadopovo.com.br/bomgourmet/hack-pela-gastronomia/como-negocios-de-gastronomia-podem-se-beneficiar-da-metodologia-agil/

Scaled Agile. Portfolio kanban. Recuperado em 25.08.2020 de: https://www.scaledagileframework.com/portfolio- kanban/

Serrador, P., & Pinto, J. K. (2015). Does Agile work? A quantitative analysis of agile project success. International Journal of Project Management, 33(5), 1040-1051. https://doi.org/10.1016/j.ijproman.2015.01.006

Silva, D. S., Ghezzi, A., de Aguiar, R. B., Cortimiglia, M. N., & ten Caten, C. S. (2019). Lean Startup, Agile Methodologies and Customer Development for business model innovation. International Journal of Entrepreneurial Behavior & Research. 26(4), 595-628.

https://doi.org/10.1108/IJEBR-07-2019-0425

State of Agile. 14th Annual State of Agile Report (2020). Recuperado em 25.08.2020 de: https://stateofagile.com/

Sweetman, R. and K. Conboy (2019). "Finding the Edge of Chaos: A Complex Adaptive Systems Approach to Information Systems Project Portfolio Management." In: Proceedings of the 27th European Conference on Information Systems (ECIS). Stockholm-Uppsala: Sweden. Recuperado em 25.08.2020 de: https://aisel.aisnet.org/cgi/viewcontent.cgi?article=1010&context=ecis2019_rip

Terentim, G., & Gonçalves, V. (2020). Gestão de Mudanças em Abordagens Ágeis: HCMBOK to Agile: The Human Chance Management Body of Knowledge. Rio de Janeiro: Brasport.