Traditional and Agile Project Management in Public Sector and ICT

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.

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Innovation, agile project management and firm performance in a public sector-dominated economy: Empirical evidence from high-tech small and medium-sized enterprises in China

Socio-Economic Planning Sciences ◽

10.1016/j.seps.2019.100779 ◽

2020 ◽

Vol 72 ◽

pp. 100779 ◽

Cited By ~ 2

Author(s):

Xiangui Ju ◽

Fernando A.F. Ferreira ◽

Min Wang

Keyword(s):

Project Management ◽

Public Sector ◽

Firm Performance ◽

Empirical Evidence ◽

High Tech ◽

Agile Project Management

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Traditional versus agile project management in public sector in Poland

Scientific Papers of Silesian University of Technology Organization and Management Series ◽

10.29119/1641-3466.2020.149.25 ◽

2020 ◽

Vol 2020 (149) ◽

pp. 287-302

Author(s):

Anna KACZOROWSKA ◽

Keyword(s):

Project Management ◽

Public Sector ◽

Agile Project Management

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

BMJ Innovations ◽

10.1136/bmjinnov-2020-000574 ◽

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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