ABSTRACT

Agile adoption is gaining popularity in many organizations, even those steeped in traditional software development. However, project managers often cannot implement agile to its full potential given the numerous human- and process-related challenges. This research focuses on how project managers can tailor agile to overcome human-related challenges. Using a grounded theory approach, we examine how managers’ social intelligence competencies play a pivotal role in overcoming the human-related challenges emanating from stakeholders rooted in the traditional waterfall development approach. An understanding of this area informs practitioners on the interventions that can be taken and competencies that can be cultivated to maximize the success of agile adoption despite human-related challenges.

摘要

敏捷采用在许多组织中越来越受欢迎，即使是那些沉浸在传统软件开发中的组织。然而，鉴于众多与人员和流程相关的挑战，项目经理通常无法充分发挥敏捷的潜力。这项研究的重点是项目经理如何调整敏捷以克服与人类相关的挑战。使用扎根理论方法，我们研究了管理者的社会智力能力如何在克服源于传统瀑布开发方法的利益相关者带来的与人类相关的挑战中发挥关键作用。对这一领域的了解可以让从业者了解可以采取的干预措施和可以培养的能力，以最大限度地提高敏捷采用的成功率，尽管存在与人类相关的挑战。