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Fred A. Cummins – One of the best experts on this subject based on the ideXlab platform.

  • Chapter 10 – The Agile Organization Structure
    Building the Agile Enterprise, 2017
    Co-Authors: Fred A. Cummins
    Abstract:

    The traditional business organization structure focuses on the management hierarchy. Unfortunately, much of the way the Enterprise actually works is not visible in a hierarchical orgaorganization chart. Furthermore, the sharing of capabilities in an Agile Enterprise occurs across the traditional organizational boundaries and requires a form of matrix organization structure in addition to collaborations of various forms that cross organizational boundaries. This chapter describes an appropriate organizational structure and relationships of the Agile Enterprise from five perspectives: the governing body, the executive staff, administrative support organizations, business operations, and interorganizational collaborations. Highlights of a transformation are identified in the context of the Value Delivery Maturity Model of Appendix A.

  • Agile Enterprise Leadership
    Building the Agile Enterprise, 2017
    Co-Authors: Fred A. Cummins
    Abstract:

    This chapter focuses on the needs for change in the roles of business leaders: the governing board, top management, capability management, and knowledge workers. It begins with a summary of the Agile Enterprise capabilities that can empower business leaders. The implications of the Agile Enterprise and the changing world are discussed with respect to each of the four roles identified, here. It then turns to a focus on achieving industry leadership by becoming a source of industry advances and by taking an active role in the development of industry standards and government regulations. The final section identifies a number of information technology standards that continue to advance business design, management, and agility.

  • Chapter 1 – The Agile Enterprise
    Building the Agile Enterprise, 2017
    Co-Authors: Fred A. Cummins
    Abstract:

    This chapter begins with an introduction to the Agile Enterprise concept and provides a somewhat historical perspective on the evolution of information technology and its impact on business operations and management. It then introduces three new ways of thinking that are key to today’s Agile Enterprise and are referenced in the subtitle of this book: (1) capability-based architecture, (2) business collaboration management (BCM), and (3) value delivery management (VDM). Finally, the impact of VDM is discussed related to the management of major business changes, along with some critical success factors for the journey to agility.

Asif Qumer Gill – One of the best experts on this subject based on the ideXlab platform.

  • An Empirical Investigation of Geographically Distributed Agile Development: The Agile Enterprise Architecture is a Communication Enabler
    IEEE Access, 2020
    Co-Authors: Yehia Ibrahim Alzoubi, Asif Qumer Gill
    Abstract:

    Agile software development performance depends on active communication. Active communication is an arduous task when Agile teams are geographically distributed. Agile Enterprise architecture was reported to enhance such active communication and performance. There is little empirical evidence on how Agile Enterprise architecture can enhance communication and performance of geographically distributed software development. This paper contributes to this research gap by empirically examining the relationships between Agile Enterprise architecture, active communication, and performance (on-time completion, on-budget completion, software functionality, and software quality). Using a quantitative data analysis approach, the PLS results of survey responses of 160 research participants suggest that Agile Enterprise architecture has positive effects on active communication, on-budget completion, functionality, and quality. The results also indicate that communication efficiency has positive effects on on-time and on-budget completion; while communication effectiveness has positive effects on functionality, quality, and on-budget completion.

  • A measurement model to analyze the effect of Agile Enterprise architecture on geographically distributed Agile development
    Journal of Software Engineering Research and Development, 2018
    Co-Authors: Yehia Ibrahim Alzoubi, Asif Qumer Gill, Bruce Moulton
    Abstract:

    Efficient and effective communication (active communication) among stakeholders is thought to be central to Agile development. However, in geographically distributed Agile development (GDAD) environments, it can be difficult to achieve active communication among distributed teams due to challenges such as differences in proximity and time. To date, there is little empirical evidence about how active communication can be established to enhance GDAD performance. To address this knowledge gap, we develop and evaluate a measurement model to quantitatively analyze the impact of Agile Enterprise architecture (AEA) on GDAD communication and GDAD performance. The measurement model was developed and evaluated through developing the AEA driven GDAD model and associated measurement model based on the extensive literature review, model pre-testing, pilot testing, item screening, and empirical evaluation through a web-based quantitative questionnaire that contained 26 different weighted questions related to the model constructs (AEA, GDAD active communication, and GDAD performance). The measurement model evaluation resulted in validated research model and 26 measures: 7 formative items for AEA, 5 reflective items for communication efficiency, 4 reflective items for communication effectiveness, 2 reflective items for each on-time and on-budget completion, and 3 reflective items for each software functionality and quality. The results indicate the appropriateness and applicability of the proposed measurement model to quantitatively analyze the impact of AEA on GDAD communication and performance.

  • An Agile Enterprise Architecture-Driven Model for Geographically Distributed Agile Development
    Transforming Healthcare Through Information Systems, 2016
    Co-Authors: Yehia Ibrahim Alzoubi, Asif Qumer Gill
    Abstract:

    Agile development is a highly collaborative environment, which requires active communication (i.e., effective and efficient communication) among stakeholders. Active communication in the geographically distributed Agile development (GDAD) environment is difficult to achieve due to many challenges. Literature has reported that active communication plays a critical role in enhancing GDAD performance through reducing the cost and time of a project. However, little empirical evidence is known about how to study and establish active communication construct in GDAD in terms of its dimensions, determinants and effects on GDAD performance. To address this knowledge gap, this paper describes an Enterprise architecture (EA) driven research model to identify and empirically examine the GDAD active communication construct. This model can be used by researchers and practitioners to examine the relationships among two dimensions of GDAD active communication (effectiveness and efficiency), one antecedent that can be controlled (Agile EA), and four dimensions of GDAD performance (on-time completion, on-budget completion, software functionality and software quality).

John Bulles – One of the best experts on this subject based on the ideXlab platform.

  • OTM Workshops – An Evaluation of a Design Science Research Artefact in the Field of Agile Enterprise Design
    Lecture Notes in Computer Science, 2018
    Co-Authors: Klaas Meijer, Maurice Nijssen, John Bulles
    Abstract:

    This paper describes a research approach to an evaluation of a Design Science Research (DSR) Artefact in the field of Agile Enterprise Design. The Artefact, the result of a program which engineered and combined three methodologies, is developed on the basis of an emerging concept since 2009 and recently (in 2016) implemented in several information systems. Because of the availability of several implementations of the artefact, a post evaluation based on hypothesis testing of the real artefacts is a feasible and necessary next research step, on which will we elaborate in this paper. Rather than a research question, three hypotheses are proposed in this research.

  • an evaluation of a design science research artefact in the field of Agile Enterprise design
    OTM Confederated International Conferences "On the Move to Meaningful Internet Systems", 2017
    Co-Authors: Klaas Meijer, Maurice Nijssen, John Bulles
    Abstract:

    This paper describes a research approach to an evaluation of a Design Science Research (DSR) Artefact in the field of Agile Enterprise Design. The Artefact, the result of a program which engineered and combined three methodologies, is developed on the basis of an emerging concept since 2009 and recently (in 2016) implemented in several information systems. Because of the availability of several implementations of the artefact, a post evaluation based on hypothesis testing of the real artefacts is a feasible and necessary next research step, on which will we elaborate in this paper. Rather than a research question, three hypotheses are proposed in this research.

Manfred Reichert – One of the best experts on this subject based on the ideXlab platform.

  • Collaboration and Interoperability Support for Agile Enterprises in a Networked World: Emerging Scenarios, Research Challenges, Enabling Technologies
    , 2013
    Co-Authors: Manfred Reichert
    Abstract:

    The economic success of Enterprises increasingly depends on their ability to react to changes in their environment in a quick and flexible way. Examples of such environmental changes include regulatory adaptations (e.g. introduction of Sarbanes-Oxley or Basel II), market evolution, altered customer behavior, process improvement, and strategy shifts. Companies have therefore identified business agility as a competitive advantage required for coping with business trends like increasing product and service variability, faster time-to-market, and increasing division of labor along the supply chain. In particular, the Agile Enterprise should be able to quickly set up new business processes as well as to adapt existing ones. However, networked Enterprises must not accomplish such business process changes independent from the interactions they have with their partners and customers; e.g., business contracts and business compliance rules must be ensured after business process changes as well. This keynote will discuss major research challenges to be tackled in this context. Further, it will present advanced methods, concepts and technologies enabling collaboration and interoperability support for the Agile Enterprise in a networked world.

  • IWEI – Collaboration and Interoperability Support for Agile Enterprises in a Networked World: Emerging Scenarios, Research Challenges, Enabling Technologies
    Lecture Notes in Business Information Processing, 2013
    Co-Authors: Manfred Reichert
    Abstract:

    The economic success of Enterprises increasingly depends on their ability to react to changes in their environment in a quick and flexible way. Examples of such environmental changes include regulatory adaptations (e.g. introduction of Sarbanes-Oxley or Basel II), market evolution, altered customer behavior, process improvement, and strategy shifts. Companies have therefore identified business agility as a competitive advantage required for coping with business trends like increasing product and service variability, faster time-to-market, and increasing division of labor along the supply chain. In particular, the Agile Enterprise should be able to quickly set up new business processes as well as to adapt existing ones. However, networked Enterprises must not accomplish such business process changes independent from the interactions they have with their partners and customers; e.g., business contracts and business compliance rules must be ensured after business process changes as well. This keynote will discuss major research challenges to be tackled in this context. Further, it will present advanced methods, concepts and technologies enabling collaboration and interoperability support for the Agile Enterprise in a networked world.

Daniel R. Greening – One of the best experts on this subject based on the ideXlab platform.

  • Agile Enterprise Metrics
    2015 48th Hawaii International Conference on System Sciences, 2015
    Co-Authors: Daniel R. Greening
    Abstract:

    Key performance indicators are used by some large Enterprises to alert executives to opportunities and dangers. Executives seek “leading indicators” to help them make decision early enough to make a difference. In large Enterprises adopting Agile practices, managers sometimes use behavioral compliance metrics to help teams self-assess or to gauge how practices are performed. These often cause dysfunctions, especially when coupled with incentives to meet metric-based targets. We outline a set of scalable metrics that articulate the “Why?” of Agile practices, and allow freedom for teams to explore their own approaches. Anecdotally, these approaches seem to produce improved Product Owner communication, team member alignment, more accurate forecasting and higher quality software production.

  • HICSS – Agile Enterprise Metrics
    2015 48th Hawaii International Conference on System Sciences, 2015
    Co-Authors: Daniel R. Greening
    Abstract:

    Key performance indicators are used by some large Enterprises to alert executives to opportunities and dangers. Executives seek “leading indicators” to help them make decision early enough to make a difference. In large Enterprises adopting Agile practices, managers sometimes use behavioral compliance metrics to help teams self-assess or to gauge how practices are performed. These often cause dysfunctions, especially when coupled with incentives to meet metric-based targets. We outline a set of scalable metrics that articulate the “Why?” of Agile practices, and allow freedom for teams to explore their own approaches. Anecdotally, these approaches seem to produce improved Product Owner communication, team member alignment, more accurate forecasting and higher quality software production.