This Week in Agility Research: Dec. 22, 2015

Here are a few items of new agility-related research that popped up on our radar this week. 

The influence of Knowledge Based Economy on agility of enterprise
By: Stefan Trzcielinski

The ability to use and create the opportunities in changeable environment is a feature of agile enterprise. Because the ability bases on the knowledge cumulated and developed in the enterprise than the development of the Knowledge Based Economy (KBE) should result in increase of the enterprise agility. This hypothesis was checked on the sample of 150 enterprises including 70% of SMEs. The investigation was done in the following cross sections of agility features: brightness, flexibility, intelligence and shrewdness. This work presents the findings about the relations between the changes of KBE pillars and the cross sections of enterprise’s agility.

The Profession of Business Information Management
By: van Outvorst, Frank and De Waal Benny

The crucial role of information systems and information technology (IS/IT) for organizations is unquestionable. IS/IT is increasingly penetrating into the core of organizational performance, IS/IT usage is still growing and expenditure on IT/IS is high. At the same time, the management of IS/IT is considered pivotal in ensuring successful use of IS/IT in organizations. The scope of IS/IT management deals with a wide range of activities, starting with system initiation, through design, realization, system implementation and finally to post implementation or system assimilation. To manage these issues, in 2005 the business information services library (BISL) was published. BiSL is a framework for business information management. BiSL was developed for different purposes, such as an instrument for professionalization, establishing a common vocabulary for the field of business information management, and to create a connection between information strategy/governance and operational business information administration.

Quality Decision Control, Marketing Applied Strategic Agility and Energy Projects Performance
By: Walter Amedzro St-Hilaire

The objective of this study is to investigate the connectedness between quality decision control and marketing strategic agility on public energy projects performance. The intra-country integration of these sectors in the short and long-run are estimated using monthly data covering. The findings based on impulse response functions and variance decomposition demonstrates that most of the variations in each market variable can be explained by its own lag. Thus, the public energy projects offer less opportunities of intra-country diversification of financial portfolio.

Coordination between Teams in Agile Projects
By: Nikolai Hydlmo

Coordinating large, multi-team projects is not a new topic, but doing it in agile projects is a new issue. Agile projects follow a set of principles defined in the Agile Manifesto and these are to be followed when coordinating teams in agile projects. Due to the fact that agile methods amongst other rely on “individuals and interactions over processes and tools”, it is not considered appropriate to enforce any specific working method onto the project teams. The teams are supposed to be self-organizing and autonomous. By studying literature and reading interviews with organizations, the goal was to find out how team coordination is done, or may be done in an effective and efficient manner, by using agile methods.

The Changing Face of Military Learning
By: Sae Schatz, David Fautua, Julian Stodd, and Emilie Reitz

Globalization, social media, ever-increasing computing power, and the proliferation of low-cost advanced technologies have created a level of worldwide complexity and rapid change never before seen. To remain competitive in this environment, the US Department of Defense and our coalition allies must identify new ways to empower our forces. In this paper, we assert that part of that solution includes increased investments in our Human Dimension. Specifically, we argue that military personnel require an expanded set of competencies, higher levels of nuanced skills such as critical thinking and emotional intelligence, and more efficient and agile pathways to expertise, and that achieving these outcomes depends, at least in part, on revising the military learning enterprise.


About Elizabeth Patterson
Elizabeth Patterson likes to swim, bike and run really long distances as fast as possible. An Ironman triathlete and strategic planning officer in the U.S. Army National Guard, she continually tests her own agility while managing projects, improving processes and implementing Lean Six Sigma. A certified Project Management Professional, she holds a master’s degree in industrial/organizational psychology and is currently pursuing her Ph.D. in the field.  Learn more about Elizabeth.