A Workaround Model for Competent Project Managers using Agile Development in a Traditional Organization

Abstract

Agile adoption is gaining popularity in organizations, even those steeped in traditional software development because it has been shown to offer significant benefits. Project managers are often unable to implement agile to its full potential given stakeholder resistance. Project managers find workarounds as a compromise to resistance in certain situations, whether the actions are harmless or essential to resistance. This paper unfolds a case study to examine how project managers’ social intelligence competencies that include working with, persuading, and influencing people plays a pivotal role in working around resistance to agile adoption emanating from stakeholders within and outside the team. Limitations and future research are discussed.

Publication Title

ICIS 2017: Transforming Society with Digital Innovation

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