An exploratory examination of modes of interaction and work in waterfall and agile teams Online publication date: Thu, 19-Apr-2018
by Sondra Ashmore; Anthony Townsend; Samuel DeMarie; Brian Mennecke
International Journal of Agile Systems and Management (IJASM), Vol. 11, No. 1, 2018
Abstract: As agile becomes the preferred methodology for managing projects, many organisations are trying to understand how their processes and culture will change. Using the adaptive structuration theory as a lens for analysis, this case study explores the dynamics of two large teams, one who continued to use the Waterfall method and other who transitioned to agile methodologies. The results show that there are important adaptations and cultural differences that should be considered when an organisation starts leveraging agile methods.
Online publication date: Thu, 19-Apr-2018
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