Scaling agile practices
Autor(a) principal: | |
---|---|
Data de Publicação: | 2020 |
Outros Autores: | , |
Tipo de documento: | Artigo |
Idioma: | por |
Título da fonte: | Revista Gestão e Projetos (GeP) |
DOI: | 10.5585/gep.v11i2.18133 |
Texto Completo: | https://periodicos.uninove.br/gep/article/view/18133 |
Resumo: | The application of agile practices is a challenge for many organizations. However, this becomes insufficient to achieve the agility expected in all projects of the organization, significantly increasing the degree of this challenge. The existence of several practices and frameworks such as Safe, Scrum of Scrum, among others, may raise doubts about how and when this transformation should occur. Also, there are several practices and frameworks, such as Safe, Scrum of Scrum, which bring a lack of consensus for what framework is more appropriate. Besides, it is not enough to choose the most appropriate method to obtain better results in the adoption of agile scaling, because regardless of the chosen framework, organizations will need to promote changes in their culture and other management processes. Regardless of the chosen framework, to obtain better results in the adoption of agile scaling, organizations will need to promote changes in their culture and management processes. In relation to concerning the organizational culture, they should approach and empower their stakeholders, avoiding competition from their projects, and starting to prioritize delivering the most value to their business. About management processes, you will need to increase support for teams, share results, and have engaged people who disseminate agile practices at all levels. Internally, organizations will need to review their agile practices, and the recommendation will be to resolve all their current problems before exposing them through agile escalation. In this context, this editorial comment aims to contribute to the discussion on how to scale agile practices. |
id |
UNINOVE-4_1d946c2e851d83b8f12b463218ad5db0 |
---|---|
oai_identifier_str |
oai:https://periodicos.uninove.br:article/18133 |
network_acronym_str |
UNINOVE-4 |
network_name_str |
Revista Gestão e Projetos (GeP) |
spelling |
Scaling agile practicesEscalando as práticas ágeisAgile; Agile scaled. Agile Frameworks. Agile Practices. Organizational culture.Ágil; Ágil escalado Frameworks Ágeis; Práticas Ágeis; Cultura organizacional.The application of agile practices is a challenge for many organizations. However, this becomes insufficient to achieve the agility expected in all projects of the organization, significantly increasing the degree of this challenge. The existence of several practices and frameworks such as Safe, Scrum of Scrum, among others, may raise doubts about how and when this transformation should occur. Also, there are several practices and frameworks, such as Safe, Scrum of Scrum, which bring a lack of consensus for what framework is more appropriate. Besides, it is not enough to choose the most appropriate method to obtain better results in the adoption of agile scaling, because regardless of the chosen framework, organizations will need to promote changes in their culture and other management processes. Regardless of the chosen framework, to obtain better results in the adoption of agile scaling, organizations will need to promote changes in their culture and management processes. In relation to concerning the organizational culture, they should approach and empower their stakeholders, avoiding competition from their projects, and starting to prioritize delivering the most value to their business. About management processes, you will need to increase support for teams, share results, and have engaged people who disseminate agile practices at all levels. Internally, organizations will need to review their agile practices, and the recommendation will be to resolve all their current problems before exposing them through agile escalation. In this context, this editorial comment aims to contribute to the discussion on how to scale agile practices.A aplicação de práticas ágeis é um desafio para muitas organizações. Mas isso torna-se insuficiente para que toda a organização possa ter a agilidade esperada em todos os seus projetos, aumentando enormemente o grau desse desafio. A existência de diversas práticas e frameworks como Safe, Scrum of Scrum, entre outros, podem trazer dúvidas sobre de que forma e momento essa transformação deverá ocorrer, além de não existir um consenso para isso. Além disso, não basta escolher o método mais apropriado para obterem resultados melhores na adoção do ágil escalado, pois independente do framework escolhido, as organizações precisarão promover mudanças em sua cultura e outros processos gerenciais. Em relação à cultura organizacional, elas deverão se aproximar e empoderar seus stakeholders, evitando a concorrência de seus projetos e passando a priorizar as entregar de maior valor aos seus negócios. Em relação aos processos gerenciais, precisará aumentar o suporte aos times, a compartilhar os resultados e possuir pessoas engajadas que disseminem as práticas ágeis por todos os níveis. Internamente, as organizações precisarão revisar suas práticas ágeis, com nossa recomendação de resolver todos os seus problemas atuais, antes de exponenciá-los por meio do ágil escalado. Neste contexto, este comentário editorial visa contribuir com a discussão sobre como escalar as práticas ágeis.Universidade Nove de Julho (Uninove)Penha, RenatoSilva, Luciano Ferreira daRusso, Rosária de Fátima Segger Macri2020-09-10info:eu-repo/semantics/articleinfo:eu-repo/semantics/publishedVersionapplication/pdfhttps://periodicos.uninove.br/gep/article/view/1813310.5585/gep.v11i2.18133Revista de Gestão e Projetos; v. 11, n. 2 (2020): maio/ago.; 1-112236-0972reponame:Revista Gestão e Projetos (GeP)instname:Universidade Nove de Julho (UNINOVE)instacron:UNINOVEporhttps://periodicos.uninove.br/gep/article/view/18133/8445Direitos autorais 2020 Revista de Gestão e Projetoshttps://creativecommons.org/licenses/by-nc-sa/4.0info:eu-repo/semantics/openAccess2021-06-15T20:20:41Zoai:https://periodicos.uninove.br:article/18133Revistahttps://periodicos.uninove.br/gepPRIhttps://periodicos.uninove.br/gep/oaigep@uninove.br || editor@revistagep.org || crismonteiro@uninove.br2236-09722236-0972opendoar:2021-06-15T20:20:41Revista Gestão e Projetos (GeP) - Universidade Nove de Julho (UNINOVE)false |
dc.title.none.fl_str_mv |
Scaling agile practices Escalando as práticas ágeis |
title |
Scaling agile practices |
spellingShingle |
Scaling agile practices Scaling agile practices Penha, Renato Agile; Agile scaled. Agile Frameworks. Agile Practices. Organizational culture. Ágil; Ágil escalado Frameworks Ágeis; Práticas Ágeis; Cultura organizacional. Penha, Renato Agile; Agile scaled. Agile Frameworks. Agile Practices. Organizational culture. Ágil; Ágil escalado Frameworks Ágeis; Práticas Ágeis; Cultura organizacional. |
title_short |
Scaling agile practices |
title_full |
Scaling agile practices |
title_fullStr |
Scaling agile practices Scaling agile practices |
title_full_unstemmed |
Scaling agile practices Scaling agile practices |
title_sort |
Scaling agile practices |
author |
Penha, Renato |
author_facet |
Penha, Renato Penha, Renato Silva, Luciano Ferreira da Russo, Rosária de Fátima Segger Macri Silva, Luciano Ferreira da Russo, Rosária de Fátima Segger Macri |
author_role |
author |
author2 |
Silva, Luciano Ferreira da Russo, Rosária de Fátima Segger Macri |
author2_role |
author author |
dc.contributor.none.fl_str_mv |
|
dc.contributor.author.fl_str_mv |
Penha, Renato Silva, Luciano Ferreira da Russo, Rosária de Fátima Segger Macri |
dc.subject.por.fl_str_mv |
Agile; Agile scaled. Agile Frameworks. Agile Practices. Organizational culture. Ágil; Ágil escalado Frameworks Ágeis; Práticas Ágeis; Cultura organizacional. |
topic |
Agile; Agile scaled. Agile Frameworks. Agile Practices. Organizational culture. Ágil; Ágil escalado Frameworks Ágeis; Práticas Ágeis; Cultura organizacional. |
description |
The application of agile practices is a challenge for many organizations. However, this becomes insufficient to achieve the agility expected in all projects of the organization, significantly increasing the degree of this challenge. The existence of several practices and frameworks such as Safe, Scrum of Scrum, among others, may raise doubts about how and when this transformation should occur. Also, there are several practices and frameworks, such as Safe, Scrum of Scrum, which bring a lack of consensus for what framework is more appropriate. Besides, it is not enough to choose the most appropriate method to obtain better results in the adoption of agile scaling, because regardless of the chosen framework, organizations will need to promote changes in their culture and other management processes. Regardless of the chosen framework, to obtain better results in the adoption of agile scaling, organizations will need to promote changes in their culture and management processes. In relation to concerning the organizational culture, they should approach and empower their stakeholders, avoiding competition from their projects, and starting to prioritize delivering the most value to their business. About management processes, you will need to increase support for teams, share results, and have engaged people who disseminate agile practices at all levels. Internally, organizations will need to review their agile practices, and the recommendation will be to resolve all their current problems before exposing them through agile escalation. In this context, this editorial comment aims to contribute to the discussion on how to scale agile practices. |
publishDate |
2020 |
dc.date.none.fl_str_mv |
2020-09-10 |
dc.type.none.fl_str_mv |
|
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/article info:eu-repo/semantics/publishedVersion |
format |
article |
status_str |
publishedVersion |
dc.identifier.uri.fl_str_mv |
https://periodicos.uninove.br/gep/article/view/18133 10.5585/gep.v11i2.18133 |
url |
https://periodicos.uninove.br/gep/article/view/18133 |
identifier_str_mv |
10.5585/gep.v11i2.18133 |
dc.language.iso.fl_str_mv |
por |
language |
por |
dc.relation.none.fl_str_mv |
https://periodicos.uninove.br/gep/article/view/18133/8445 |
dc.rights.driver.fl_str_mv |
Direitos autorais 2020 Revista de Gestão e Projetos https://creativecommons.org/licenses/by-nc-sa/4.0 info:eu-repo/semantics/openAccess |
rights_invalid_str_mv |
Direitos autorais 2020 Revista de Gestão e Projetos https://creativecommons.org/licenses/by-nc-sa/4.0 |
eu_rights_str_mv |
openAccess |
dc.format.none.fl_str_mv |
application/pdf |
dc.publisher.none.fl_str_mv |
Universidade Nove de Julho (Uninove) |
publisher.none.fl_str_mv |
Universidade Nove de Julho (Uninove) |
dc.source.none.fl_str_mv |
Revista de Gestão e Projetos; v. 11, n. 2 (2020): maio/ago.; 1-11 2236-0972 reponame:Revista Gestão e Projetos (GeP) instname:Universidade Nove de Julho (UNINOVE) instacron:UNINOVE |
instname_str |
Universidade Nove de Julho (UNINOVE) |
instacron_str |
UNINOVE |
institution |
UNINOVE |
reponame_str |
Revista Gestão e Projetos (GeP) |
collection |
Revista Gestão e Projetos (GeP) |
repository.name.fl_str_mv |
Revista Gestão e Projetos (GeP) - Universidade Nove de Julho (UNINOVE) |
repository.mail.fl_str_mv |
gep@uninove.br || editor@revistagep.org || crismonteiro@uninove.br |
_version_ |
1822178924264685568 |
dc.identifier.doi.none.fl_str_mv |
10.5585/gep.v11i2.18133 |