Vol. 7 (06) pp. 674-677 DOI: 10.21474/IJAR01/9270

THE IMPACT OF ORGANIZATIONAL CULTURE ON ADOPTING THE AGILE METHOD IN SERVICE PROJECTS.

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Abstract

The article will address one subject that most researchers hesitate or avoid tackling. Criticizing organizational culture and assessing its impact on important decisions is not a popular endeavor. The article highlights the impact of organizational culture on adopting the Agile Method in Service Projects. With the agility revolution in implementing project management, many organizations have shifted from the waterfall method - the traditional method - into the Agile Method. This kind of decision could not have happened without a new mentality in interacting with new practices. The article will show how some organizations selected the Agile Method in IT and software projects, and it will show how this can happen in service projects. In this article, service projects are categorized as any projects excluding IT, software, construction, and manufacturing projects. Business restructuring, marketing campaigns, advertising campaigns, total quality management, event management, logistics, etc., are the most common types of service projects. The organizational culture not only affects the interaction between stakeholders within and outside of a firm but also influences other aspects of the enterprise such as productivity, teamwork, integration, and the overall performance of a project. According to Alvesson&Sveningsson (2015), an organizational culture shapes the firm?s decision-making patterns and guides actions while driving the behaviors of all its members. Therefore, this article will show the importance of adopting flexibility in the organizational culture in order to have less resistance to change, which can help organizations move from waterfall to the Agile Method.

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How to Cite This Article

Ahmad Shaar. (2019); THE IMPACT OF ORGANIZATIONAL CULTURE ON ADOPTING THE AGILE METHOD IN SERVICE PROJECTS., Int. J. of Adv. Res., 7 (06), 674-677, ISSN 2320-5407. DOI: https://doi.org/10.21474/IJAR01/9270

Corresponding Author

Ahmad Shaar
International Technological University
Creative Commons Attribution 4.0 This work is licensed under a Creative Commons Attribution 4.0 International License.