In today’s world, it is important for organizations to be able to quickly adapt to changing customer needs. Because traditional waterfall methods did not support this, Agile thinking was developed in 2001. In recent years, the popularity of Agile has grown immensely, leading more and more organizations to adopt it. The purpose of the thinking is to allow companies to operate profitably in a competitive environment, with constantly and unpredictably changing customer needs (Goldman, Nagel, & Preiss, 1995).
At first, Agile was implemented only in IT organizations, where it resulted in better products, less waste, more predictability, shorter time-to-market and happier staff. As these benefits became apparent, the thinking spread to other sectors such as manufacturing, construction and supply chain management. Consequently, in these private sectors, there has been a lot of research on using and implementing Agile. In the public sector, on the other hand, research on the implementation of Agile is very scarce. This while using Agile in this sector might be very interesting. For example, implementing Agile in project management in this sector can provide an improved ability to streamline projects and add flexibility, which makes managing the various stakeholders and users easier.
The many potential benefits of using Agile in project management in (semi-)public organizations, combined with the limited knowledge in the literature about Agile in the private sector, caused Supply Value to conduct further research on this topic.
The result of this research is this Whitepaper, which focuses on factors for implementing Agile thinking in project management of (semi-)public organizations. In addition, based on these factors, practical recommendations are given around implementing Agile in project management in (semi-)government organizations.
Would you like to know more about implementing Agile working in a (semi-)government organization? Then download the entire whitepaper below.
