Institutional challenges in agile adoption: evidence from a public sector IT project
Institutional challenges in agile adoption: evidence from a public sector IT project
Agile is emerging as a promising approach in governments, with the potential to significantly enhance project management when implemented effectively. Despite its potential merits, it has not yet become a mainstream approach in government IT projects, primarily due to the incongruence between Agile practices and conventional methods of project funding, governance, and management. In order to contribute to our understanding of Agile in public sector practice, this study examines an extensive IT program in the UK defense sector which adopted Agile. We applied institutional logics as a theoretical lens to understand the complex dynamics within this environment, investigating the change mechanisms and the enduring tensions and conflicts. Our analysis of interview data revealed the key change mechanisms “mission collaborator” and “one team culture”. Unresolved tensions in our case setting encompass public value versus cost, project approval, policy, governance, and culture.
Agile, IT projects, UK defense, institutional logics, public sector, Institutional logics, Public sector
Baxter, David
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Dacre, Nicholas
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Dong, Hao
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Ceylan, Serkan
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October 2023
Baxter, David
a7d6ba3f-370f-493d-9202-218d5e6dfc54
Dacre, Nicholas
90ea8d3e-d0b1-4a5a-bead-f95ab32afbd1
Dong, Hao
73a03c20-d661-446a-b45e-d2cf9e556998
Ceylan, Serkan
10f75de1-16da-4458-8ee1-8abe0a1e90ac
Baxter, David, Dacre, Nicholas, Dong, Hao and Ceylan, Serkan
(2023)
Institutional challenges in agile adoption: evidence from a public sector IT project.
Government Information Quarterly, 40 (4), [101858].
(doi:10.1016/j.giq.2023.101858).
Abstract
Agile is emerging as a promising approach in governments, with the potential to significantly enhance project management when implemented effectively. Despite its potential merits, it has not yet become a mainstream approach in government IT projects, primarily due to the incongruence between Agile practices and conventional methods of project funding, governance, and management. In order to contribute to our understanding of Agile in public sector practice, this study examines an extensive IT program in the UK defense sector which adopted Agile. We applied institutional logics as a theoretical lens to understand the complex dynamics within this environment, investigating the change mechanisms and the enduring tensions and conflicts. Our analysis of interview data revealed the key change mechanisms “mission collaborator” and “one team culture”. Unresolved tensions in our case setting encompass public value versus cost, project approval, policy, governance, and culture.
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Submitted date: 27 June 2022
Accepted/In Press date: 21 June 2023
e-pub ahead of print date: 24 June 2023
Published date: October 2023
Additional Information:
This research is particularly relevant to project researchers and practitioners as it delves into the adoption of Agile practices within the public sector, specifically examining a comprehensive IT program in the UK defence sector. The study illustrates the institutional challenges encountered during the transition from conventional project management approaches to Agile methodologies. For practitioners, it underscores effective strategies for overcoming institutional resistance and fostering an environment conducive to collaboration and Agile implementation. For researchers, the study offers a deeper understanding of Agile’s adaptability and transformative potential within public administration, enriching the dialogue around this methodology's integration in complex governmental projects.
Funding Information:
This work was supported by the Association for Project Management (APM) Commissioned Research project ‘Understanding Agile in Project Management ’, between 2020 and 2021.
Keywords:
Agile, IT projects, UK defense, institutional logics, public sector, Institutional logics, Public sector
Identifiers
Local EPrints ID: 478504
URI: http://eprints.soton.ac.uk/id/eprint/478504
ISSN: 0740-624X
PURE UUID: dbc4eb1d-8a50-4940-bf4b-8ab3c83d6130
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Date deposited: 04 Jul 2023 17:41
Last modified: 08 Nov 2024 02:56
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Author:
Serkan Ceylan
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