Abstract

This paper examines the introduction and use of agile methods in two organizations. The adoption of agile methods in one organization was deemed a success in that the approach was determined to be beneficial to the organization and continued to be used. In the second organization, the agile approach salvaged one on-going project, but was not considered for use in any additional projects. Differences in the two situations are examined for the purpose of identifying potential factors related to the successful adoption of agile methods. The competing values framework is used to explain the differences.

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