Drivers and barriers towards the use of Agile methods in local governments; a team perspective

Master thesis (2024)

Authors

L.J. in 't Veen Technology, Policy and Management

Contributors

M.F.W.H.A. Janssen Engineering, Systems and Services (mentor)
J. Gartner Delft Centre for Entrepreneurship (graduation committee member)
D.M. van Solingen Software Engineering - EEMCS (coach)
Faculty
Technology, Policy and Management
Agile Government
More Info
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Published Date

21-06-2024

Language

English

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Faculty

Technology, Policy and Management

Abstract

This thesis investigates the socio-technical factors influencing the use of Agile methods within project teams in local government organizations in the Netherlands, aiming to develop a practical framework to enhance Agile practices. The primary research question is: How can project teams in local governments stimulate the use of Agile methods? To answer this, the study addresses three sub-questions: (1) What team archetypes represent the typical use of Agile methods in local governments? (2) WWhat barriers and drivers towards the use of Agile methods are experienced by the teams? (3) How do different types of (Agile) team management impact the perceived performance by team members? Data was collected through qualitative methods, including interviews with team representatives of 15 teams across three local government organizations, and surveys with team members from one of these government organizations. The study categorizes teams into archetypes based on their Agile methodologies, reason to change, experience levels, and management support. Key barriers include lack of management support, lack of focus, lack of knowledge, unclear
roles, lack of alignment and organizational resistance to change. Important drivers for Agile adoption include Agile mindset, Agile coaching, dedicated key roles, dedicated management and freedom to experiment and structure. No significant difference in perceived performance was observed between team archetypes, indicating that perceived performance may be influenced by a broader range of factors beyond the scope of this study. The theoretical contribution extends the understanding of Agile adoption in public sector contexts, while the practical framework provides actionable steps for local government teams to navigate barriers and leverage drivers. Future research should broaden the scope to include diverse local government contexts, integrate quantitative data, and explore the long-term impacts of Agile practices and the application of the framework in a government, providing valuable data to inform ongoing Agile transformations in government settings.