Deprojectification of agile: The new orthodoxy of long-term product teams

Nesheim Torstein ()
Additional contact information
Nesheim Torstein: Centre for Applied Research at NHH, 5045 Bergen, Norway

The Irish Journal of Management, 2023, vol. 42, issue 2, 160-173

Abstract: Agile management thinking has influenced organisations in several ways, but the focus of this paper is on the deprojectification of agile software development. The new agile orthodoxy has been promoted by popular books, in blogs and by Spotify and other firms: agile teams should be aligned to products or domains (not projects); cover development, maintenance and operations (to reduce handover problems); and have a long-term character (to build trust, identity and domain knowledge). We first describe and contextualise the new agile orthodoxy and then, based on an empirical study of two different “agile cases,” we describe and analyse how employees and middle managers perceived the rationale behind the change to long-term teams, how they understood teams as the basic unit of the structure, their perceptions of the resource and disciplinary dimensions of the organisation and the decline of projects and project managers.

Keywords: Agile; Deprojectification; Teams; Organisation structure; Innovation (search for similar items in EconPapers)
Date: 2023
References: Add references at CitEc
Citations:

Downloads: (external link)
https://doi.org/10.2478/ijm-2023-0010 (text/html)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:vrs:irjman:v:42:y:2023:i:2:p:160-173:n:1

DOI: 10.2478/ijm-2023-0010

Access Statistics for this article

The Irish Journal of Management is currently edited by Edel Conway and Jonathan Lavelle

More articles in The Irish Journal of Management from Sciendo
Bibliographic data for series maintained by Peter Golla ().