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Identifying Barriers in the Implementation of Agile Methodologies in Automotive Industry

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  • Daniel Soares

    (School of Engineering, Polytechnic of Porto, ISEP, 4249-015 Porto, Portugal)

  • Francisco José Gomes da Silva

    (School of Engineering, Polytechnic of Porto, ISEP, 4249-015 Porto, Portugal
    INEGI—Instituto de Ciência e Inovação em Engenharia Mecânica e Engenharia Industrial, 4200-465 Porto, Portugal)

  • Sandra Cristina Faria Ramos

    (School of Engineering, Polytechnic of Porto, ISEP, 4249-015 Porto, Portugal)

  • Konstantinos Kirytopoulos

    (School of Mechanical Engineering, National Technical University of Athens, 15780 Zografou, Greece)

  • José Carlos Sá

    (School of Engineering, Polytechnic of Porto, ISEP, 4249-015 Porto, Portugal
    INEGI—Instituto de Ciência e Inovação em Engenharia Mecânica e Engenharia Industrial, 4200-465 Porto, Portugal)

  • Luís Pinto Ferreira

    (School of Engineering, Polytechnic of Porto, ISEP, 4249-015 Porto, Portugal
    INEGI—Instituto de Ciência e Inovação em Engenharia Mecânica e Engenharia Industrial, 4200-465 Porto, Portugal)

Abstract

Projects have grown into more dynamic and complex endeavors, and agile project management should be considered as a way to deal with them. This is a novel study in this field, because the implementation of agile project management in the automotive industry was not explored so far, thus, this work intended to fill this gap, by identifying barriers in the implementation of agile methodologies in project management regarding the automotive industry. This was conducted through a questionnaire survey, which was developed and distributed to 148 manufacturing companies of components for the automotive industry, out of a total number of companies of 240, and 56 complete answers were obtained (23.33%). Statistical analyses were performed using a Kruskal–Wallis test, a Mann–Whitney test, and Spearmen’s correlation. A real picture of the implementation of agile project management in the Portuguese automotive industry is depicted through this work. ‘Organizational’, ‘Knowledge and Technology’, ‘Institutional’, and ‘Financial’ barriers are found to be the most important. However, in overcoming these barriers, companies can be more sustainable in economic, environmental, and social terms. Recommendations on how to overcome these barriers were presented, and a framework sequencing these recommendations was presented, leading to an effective implementation of agile methodologies. It starts with the willingness of the company, and all collaborators, to adopt the agile methodologies, looking for the agile values as an input in order to achieve a competitive advantage. It is followed by an initial investment, which intends to attain the deployment of an agile team, composed of highly skilled collaborators with a clear understanding of the agile objectives, who disseminate knowledge about agile methodologies to the other collaborators, increasing their ability to implement agile methodologies in project management. This team should work and develop frameworks and workflows, according to each company’s characteristics and environment. The studied aspects can be replicated in other countries, and allow a comparison of the situation between countries, trying to correlate the culture of each country with the ability to implement agile methodologies, among other aspects, such as economical level of the companies, type of production, and the commitment of the collaborators to improve processes and create competitive advantages with which to face competitors.

Suggested Citation

  • Daniel Soares & Francisco José Gomes da Silva & Sandra Cristina Faria Ramos & Konstantinos Kirytopoulos & José Carlos Sá & Luís Pinto Ferreira, 2022. "Identifying Barriers in the Implementation of Agile Methodologies in Automotive Industry," Sustainability, MDPI, vol. 14(9), pages 1-22, May.
    • Handle: RePEc:gam:jsusta:v:14:y:2022:i:9:p:5453-:d:807096
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    References listed on IDEAS

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    1. Romain Beaume & Rémi Maniak & Christophe Midler, 2009. "Crossing innovation and product projects management: comparative analysis in the automotive industry," Post-Print halshs-00402389, HAL.
    2. Felipe Sanchez Garzon & Jean-Pierre Micaëlli & Eric Bonjour & Davy Monticolo, 2019. "A Step for improving the transition between traditional Project Management to Agile Project Management," Post-Print hal-02166163, HAL.
    3. José R. San Cristóbal & Luis Carral & Emma Diaz & José A. Fraguela & Gregorio Iglesias, 2018. "Complexity and Project Management: A General Overview," Complexity, Hindawi, vol. 2018, pages 1-10, October.
    4. Wang, Guodong & Shao, Mengying & Lv, Shanshan & Kong, Xiangfen & He, Zhen & Vining, Geoff, 2022. "Process parameter optimization for lifetime improvement experiments considering warranty and customer satisfaction," Reliability Engineering and System Safety, Elsevier, vol. 221(C).
    5. Bottani, Eleonora, 2010. "Profile and enablers of agile companies: An empirical investigation," International Journal of Production Economics, Elsevier, vol. 125(2), pages 251-261, June.
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    Cited by:

    1. Abid Ali & Ahmad Wasim, 2022. "Innovative Framework for Assessing the Impact of Agile Manufacturing in Small and Medium Enterprises (SMEs)," Sustainability, MDPI, vol. 14(18), pages 1-20, September.

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