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Effect of Inadequate Self-Organized Teams in Agile Project Management: A Case Study From the Oil and Gas Industry

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  • Sindre Gjøystdal

    (Stockholm University, Sweden)

  • Thashmee Karunaratne

    (Stockholm University, Sweden)

Abstract

Building self-organizing teams in agile projects is considered an important job for project leaders. However, the reality is that building self-organized teams lacks focus as many go back to managing tasks because it is more concrete and tangible. While there are an excessive number of studies proving that developing self-organized teams has a positive contribution to project success, there is a lack of knowledge about the consequences of not doing it. This study, therefore, explores the impact inadequate self-organizing teams has on agile project success. Results have identified five failure areas in a self-organizing team that have a negative impact on three success factors in agile projects. Due to a weak direct link between success factors and success criteria, conclusions are limited to a universally applicable impact on success factors. Further research is recommended to generate a universal checklist for success criteria in agile projects that can have a direct link to the identified success factors.

Suggested Citation

  • Sindre Gjøystdal & Thashmee Karunaratne, 2020. "Effect of Inadequate Self-Organized Teams in Agile Project Management: A Case Study From the Oil and Gas Industry," International Journal of Information Technology Project Management (IJITPM), IGI Global, vol. 11(3), pages 95-106, July.
    • Handle: RePEc:igg:jitpm0:v:11:y:2020:i:3:p:95-106
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    Cited by:

    1. José Romualdo Costa Filho & Renato Penha & Luciano Ferreira Silva & Flavio Santino Bizarrias, 2022. "Competencies for Managing Activities in Agile Projects," Global Journal of Flexible Systems Management, Springer;Global Institute of Flexible Systems Management, vol. 23(4), pages 431-452, December.

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