Lene Pries-Heje

Why Scrum Works: A Case Study from an Agile Distributed Project in Denmark and India

Scrum seems to work extremely well as an agile project management approach. An obvious question is why. To answer that question, we carried out a longitudinal case study of a distributed project using Scrum across Denmark and India. In our analysis of case study data we used three selected theoretical frameworks. We conclude that Scrum works so well because it provides communication, social integration, control, and coordination mechanisms that are especially useful for distributed and agile project management.

Time, Attitude, and User Participation: How Prior Events Determine User Attitudes in ERP Implementation

Assimilation of a standard ERP system to an organization is difficult. User involvement seems to be the crux of the matter. However, even the best intentions for user involvement may come to nothing. A case study of a five-year ERP implementation process reveals that a main reason may be that the perception of usefulness of the system in any given phase of the implementation is heavily dependent on preceding events—the process. A process model analysis identifies eight episodes and nine encounters in the case showing that the user’s attitude towards the ERP system changes between acceptance, equivocation, resistance and rejection depending on three things: (1) the dynamic between user and consultants, (2) the dynamic between different user groups, and (3) the understanding of technical, organizational and socio-technical options. When relating the empirical findings to existing theory on user participation, it is argued that the changes could be explained as a slide from influential user participation toward pseudo participation and back to influential participation, and that user participation in the context of ERP implementations raises new issues regarding user participation. Thus further research regarding new approaches and/or new techniques and tools for user participation in the context of ERP implementations is needed.

Designing a framework for virtual management and team building

To cope with seven identified problems in virtual and distributed management in Danske Bank we used a design science research approach to design a conceptual framework for team building in virtual and distributed project teams. The conceptual framework combines a six-phase teambuilding model with the notion and elements of social capital. Thus in each phase of teambuilding you build up all six elements of social capital. The complete six-by-six framework was diffused in Danske Bank in January 2011, and evaluated very positively in the summer of 2011. The framework is being implemented throughout Danske Bank in 2012. This paper gives an account of the framework content and the results from the evaluation. Finally the paper discusses how the contribution can be generalized and used in other companies.

Is Standard Software Wiping Out Socio-Technical Design? - Engaging in the Practice of Implementing Standard ERP Systems

Many organizations have experienced severe business disruptions and socio-technical misfits that persist for years after going live with ERP systems,. Deciding on the right mix of configuration, customization and process change seems to be very challenging. Understanding how design teams (ERP consultants and organizational representatives) actually decide on the mix has received very little attention within ERP research, however. This paper presents a focus group study on how ERP professionals perceive ERP implementations, and how their perception influences the approach used to implement the ERP system. As a result, four different perceptions of the nature of the design process have been identified. The perceptions manifest themselves as four distinct metaphors used by ERP experts to explain what implementations are about and the nature of the cooperation with the user organization. The research findings imply that the practice preferred by ERP consultants is very likely to result in a narrow focus on the design of the IT-artifact, and that joint optimization of the social and the technical sub-system will very seldom be realized.

The Misfits in Knowledge Work: Grasping the Essence with the Lens of the IT Knowledge Artefact

The workplace is changing rapidly and knowledge work is conducted increasingly in settings that are global, digital, flat and networked. The epicenter of value-creation are the individuals and their interactions. Unified Communication and Collaboration Technology (UC&C) supports individual interactions, collaboration and knowledge creation. The use of this technology is growing globally. In a previous study, we found that UC&C in collocated and distributed settings, produced misfits and fits between situated enacted practice-use of UC&C and the experienced productivity. We respond to the KITA 2015 call with this work-in-progress paper. We apply the IT Knowledge Artefact (ITKA)-interpretive lens from Cabitza and Locoro (2014) to a case of knowledge workers struggling with appropriation of UC&C for creating and sharing practice knowledge. We evaluate the framework - and discuss the usefulness of the lens in this specific setting. To further improve and enrich, we pose questions, aiming at contributing to the communication of valuable insights informing the design and use of future ITKAs in knowledge work.

The Misfits in Knowledge Work

The workplace is changing rapidly and knowledge work is conducted increasingly in settings that are global, digital, flat and networked. The epicenter of value-creation are the individuals and their interactions. Unified Communication and Collaboration Technology (UC&C) supports individual interactions, collaboration and knowledge creation. The use of this technology is growing globally. In a previous study, we found that UC&C in collocated and distributed settings, produced misfits and fits between situated enacted practice-use of UC&C and the experienced productivity. We respond to the KITA 2015 call with this work-in-progress paper. We apply the IT Knowledge Artefact (ITKA)-interpretive lens from Cabitza and Locoro (2014) to a case of knowledge workers struggling with appropriation of UC&C for creating and sharing practice knowledge. We evaluate the framework - and discuss the usefulness of the lens in this specific setting. To further improve and enrich, we pose questions, aiming at contributing to the communication of valuable insights informing the design and use of future ITKAs in knowledge work.

The Misfits in Knowledge Work - Grasping the Essence with the Lens of the IT Knowledge Artefact

The workplace is changing rapidly and knowledge work is conducted increasingly in settings that are global, digital, flat and networked. The epicenter of value-creation are the individuals and their interactions. Unified Communication and Collaboration Technology (UC&C) supports individual interactions, collaboration and knowledge creation. The use of this technology is growing globally. In a previous study, we found that UC&C in collocated and distributed settings, produced misfits and fits between situated enacted practice-use of UC&C and the experienced productivity. We respond to the KITA 2015 call with this work-in-progress paper. We apply the IT Knowledge Artefact (ITKA)-interpretive lens from Cabitza and Locoro (2014) to a case of knowledge workers struggling with appropriation of UC&C for creating and sharing practice knowledge. We evaluate the framework - and discuss the usefulness of the lens in this specific setting. To further improve and enrich, we pose questions, aiming at contributing to the communication of valuable insights informing the design and use of future ITKAs in knowledge work.

Scrum Code Camps

A classic way to choose a supplier is through a bidding process where tenders from competing companies are evaluated in relation to the customers requirements. If the customer wants to hire an agile software developing team instead of buying a software product, a new approach for comparing tenders is required. In this paper we present the design of such a new approach, the Scrum Code Camp, which can be used to assess agile team capability in a transparent and consistent way. A design science research approach is used to analyze properties of two instances of the Scrum Code Camp where seven agile teams were evaluated.