Agile Project Management: Annotated Bibliography 1
Agile Project Management: Annotated Bibliography
Benjamin Kim
Liberty University
BUSI 680 Advanced Project Management I
Agile Project Management: Annotated Bibliography 2
Azanha, A., Argoud, A.R.T.T., Camargo Junior, J.B.d. and Antoniolli, P.D. (2017). Agile project
management with Scrum: A case study of a Brazilian pharmaceutical company IT
project. International Journal of Managing Projects in Business, 10(1). 121-
142. https://doi-org.ezproxy.liberty.edu/10.1108/IJMPB-06-2016-0054
The authors of this paper examine the benefits of agile project management, particularly
the Scrum methodology, and how it can help companies in becoming more competitive in
their respective industries. The authors start off with a literature review looking into the
advantages and benefits of agile project management and move onto comparing agile to
traditional methods of project management. And the key topic of the paper, the authors do
a review into the details of scrum, its advantages, and how it is implemented. And most
importantly, the paper presents a case study of the actual implementation of Scrum
framework on a firm in the pharmaceutical industry to demonstrate Scrum in action. This
is an obviously relevant study to demonstrate the real-world implementation of agile
project management and why it is a better framework of project management than the
traditional waterfall methods.
Balve, P., Krüger, V., & Sørensen, L.T. (2017) Applying the Kanban method in problem-based
project work: A case study in a manufacturing engineering bachelor’s programme at
Aalborg University Copenhagen. European Journal of Engineering
Education, 42(6). 1512-1530. https://doi-
org.ezproxy.liberty.edu/10.1080/03043797.2017.1350143
Kanban is a specific framework of Agile project management that focuses on workload
and change management in situations where priorities can and will change frequently. It
is often considered more flexible and adjustable, using a Kanban board that models and
Agile Project Management: Annotated Bibliography 3
tracks the workflow. This is the framework examined by the authors in this paper. It is
compared with Scrum, the other major Agile framework, and describes a case study
involving students of a bachelor of science program and the effect of using Kanban on
problem based learning. Both quantitative and qualitative data was collected by surveys,
interviews and direct observations to find and conclude the superior results of applying
agile project management frameworks, including Kanban, to the creation, assignment and
coordination of project tasks by the students in the study. There were difficult and
somewhat unclear aspects of quantifying some of the data that was used in the analysis
and results of the study. However, the importance of the study was to show another
example of successful implementation of agile project management.
Koch, J. and Schermuly, C.C. (2021). Who is attracted and why? How agile project management
influences employee's attraction and commitment. International Journal of Managing
Projects in Business, 14(3). 699-720. https://doi-org.ezproxy.liberty.edu/10.1108/IJMPB-
02-2020-0063
The purpose of the study is to find means to attract and retain employees to a company.
One of the possible strategies that are examined particularly in this study is the
implementation of agile project management in the company. Two studies were used to
examine the applicability of project management in (1) attracting potential applicants and
(2) getting commitment from employees with the results indicating there could be an
indirect link between agile project management and attracting potential applicants,
particularly individuals high in sensation seeking. This is an applicable finding for
organizations in need of attracting high sensation seeking individuals. This paper
Agile Project Management: Annotated Bibliography 4
highlights not specifically what agile project management is, but rather the usefulness of
it beyond the direct results of implementing agile project management.
Kraft, Chris, CGFM,P.M.P., P.M.I.-A.C.P. (2018). Agile project management on government
finance projects. The Journal of Government Financial Management, 67(1), 12-18.
http://ezproxy.liberty.edu/login?qurl=https%3A%2F%2Fwww.proquest.com
%2Fscholarly-journals%2Fagile-project-management-on-government-finance
%2Fdocview%2F2101226812%2Fse-2%3Faccountid%3D12085
In this paper, the author explains agile methodology – what it is, types of agile
methodologies, why use it – and concludes with a case study on the adoption and
implementation of agile project management by a federal shared services provider. The
different types of agile include scrum, which uses time-bound sprints typically ranging
from two to four weeks, Kanban, which focuses on workload management and change
management, and XP, software based methodology using very short iterations. The author
explains how agile reduces risk by allowing for more and more frequent feedback while
also allowing more visibility compared to the traditional waterfall methods of project
management. The importance of the paper is that it is a good overall start to
understanding agile for those with no idea about it. It does a good job of explaining the
basics, the benefits, and even providing an example of a successful and beneficial
implementation of it.
Kurniawan, R., Budiastuti, D., Hamsal, M. & Kosasih, W. (2020) The impact of balanced agile
project management on firm performance: The mediating role of market orientation and
strategic agility. Review of International Business and Strategy, 30(4). 457-
490. https://doi-org.ezproxy.liberty.edu/10.1108/RIBS-03-2020-0022
Agile Project Management: Annotated Bibliography 5
The authors of this study examined the use of agile project management to indirectly
impact firm performance by affecting changes in market orientation and strategic agility.
The study looked at telecommunication technology providers in Indonesia and used a
questionnaire to collect data to examine the relationship between agile project
management (APM), market orientation and strategic agility. The study measured
variables of firm performance, strategic agility, market orientation, and balanced
advanced project management to conclude that there is a lot of interplay between the four
variables: market orientation impacted the link between balanced APM and strategic
agility, which impacted the link between market orientation and firm performance. This is
important because, naturally all firms will be seeking to optimize firm performance and
APM might just be one of the means to do so. A major limitation of this study is the use
of one industry in a single country.
Loiro, C., Casatro, H., Avila, P., Cruz-Cunha, M.M., Putnik, G.D., Ferreira, L. (2019) Agile
project management: A communicational workflow proposal. Procedia Computer
Science, 164. 485-490. https://doi-org.ezproxy.liberty.edu/10.1016/j.procs.2019.12.210
This paper is yet another case study of the implementation of agile project management.
This case study occurs within a manufacturing facility that applies agile project
management approaches and principles to an agile manufacturing strategy to improve the
adaptability and response to complex and unpredictable environments. The more
implementation example of agile project management that exist and are carried out
successfully in non-software and IT related firms, the greater the momentum can build
behind agile manufacturing as a potential option for project management across many
industries.
Agile Project Management: Annotated Bibliography 6
Rasnacis, A., & Berzisa, S. (2017) Method for adaptation and implementation of agile project
management methodology. Procedia Computer Science, 104. 43-50. https://doi-
org.ezproxy.liberty.edu/10.1016/j.procs.2017.01.055
The purpose of the paper by the authors was to study and introduce a possible method for
adapting agile project management methodology for a specific project team using several
different best practices, specifically the integration of internal relationships and
motivation of the project team to improve team effectiveness and self-organization. Using
a process of preparation, employee analysis, agile PM methodology selection,
methodology adaptation, and finally implementation, the study ended with a case study of
one IT firm made up of 10-15 employees. Results of the adapted agile PM methodology
demonstrated overall improvements particularly in motivation factors. However, this was
obviously a very minimal sample pool, being one firm in one industry. Further study with
a wider pool could prove beneficial across numerous industries as agile project
management has already proven useful as a powerful tool in ensuring project success. By
developing a method to further adapt and improve APM per specific project team, the
improved benefits could be very rewarding.
Stoddard, M.M., Gills, B., & Cohn, P. (2019) Agile project management in libraries: Creating
collaborative, resilient, responsive organizations. Journal of Library Administration,
59(5). 492-511. https://doi-org.ezproxy.liberty.edu/10.1080/01930826.2019.1616971
This paper demonstrates an example of using agile project management in libraries. The
authors start of diving into what agile is then concludes the paper with a case study of
how agile project management was used by George Washington libraries for their
collections. Realizing a need to be able to response to change more quickly to better meet
Agile Project Management: Annotated Bibliography 7
the users, libraries are experimenting with Agile as the methodologies to do so.
Experiencing budgetary problems, while experiencing emerging needs for new materials,
the GW libraries were in a bind and so the management team decided to incorporate agile
principles into their collections work. This change in direction allowed the GW libraries
to accomplish their stated project goals but also brought value to the organization and
helped build skills. This example of a successful implementation brings further value to
agile as a methodology that is not only designed for software and IT companies.
Zasa, F.P., Patrucco, A., & Pellizzoni, E. (2021) Managing the hybrid organization: How can
agile and traditional project management coexist? Research-Technology Management,
64(1). 54-63. https://doi-org.ezproxy.liberty.edu/10.1080/08956308.2021.1843331
While agile project management was introduced and has spread particularly in the
software and IT industries, it has been slower and harder to be adopted into other large-
scale organizations. With these difficulties, there has been a push into hybrid models of
agile project management integrated with the traditional stage-gate project management
models. However, these have also been difficult to adopt. This study was an attempt to
examine and identify practical actions that can be taken for large-scale organizations.
Eight Agile coaches were interviewed on their thoughts for how agile and stage-gate
approaches could co-exist and gathered corrective actions that could be applied to help
non-software firms adopt these hybrid models of agile and stage-gate project
management methodologies. This is an important advancement for agile project
management because it allows the continued spreading of the methodology, even if only
in part. It’s a gradual means for more industries to be exposed to and experience the
benefits of agile project management.
Agile Project Management: Annotated Bibliography 8
Zavyalova, E., Sokolov, D. and Lisovskaya, A. (2020) Agile vs traditional project management
approaches: Comparing human resource management architectures. International
Journal of Organizational Analysis, 28(5). 1095-1112. https://doi-
org.ezproxy.liberty.edu/10.1108/IJOA-08-2019-1857
In this paper, the authors examine the differences between agile and traditional project
management methodologies. As the newer and more robust agile project management
grows in popularity and usage, it is important to look into the differences and why it
would be beneficial for firms in all industries to begin experimenting with and
considering the newer, more flexible project management frameworks known as agile.
The study is carried out looking at performance factors of firms implementing agile
versus firms implementing traditional project management frameworks. The study
included 154 project-based organizations of various service industries in Russia. The
authors relate and link the performance factors with a firm’s human resources
management, and thus look specifically at the HRM architectures to determine the
differences between those firms employing the different project management styles. More
than demonstrating one method’s dominance over the other, the study actually sheds light
on the importance of alignment within firms of their HRM architecture to the project
management approach. This is an important study to demonstrate that not one method in
necessarily the best approach, but rather it will depend on each firm and what they need
and how they are designed.
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