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Annotated Bibliography —Agile Project Management
Solenn Anceau-Prieur
School of Business, Liberty University
BUSI 680: Advanced Project Management I
Dr. David Duby
September 8, 2024
Author Note
Solenn M. Anceau-Prieur
I have no known conflict of interest to disclose.
Correspondence concerning this article should be addressed to Solenn M. Anceau-Prieur
Email: [email protected]
ANNOTED BIBLIOGRAPHY
Augner, T., & Schermuly, C. C. (2023). Agile project management and emotional exhaustion: A
moderated mediation process. Project Management Journal, 54(5), 491–507.
https://doi.org/10.1177/87569728231151930
Schermuly is vice president for research and a professor of business psychology at SRH
Berlin University of Applied Sciences. His research primarily explores psychological
empowerment, coaching effectiveness, and team diversity. Tabea Augner is a PhD
candidate at SRH Berlin University of Applied Sciences, with research interests in
psychological empowerment, agile teams, and more.
In this article, Augner and Schermuly, explore the effects of Agile Project Management
(APM) on emotional exhaustion, by investigating how APM affects emotional exhaustion
in project managers and the role of team psychological safety in moderating this
relationship. The authors conclude that APM reduces emotional exhaustion but that high
team psychological safety further enhances this effect.
This article is valuable for research on Agile methodologies and workplace wellbeing. It
adds empirical evidence supporting APM's role in reducing burnout, making it highly
relevant for studies on project management's impact on employee mental health. Its focus
on moderation by psychological safety is applicable in industries where agile frameworks
are prominent, offering insight into how team dynamics affect project success.
Siddiqui, A. W., Ali, A., & Shaukat, M. B. (2023). Impact of Agile Project Management
methodology on IT project success: Exploring the mediating role of team communication
and team empowerment. City University Research Journal (CURJ), 13(2), 345–360.
https://web.p.ebscohost.com/ehost/pdfviewer/pdfviewer?vid=5&sid=010bdf54-487e-
42bc-ad9e-eb4dfeaadd86%40redis
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ANNOTED BIBLIOGRAPHY
Siddiqui, Ali, and Shaukat are scholars affiliated with the Department of Management
Sciences of Abasyn University in Peshawar, and specializing in information technology
and project management, providing a foundation for their research on Agile Project
Management (APM). This article examines how APM influences IT project success by
mediating factors such as team communication and empowerment. The authors conclude
that effective communication and empowered teams play critical roles in the successful
execution of projects utilizing agile methodologies.
This source is significant for research on Agile project management in the IT sector,
particularly regarding team dynamics. It provides valuable empirical data showing that
team communication and empowerment are essential for maximizing the potential of
APM. The article is relevant to studies exploring factors that drive IT project success and
offers practical insights into optimizing team management under Agile frameworks. Its
applicability to real-world scenarios in IT project management enhances its utility for
professionals and researchers alike.
Koch, J., Drazic, I., & Schermuly, C. C. (2023). The affective, behavioral and cognitive
outcomes of agile project management: A preliminary meta-analysis. Journal of
Occupational & Organizational Psychology, 96(3), 678–706.
https://doi.org/10.1111/joop.12429
Koch, Drazic, and Schermuly are experienced researchers in occupational and
organizational psychology, affiliated with the SRH Berlin University of Applied
Sciences. No further information was found on the authors. This meta-analysis article
investigates the emotional, cognitive, and behavioral outcomes associated with Agile
Project Management (APM). The study synthesizes findings from previous research to
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ANNOTED BIBLIOGRAPHY
assess how APM impacts job satisfaction, employee engagement, and performance. It
reveals that APM has generally positive effects on team behavior and individual well-
being.
This article is particularly useful for research exploring the psychological effects of agile
methodologies. Its comprehensive review of APM’s outcomes provides valuable insights
into the interplay between project management styles and employee experience. The
meta-analysis strengthens its applicability by offering a broader perspective based on
multiple studies, making it an essential reference for understanding the benefits of APM
on both team performance and employee well-being in diverse industries. Its evidence-
based approach enhances its relevance for both academics and practitioners.
Pacagnella Junior, A. C., & Da Silva, V. R. (2023). 20 years of the Agile Manifesto: A literature
review on agile project management. Management & Production Engineering Review
(MPER), 14(2), 37–48. https://doi.org/10.24425/mper.2023.146021
Pacagnella Junior and Da Silva are experienced researchers affiliated wih the SRH Berlin
University of Applied Sciences. This article provides a comprehensive literature review
of Agile Project Management (APM) over two decades since the Agile Manifesto's
inception. The authors explore the evolution of APM, its impact on industries, and the
key themes that have emerged in research, such as flexibility, collaboration, and
continuous improvement.
The article is essential for understanding the historical and theoretical foundation of
Agile. It is highly relevant for research on Agile’s long-term influence across various
industries, offering a critical review of its successes and challenges. By identifying gaps
in the current literature, the article aids in directing future research on Agile practices. Its
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ANNOTED BIBLIOGRAPHY
synthesis of 20 years of scholarship makes it valuable for both practitioners and
researchers interested in the ongoing developments in Agile Project Management.
VanderPal, G., & Brazie, R. (2024). Integrating polyvagal theory with Agile Project
Management. Journal of Organizational Psychology, 24(1), 39–53.
https://doi.org/10.33423/jop.v24i1.6862
Vanderpal is a professor and guest lecturer in management and finance and Brazie is
board board-certified psychiatrist and somatic experiencing practitioner. Their article
introduces a novel approach by integrating Polyvagal Theory, a framework for
comprehending the autonomic nervous system’s role in social behavior, with Agile
Project Management (APM). The authors argue that by applying Polyvagal Theory
principles, such as fostering psychological safety and enhancing team dynamics, APM
can better support team performance and reduce stress.
This article is particularly relevant to research on Agile methodologies that focus on team
well-being and emotional regulation. By introducing a psychological theory with a
project management approach, it opens new avenues for exploring how mental health and
stress management can improve team collaboration and outcomes. The article provides
valuable insights into the psychological mechanisms underlying Agile’s success, making
it applicable for studies examining how mental and emotional factors influence project
performance in dynamic environments. Its interdisciplinary approach broadens the
understanding of APM’s impact on human behavior.
Gomes Silva, F. J., Kirytopoulos, K., Pinto Ferreira, L., Sá, J. C., Santos, G., & Cancela
Nogueira, M. C. (2022). The three pillars of sustainability and agile project management:
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ANNOTED BIBLIOGRAPHY
How do they influence each other. Corporate Social Responsibility & Environmental
Management, 29(5), 1495–1512. https://doi.org/10.1002/csr.2287
Siva, Ferreira, Sá, and Nogueira are professors at the School of Engineering, Polytechnic
of Porto. Kirytopoulas is a professor at the School of Mechanical Engineering in Athens
and Santos is a professor at the School of Design of the Polytechnic Institute Cavado
Ave, in Barcelos. This article investigates the interplay between Agile Project
Management (APM) and the three pillars of sustainability: economic, environmental, and
social. The authors examine how APM can enhance sustainability initiatives and,
conversely, how sustainability principles can improve agile practices. The study
highlights that integrating sustainability with APM leads to more resilient and responsible
project outcomes.
This source is significant for research on the integration of sustainability into agile
methodologies. It provides a comprehensive analysis of how APM practices can support
sustainable development goals, making it relevant for studies on sustainable project
management. The article’s interdisciplinary approach offers valuable insights into how
combining APM with sustainability principles can create more effective and responsible
project outcomes, making it a crucial reference for both academics and practitioners
aiming to align project management with broader sustainability objectives.
Owais, Z. (2022). Agile Project Management as a change management tool in dynamic
construction projects, a necessity to cope with projects’ increasing complexity and
uncertainty. Scientific Papers of Silesian University of Technology, Organization &
Management, 160, 499–514. https://doi.org/10.29119/1641-3466.2022.160.32
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ANNOTED BIBLIOGRAPHY
Owais, a scholar from the Károly Ihrig Doctoral School of Management and Business
with expertise in construction project management, examines the application of Agile
Project Management (APM) as a tool for managing change in complex and uncertain
construction projects. The article highlights how APM's flexibility and adaptability help
construction teams respond to evolving project demands. Owais discusses the increasing
complexity and uncertainty in modern construction projects and argues that APM is
necessary to address these challenges by improving communication, collaboration, and
iterative planning.
This article is highly relevant for research on agile methodologies in industries beyond
IT, specifically construction. It provides a critical perspective on how Agile can be
applied as a change management tool in dynamic environments. Its value lies in offering
a practical framework for handling complexity and uncertainty, making it a useful
resource for construction professionals and researchers looking to integrate Agile
practices into traditional project management approaches to improve responsiveness and
project outcomes.
Zakrzewska, M., Piwowar-Sulej, K., Jarosz, S., Sagan, A., & Sołtysik, M. (2022). The linkage
between agile project management and sustainable development: A theoretical and
empirical view. Sustainable Development, 30(5), 855–869.
https://doi.org/10.1002/sd.2285
Piwowar-Sulej is a scholar from Piwowar-Sulej, while Zakrzewska, Jarosz, Sagan, and
Sołtysik are researchers at Cracow University of Economics, specializing in project
management and sustainability. Their article investigates the connection between Agile
Project Management (APM) and sustainable development, exploring both theoretical
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ANNOTED BIBLIOGRAPHY
frameworks and empirical data. The authors argue that APM can support sustainability
goals by fostering adaptability, promoting efficient resource use, and encouraging
collaboration. The study combines a literature review with empirical evidence to
demonstrate how APM enhances project outcomes that align with the three pillars of
sustainability: economic, social, and environmental.
This article is highly relevant for research focused on integrating Agile methodologies
with sustainable development practices. It highlights the potential of APM to contribute
to sustainability initiatives, making it a valuable resource for studies examining the
intersection of project management and sustainable practices. Its empirical insights into
how APM can be applied in real-world projects offer practical implications for industries
aiming to align their management strategies with sustainability goals.
Kadenic, M. D., & Tambo, T. (2023). Resilience of operating models: Exploring the potential of
agile project management as enabler. International Journal of Managing Projects in
Business, 16(3), 521–542. https://doi.org/10.1108/IJMPB-05-2022-0122
Maja Due Kadenic is an Assistant Professor at Aarhus University’s Department of
Business Development and Technology, with ten years of combined academic and
industry experience in business development and project management. Torben Tambo is
an Associate Professor at the same department and the Manager of the MSc program in
Technology-based Business Development. This article explore the role of Agile Project
Management (APM) in enhancing the resilience of operating models. The article
examines how APM can enable organizations to respond more effectively to disruptions
by fostering adaptability, flexibility, and collaboration. The authors highlight the
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ANNOTED BIBLIOGRAPHY
potential of APM to build resilience through iterative processes, rapid response
mechanisms, and continuous feedback loops.
This article is particularly relevant for research on the intersection of resilience and agile
methodologies. It provides a theoretical foundation and practical insights into how APM
can be leveraged to create more resilient business operations, making it applicable to
organizations seeking to enhance their adaptability in uncertain environments. The
study’s focus on real-world implications, particularly in the context of dynamic and
complex industries, makes it a valuable resource for practitioners and researchers aiming
to integrate resilience into project management strategies.
Gorgadze, N. (2021). Agile project management approach, methods and its application in
Georgia. Globalization & Business, 12, 191–196.
https://doi.org/10.35945/gb.2021.12.027
Gorgadze is an Associate Professor at the European University and has completed his
doctorate at Ivane Javakhishvili Tbilisi State University in Georgia. No further
information was found on the author. This article explores the Agile Project Management
(APM) approach, its key methods, and its growing implementation in Georgia’s business
environment. Gorgadze provides an overview of Agile methodologies such as Scrum and
Kanban, emphasizing their benefits in improving project efficiency, adaptability, and
team collaboration. The article also discusses the challenges faced by Georgian
companies in adopting Agile practices.
This source is particularly useful for research on the global expansion of Agile
methodologies, especially in emerging markets like Georgia. It offers a practical
perspective on how Agile can be adapted to different cultural and business contexts. The
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article’s analysis of the opportunities and barriers to APM implementation in Georgia
makes it valuable for researchers and practitioners exploring the localization of Agile
practices, particularly in developing economies looking to enhance project management
capabilities.
Alves, E. J., & Gonçalves, C. A. (2023). Agile project portfolio management as a strategic
enabler in the Brazilian marketplace: Five case studies and one substantive theory.
International Journal of Managing Projects in Business, 16(3), 475–495.
https://doi.org/10.1108/IJMPB-02-2022-0031
Alves is a Doctor in Business Administration who currently works at the Management
Institute of Information Technology and is an experienced researcher, particularly in
Project Management. No information about Gonçalves was found, except his affiliation
with the Universidade Federal de Minas Gerais. This article explores the role of Agile
Project Portfolio Management (APPM) as a strategic enabler for businesses. Through five
case studies, the authors examine how APPM helps companies navigate uncertainties,
optimize resource allocation, and enhance strategic alignment. They also develop a
substantive theory that explains the relationship between APPM and business
performance in dynamic markets.
This article is highly relevant to research on Agile methodologies and strategic project
management. It offers valuable insights into the practical applications of Agile in
portfolio management and its impact on organizational strategy, particularly in emerging
markets like Brazil. The use of case studies provides empirical evidence, making the
article applicable for both academics and professionals looking to understand the
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ANNOTED BIBLIOGRAPHY
strategic benefits of Agile Project Portfolio Management in fast-paced business
environments.
Bagiu, N., Avasilcăi, S., & Rusu, B. (2022). Traditional vs. Agile: The challenge mindset shift in
project management. Review of Management & Economic Engineering, 21(4), 301–311.
https://doi.org/10.1016/j.promfg.2020.01.314
Bagiu, Avasilcăi, and Rusu are researchers from the Engineering and Management
Department of the Gheorghe Asachi Technical University of Iasi-Romania. No further
information have been found. This article compares traditional project management
approaches with Agile methodologies, focusing on the mindset shift required to transition
from a rigid, linear approach to the flexibility and adaptability of Agile. The authors
analyze key differences in project planning, execution, and team dynamics, emphasizing
that the shift to Agile requires a cultural change in organizations to foster collaboration,
communication, and responsiveness.
This article is relevant for research on the evolving nature of project management,
especially in understanding how organizations adapt to Agile frameworks. Its focus on
the psychological and organizational challenges of moving from traditional to Agile
methods provides valuable insights for studies on change management and the successful
adoption of new project management methodologies. The article is particularly useful for
businesses seeking to improve agility and resilience in dynamic project environments.
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