The impact of organisational governance on team autonomy in large-scale agile projects
| dc.contributor.author | Dhlamini, Bridgette Sebueng | |
| dc.contributor.supervisor | Appiah, Erasmus Kofi | |
| dc.date.accessioned | 2024-07-17T06:53:25Z | |
| dc.date.available | 2024-07-17T06:53:25Z | |
| dc.date.issued | 2023 | |
| dc.description | A research report submitted in partial fulfillment of the requirements for the degree of Master of Management in the field of Digital Business to the Faculty of Commerce, Law and Management, Wits Business School, University of the Witwatersrand, Johannesburg, 2023 | |
| dc.description.abstract | Traditional software development methods have proven to be ineffective for large- scale projects in the current digital era. This, as well as the complexities of large-scale projects, has exacerbated the need for more and more organisations to adopt agile project methodologies for large-scale projects to keep up with the fast-paced technology landscape. The adoption of agile methodologies can only work if it is supported by organisational structures that enable agile to be effective. These include governance structures and organisational culture that enable continuous rapid delivery of quality software. Team autonomy is key in enabling fast-paced delivery, and there should be alignment between the organisational governance structures and the autonomy of project teams. It is not clear as to what level of autonomy should be afforded to project teams, at the same time ensuring that the project receives the right level of oversight. The research followed a qualitative research approach, and 10 participants who had experience working on agile projects in one of the big banks in South Africa were interviewed. The study found that the lack of team autonomy in large-scale agile projects was due to the organisation’s little to no tolerance for risk and the blaming culture. To change this, the organisation needs to cultivate a learning culture that will allow project teams to learn and grow through their mistakes | |
| dc.description.submitter | MM2024 | |
| dc.faculty | Faculty of Commerce, Law and Management | |
| dc.identifier.citation | Dhlamini, Bridgette Sebueng. (2023). The impact of organisational governance on team autonomy in large-scale agile projects [Master’s dissertation, University of the Witwatersrand, Johannesburg]. WireDSpace. https://hdl.handle.net/10539/38946 | |
| dc.identifier.uri | https://hdl.handle.net/10539/38946 | |
| dc.language.iso | en | |
| dc.publisher | University of the Witwatersrand, Johannesburg | |
| dc.rights | © 2023 University of the Witwatersrand, Johannesburg. All rights reserved. The copyright in this work vests in the University of the Witwatersrand, Johannesburg. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of University of the Witwatersrand, Johannesburg. | |
| dc.rights.holder | University of the Witwatersrand, Johannesburg | |
| dc.school | WITS Business School | |
| dc.subject | Governance | |
| dc.subject | Agile | |
| dc.subject | Culture | |
| dc.subject | Learning | |
| dc.subject | Large-scale | |
| dc.subject | Team Autonomy | |
| dc.subject | UCTD | |
| dc.subject.other | SDG-8: Decent work and economic growth | |
| dc.title | The impact of organisational governance on team autonomy in large-scale agile projects | |
| dc.type | Dissertation |