Examinando por Materia "Agilismo"
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Ítem Análisis de buenas prácticas de gestión de proyectos y optimización de tiempos y costos en su ciclo de vida(Universidad EAFIT, 2022) Mejía Montaña, Yeny Pahola; Escalante Gómez, Juan EstebanÍtem Comportamientos de agilismo en un equipo de una organización financiera de la ciudad de Medellín(Universidad EAFIT, 2021) Jaramillo Gaviria, Ana María; Mancera Trejos, Laura Yasmin; Echeverri Álvarez, JonathanÍtem Condiciones que caracterizan a los socios estratégicos que logran la incorporación del agilismo como atributo cultural en las empresas(Universidad EAFIT, 2022) Quintero González, Juliana Cristina; Sanín Posada, AlejandroOrganizations are going through an accelerated increase in uncertainty and the speed of change, so failure to adapt quickly can mean their disappearance (Gómez-Mejía et al., 2007), which requires an agile incorporation of practices and attributes that favor it. Among the skills that favor the adaptation of organizations we find the ability to respond, anticipate, efficiency, flexibility, speed, innovation, knowledge management and agility (Charbonnier-Voirin, 2011). The latter has gained strength in recent years, becoming a central element in business strategies (Ganguly et al., 2009). Agility becomes a competitive advantage, since it allows the organization to be among the first to detect threats and opportunities in markets that are constantly changing (Dyer & Shafer, 1998). Now, understanding the strategic nature of agility, the concern of how to incorporate it into an organization arises. And one possible path is to understand it more as a cultural attribute than as a strategy, as Drucker (1999) said so well when he stated “Culture eats strategy for breakfast”. If we work along this line, that is, from the creation of a culture that facilitates and incorporates agility as an attribute, we can then use and take advantage of the cultural management mechanisms that have been documented in the literature for the incorporation and development of other attributes. cultural, Cameron and Quinn (1999), point out that human management actions must support the culture desired by the company, as well as mention that organizational success depends largely on how the organizational culture is compatible with the demands of the environment. Within the different mechanisms to ensure that a desired attribute is incorporated into the culture of organizations, they often use mentors to promote it (Cameron & Quinn, 2011). These are people who are delegated the responsibility of accompanying the teams and the organization in the creation of routines and habits that sustain the attribute, they must also sensitize people by transmitting and giving solidity to the beliefs that give basis to such attribute. Sometimes this figure in companies is called a Strategic Partner, according to the literature, this is the one who collaborates in the design of the corporate strategy, participating in its definition and aligning its practices with the business objectives of a company. In addition, it guides human management systems and sets their priorities. Your mission should be to redefine the value proposition of your area and enhance its impact, in order to achieve the expected results (Ulrich, 1997). Thus, the figure of the Strategic Partner becomes central to the success of the business, but from a cultural management perspective.Ítem Desarrollo de un modelo de evaluación de madurez ágil en proyectos dentro de startups(Universidad EAFIT, 2024) Roldán Ramírez, Nicolás; Olarte Mejía, Laura MaríaStartups operate in a rapidly changing environment where uncertainty and resource limitations pose significant challenges for project management. Agile methodologies offer a flexible and adaptive approach to meet these challenges, fostering customer centric project execution. However, the successful adoption of agile frameworks in startups requires careful consideration of agile organizational maturity. Without this, the premature or superficial implementation of agile practices can lead to operational dysfunctions, resource waste, and a loss of confidence in the methodologies. This study aims to develop an agile maturity evaluation model specifically designed for startups. Through a comprehensive review of existing agile maturity models, literature and surveys conducted with experts in the field, the research identifies key challenges and advantages in the adoption of agile frameworks within startups. The proposed model evaluates ten critical dimensions, including governance, cultural change, and the adaptation of agile practices, offering a detailed roadmap for continuous improvement. This model serves as both a diagnostic tool and a practical guide to help startups successfully enhance their agility and foster sustained innovation.Ítem Diseño de marco de trabajo SCRUM para los proyectos de transformación digital de INCOLMOTOS YAMAHA en Colombia(Universidad EAFIT, 2021) Valencia Betancur, Elkin Mauricio; Uribe Ochoa, Beatriz Amparo; Salazar Gómez, Francisco JavierSCRUM Framework defined through the formalization formats and procedures under agility principles, and project management, allows to manage resources to customer value generation, in digital transformation projects of INCOLMOTOS YAMAHA. Each elements of agilism, were studied deeply specialized sources and structured with traditional phases of project management, allowing to define formats and procedures under organizational culture, without losing flexibility and empirical principles of agile, also ensuring actors, events and artifacts SCRUM has proposed since its inception. Therefore, formats and procedures have been designed under organizational particularities, guidelines suggested by specialized literature and especially under the capitalization of internal digital transformation project management experiences, as lessons learned. Public cases of IBM, BBVA, Monash Health and BANCOLOMBIA in their experiences with agility were also very useful. At the end, formats and procedures to be used at any time in digital transformation projects, which can be constantly improved, are left at the disposal of the company.Ítem Evaluación del desempeño en entornos de trabajo ágiles y sostenibles : una revisión de literatura(Universidad EAFIT, 2021) Montoya Pareja, José Luis; González-Pérez, María AlejandraÍtem Lecciones aprendidas de la implementación del agilismo en el grupo Bancolombia S.A.(Universidad EAFIT, 2024) Martínez Álvarez, Yesid Fernando; Peinado Ruiz, Eduardo Alejandro; Hoyos Rodríguez, Nataly