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Silesian University of Technology
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and Practice. Smart and Efficient Economy: Preparation for the Future
Abstract
Purpose of the article The purpose of the article is to investigate the relationship between traditional project management
(TPM) and modern project management (MPM), with a special focus on agile project management (APM). Moreover, the
results of the studies on the application of APM in non-IT companies are presented.
Methodology/methods Based on the literature review, the descriptions of TPM and MPM methods are given. Furthermore,
the questionnaire-based survey is applied to obtain relevant knowledge on the application of APM methods in the non-IT
companies.
Scientific aim The scientific goal of the article is to ascertain the prerequisites for applying the TPM and MPM methods in
the organisations, with a special focus on non-IT companies. Moreover, the conducted survey shed some light into the current
state of application of APM methods in non-IT companies.
Findings The TPM methods have been developed since the sixties and are suitable for application in large, long-term
projects in a stable environment. The prerequisite for their application is the ability to plan, in detail, the project ex -ante,
while MPM methods seem to more accurately match the clients needs, especially if the requirements have the tendency to
change frequently over time. However, the result of the study showed that the application of APM methods is very limited,
even if the companies reported that they mostly operate in turbulent environments.
Conclusions The MPM methods, with a special focus on APM, are a good alternative for non-IT companies seeking new
ways of managing projects in a turbulent, client-oriented environment. However, the results of the studies revealed the
limited application of APM methods in non-IT companies. They outlined directions for further research that should try to
answer what hampers APM application in non-IT companies. Moreover, research dedicated to select industries should be
performed.
Keywords: TPM, APM, APM, traditional project management, modern project management, agile, survey, company, non-IT,
waterfall.
Table 1 The key differences between traditional project management (TPM) and agile project management
(APM)
Area of interest TPM APM
Although APM receives a lot of attention, there is an ongoing discussion on its actual contribution to the
success of the company (Serrador & Pinto, 2015), and the ability of companies to run projects according to the
agile rules only. Therefore, the newest approach sets out to incorporate some elements of agility into traditional
project management or, while running big, complex programs with TPM, tries to extract from within the
program, some projects which can be implemented with pure APM methods. The latter approach seems to be
attracting an increasing number of supporters in the academic community. However, there is still some confusion
as to if and to what extent APM is appreciated by the companies in their managerial practice, with a special
focus on non-IT sector firms. The reason for focusing on non-IT companies is that APM was developed for IT
project purposes and IT firms are strong proponents of APM, while some scientists see the potential for APM
application outside IT-based enterprises.
The interviewees were asked if they had heard about agile project management methods. The vast majority
(70%) answered no they did/do not know this term at all. 23% of them had heard of the term but had no idea
what it is about. Only 7% knew the term agile project management, but none of them had a good knowledge of it
(Figure 2).
Figure 2 Survey answer of the question: Have you heard about agile project management?
Furthermore, the respondents were asked if their organisation applies agile project management methods in
practice. 40% of them indicated that they do not apply APM in their company, 7% admitted to doing it
sometimes and 3% mostly. None of the organisations reported the application of APM to all projects. Moreover,
50% of respondents didnt know if the company applies APM methods (Figure 3).
Figure 3 Survey answer to the question: Do you apply agile project management to projects?
3 Discussion
The studies revealed that, although knowledge of agile project management is spreading among academics, it
comes up somewhat short of expectations regarding its application in non-IT companies. Even if the company
reports a turbulent environment, which is a prerequisite for exploring new other than traditional project management
methods, the organisation has very limited knowledge of APM methods. Furthermore, the number of non-IT companies
applying APM in practice is significantly low. Moreover, if they apply APM, it is most often as a sub-part of bigger programs
run with traditional, mostly waterfall project management methods. Only a few companies decide to run single projects
solely in accordance with the APM approach. This situation shows that there is significant room for disseminating APM
methods among non-IT companies and endorsing their application in different forms and scope.
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