[AISWorld] [Call for Papers] Disrupting Agile

[Cutter Consortium]

Call for Papers!

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Target URL: https://www.cutter.com/call-papers#disruptagile
 
When first introduced, "agile" signified a disruption in ideas and 
practices.

To keep it alive and relevant today – "agile" itself is ready for 
disruption. What does this disruption look like? Share your insight for 
publication in Cutter Business Technology Journal

https://www.cutter.com/call-papers

.

Guest Editor: Hillel Glazer

https://www.cutter.com/experts/hillel-glazer

After roughly two decades of practice, agile itself — which disrupted 
and changed how product development was organized, managed, and executed 
— is now ready for disruption.

Agile practices were originally introduced in an effort to enhance 
customer satisfaction, improve customer and market responsiveness , and 
eliminate impediments to delivery. But are these objectives being met?

Proponents can justifiably counter that organizations not achieving the 
promised results of using agile "are not doing it right" or "don't have 
the environmental fundamentals" to make it work. But what if the very 
characteristics that made agile successful are no longer enough? Have 
the underlying assumptions about team size and organization, 
decision-making authority, product arrangement, and customer involvement 
run their course?

What is needed to ensure agile practices can be applied in non-ideal 
contexts, such as in larger and highly regulated organizations, and 
deliver results? The fundamentals originally introduced by agile now 
need fundamental changes. What would it take to disrupt agile?

This issue of Cutter Business Technology Journal with Guest Editor 
Hillel Glazer will explore the premise that disruption is needed to keep 
agile alive and relevant and we invite your participation in this 
discussion.

Article ideas may include (but are not limited to) the following:

What factors are contributing to the ineffectiveness of agile?

What is needed for agile to operate and deliver results in non-ideal 
contexts?

Are the underlying assumptions about team size and organization sound?

What does disruption look like?

Where should decision-making authority lay?

Have product arrangement and customer involvement run their course?

What can be changed to keep all that works well in agile while freeing 
agile to also work in unanticipated situations?

How can disruptive agile improve customer delight?

What's changed in the past two decades that agile can now leverage?

Are there any current, albeit less popular, agile ideas that should be 
brought into the spotlight?

Abstract submissions due February 21, 2020. Please send article ideas 
(short paragraph outlining major discussion points) to Hillel Glazer and 
Christine Generali (hillel at entinex.com and cgenerali at cutter.com).

Accepted articles due March 27, 2020 . Final article length is typically 
2,000-3,500 words plus graphics. More editorial guidelines

https://www.cutter.com/call-papers#Editorial%20Guidelines

.

Learn more or submit a proposal!

https://www.cutter.com/call-papers#disruptagile

Cutter Business Technology Journal

https://www.cutter.com/journals/cutter-business-technology-journal

is published monthly as a forum for thought leaders, academics, business 
practitioners, and industry experts to present innovative ideas, current 
research, and solutions to the critical issues facing business 
technology professionals competing in today's digital economy.

If you have any questions, please contact, Christine Generali , Cutter 
Business Technology Journal

https://www.cutter.com/cutter-it-journal

Group Publisher. Editorial guidelines can be found here

https://www.cutter.com/call-papers#Editorial Guidelines

.

We look forward to the opportunity of working with you!

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