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Issue 5(1), October 2010 -- Paper Abstracts
Girard  (p. 9-22)
Cooper (p. 23-32)
Kunz-Osborne (p. 33-41)
Coulmas-Law (p.42-46)
Stasio (p. 47-56)
Albert-Valette-Florence (p.57-63)
Zhang-Rauch (p. 64-70)
Alam-Yasin (p. 71-78)
Mattare-Monahan-Shah (p. 79-94)
Nonis-Hudson-Hunt (p. 95-106) 


Identifying Key Agile Behaviors That Enhance Traditional Project Management Methodology

Author(s):  Marcia L. Lensges, Timothy J. Kloppenborg, Frank Forte

Citation: Marcia L. Lensges, Timothy J. Kloppenborg, Frank Forte, (2018) "Identifying Key Agile Behaviors That Enhance Traditional Project Management Methodology," Journal of Strategic Innovation and Sustainability, Vol. 13, Iss. 2, pp. 22-36

Article Type: Research paper

Publisher: North American Business Press


Recent studies in project management suggest that project managers (PMs) engaging in appropriate organizational and interpersonal behaviors generally achieve more successful project outcomes. Agile project management encourages PMs to incorporate these behaviors into their management styles, but incorporating all of the behaviors simultaneously can be difficult and costly. Using qualitative research methods, our study aims to identify a high-impact subset of Agile behaviors that likely improve outcomes of traditionally managed projects. The study also suggests specific ways that practitioners can incorporate these high-impact behaviors into their projects.