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The Impact of Nonagility on Service Level and Project Duration *
Author(s) -
Glowacka Karolina J.,
Lowe Timothy J.,
Wendell Richard E.
Publication year - 2012
Publication title -
decision sciences
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.238
H-Index - 108
eISSN - 1540-5915
pISSN - 0011-7315
DOI - 10.1111/j.1540-5915.2012.00371.x
Subject(s) - duration (music) , project management , computer science , service (business) , process management , project manager , work breakdown structure , project planning , operations management , operations research , business , engineering management , systems engineering , project charter , marketing , mathematics , engineering , art , literature
“Why projects are late” is a fundamental issue in theory and in practice. One well‐established explanation is that a project's network structure can be a significant factor—the “fatter” or more parallel the project, the later the project completion. Herein we show that a lack of agility, which may frequently arise in projects when there are external resources, can also be a significant factor in project delays—both in more serial‐like projects as well as more parallel ones. Specifically, this article formally characterizes the concept of agility in projects, shows how a lack of agility can have a significant impact on a project, and gives some general properties on agility with respect to a project's structure.