Organisational Architecture and Learning in an Inter-Professional Context: A Case-Study of an Agile Crowd-Funded Software Project Using Contingent Working
Designing an effective organisational architecture for an undertaking can be considered essential to its success. The way an organisation is designed – or otherwise appears to its workers – will affect the extent to which those workers associated with it can be effective at their jobs. This chapter undertakes a case study into an organisation that is based around contingent working and inter-professionalism. Important things drawn from the study include the importance of the Cloud to distance working, such as teleworking; the identity of the organisation and how workers relate to it; as well as what factors assist on inhibit worker motivation. The study concludes that the organisational structure of the organisation investigated – where different firms perform different tasks, could be seen as best practice in supporting inter-professional environments.
Jonathan Bishop (2016). Organisational Architecture and Learning in an Inter-Professional Context: A Case-Study of an Agile Crowd-Funded Software Project Using Contingent Working. In G. Jamil, J. Poças-Rascão, F. Ribeiro, & A. Malheiro da Silva (Eds.) Handbook of Research on Information Architecture and Management in Modern Organizations. IGI Global, Hershey, PA (Pages 274-291)
A Learning Organisation Approach to Software Project Management: Promoting Knowledge Transformation and Interprofessionalism through Crowd-Funded Agile Development
This chapter explores how a learning organisation differs from a teaching organisation, such as that each person holds responsibility for their own learning, yet are supported and guided by those who wish to help them further their personal development. This chapter aims to develop a software project management methodology, based on existing approaches, which can accommodate all people, regardless of ability. The model developed, called the C2-Tech-S2 approach, is specifically designed for projects that use crowd-funding and agile development, particularly in environments based around the Cloud. A pilot study is carried out to demonstrate the ‘technology’ stage of this model for assessment using the ‘support’ stage. This finds that all stages of the model need to be applied in a project, because on their own the stages may not produce the most effective outcomes in terms of increased participation.
Jonathan Bishop (2015). A Learning Organisation Approach to Software Project Management: Promoting Knowledge Transformation and Interprofessionalism through Crowd-Funded Agile Development. In A. Singh (Ed.), Achieving Enterprise Agility through Innovative Software Development. IGI Global, Hershey, PA (Pages 115-140). Available online at: http://www.jonathanbishop.com/Library/Documents/EN/docIGIPaper_C2TechS2.pdf