Date of Award

Fall 10-17-2020

Document Type

Thesis

Degree Name

Master of Science (MS)

Department

Project Management

First Advisor

John M. Clark

Abstract

IT infrastructure projects have long been an overlooked field superseded by the more popular software development silos and cross-functional project teams when it comes to enterprise Agile transformations. This paper presents a systematic literature review by leveraging a qualitative research methodology based on empirical evidence provided in contemporary scholarly research articles to explore how certain variables such as organizational culture- including team structure, leadership hierarchy, geolocation, etc. along with an organization’s change management processes affect the adoption of a Hybrid/Agile project management methodology, focusing on reported challenges and critical success factors that define such large-scale enterprise transformations. The salient features from the conclusion of this preliminary research endeavor point to a direct relationship between certain aspects such as the size of the organization, stakeholder buy-in, and inherent resistance to change playing pivotal roles that define success within IT infrastructure teams and associated projects. This research endeavor and literature review also identifies a plethora of opportunities within IT infrastructure project management practices for future research based on the gaps that have been identified in contemporary literature.

Creative Commons License

Creative Commons Attribution-Noncommercial 4.0 License
This work is licensed under a Creative Commons Attribution-Noncommercial-Share Alike 4.0 License.

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