Managing knowledge in projects : the transition to agile development at Vodacom SA

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dc.contributor.advisorMaasdorp, Christiaan Hendriken_ZA
dc.contributor.authorMana, Nqabaen_ZA
dc.contributor.otherStellenbosch University. Faculty of Arts and Social Sciences. Dept. of Information Science.en_ZA
dc.date.accessioned2023-11-29T14:15:34Z
dc.date.accessioned2024-01-08T17:20:46Z
dc.date.available2023-11-29T14:15:34Z
dc.date.available2024-01-08T17:20:46Z
dc.date.issued2023-12
dc.descriptionThesis (MPhil)--Stellenbosch University, 2023.en_ZA
dc.description.abstractENGLISH SUMMARY: The thesis presents a case study of a telecommunications company’s transition to agile development and the effect this had on knowledge management. The case organization underwent organizational restructuring to improve its responsiveness and competitiveness by introducing agile ways of working. The thesis proceeds from the observation that knowledge management at the organization is rooted in document management. Whilst the waterfall development method encourages extensive documentation and explicating knowledge, the focus in agile methods is more on tacit knowledge and face-to-face interactions. This means that lots of knowledge is never captured and can be lost when members retire or resign. The research comprised interviews with people involved in development projects and with selected managers that were project owners. Interviewees were asked how the transition to agile methods affected the management of knowledge, about the technological tools they used in their projects, and their perception of the support from management. The findings were that top management drove the transition to agile as part of a larger objective to become a technology company as opposed to a mere telecommunications company. As part of this journey, the organization had to adopt a new culture and restructure various departments. In terms of support, agile coaches, and courses it provided afforded staff extensive training in the new method and new knowledge management software tools. The change of culture, availability, and support of top management in taking the staff through the change management process gave them confidence and trust. The knowledge journey towards the new agile method is still a work in progress with many lessons learnt.en_ZA
dc.description.abstractAFRIKAANSE OPSOMMING: Die tesis is 'n gevallestudie van 'n telekommunikasiemaatskappy se oorgang na agiele ontwikkeling en die effek wat dit op kennisbestuur gehad het. Die ter sake maatskappy het organisatoriese herstrukturering ondergaan om responsiwiteit en mededingendheid te verbeter deur agiele werksmetodes in te stel. Die tesis gaan uit van die waarneming dat kennisbestuur by die organisasie in dokumentbestuur gewortel is. Terwyl die waterval-ontwikkelingsmetode uitgebreide dokumentasie en eksplisiete kennis aanmoedig, is die fokus in agiele metodes meer op implisiete kennis en interpersoonlike interaksies. Dit beteken dat baie kennis nooit vasgele word nie en verlore kan gaan wanneer werknemers die maatskappy verlaat. Die navorsing bestaan uit onderhoude met mense betrokke by ontwikkelingsprojekte en met geselekteerde bestuurders wat die projekeienaars was. Responsdente is gevra hoe die oorgang na agiele metodes die bestuur van kennis beinvloed het, oor die tegnologiese hulpmiddels wat hulle in hul projekte gebruik het, en hul persepsie van die ondersteuning van topbestuur. Die bevindinge was dat topbestuur die oorgang na agiele ontwikkeling gedryf het as deel van 'n groter doelwit om 'n tegnologiemaatskappy te word eerder as 'n blote telekommunikasiemaatskappy. As deel van hierdie oorgang moes die organisasie 'n nuwe kultuur ontwikkel en verskeie departemente herstruktureer. In terme van ondersteuning, het die organisasie agiele afrigters en kursusse aan personeel gebied saam met uitgebreide opleiding in die nuwe ontwikkelingsmetode en die nuwe kennisbestuursagteware-instrumente. Die verandering van kultuur, beskikbaarheid en ondersteuning van topbestuur om die personeel deur die veranderingsbestuursproses te neem, het die personeel selfvertroue en vertroue gegee. Die kennisreis na die nuwe agiele metode duur voort met baie lesse geleer.af_ZA
dc.description.versionMasters
dc.format.extentix, 118 pages : illustrations
dc.identifier.urihttps://scholar.sun.ac.za/handle/10019.1/128961
dc.language.isoen_ZAen_ZA
dc.publisherStellenbosch : Stellenbosch University
dc.rights.holderStellenbosch University
dc.subject.lcshAgile software development -- South Africaen_ZA
dc.subject.lcshComputer software -- Development -- South Africaen_ZA
dc.subject.lcshKnowledge management -- South Africaen_ZA
dc.subject.nameUCTD
dc.titleManaging knowledge in projects : the transition to agile development at Vodacom SAen_ZA
dc.typeThesisen_ZA
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