Analysis of Hybrid Agile Project Management in the Telecommunications Industry

Yıl 2025, Cilt: 13 Sayı: 1, 1 - 19, 27.03.2025

Betül Aydin , Shiv Kumar Tripathi , Svitlana Samoylenko , Nehir Tokgöz

https://doi.org/10.22139/jobs.1576663

Öz

This paper explores Hybrid Agile Project Management in the telecommunications industry, focusing on the motivation behind the adopting hybrid methods, collaboration, and conflicts between Agile teams and Project Managers. The primary objective is to evaluate the company’s current state, identify strengths and weaknesses, and provide recommendations for improvement. The research employs a qualitative approach, conducting interviews with key participants such as PMOs, Project Managers, Agile Analysts, Product Owners, Scrum Masters, and Agile Coaches. This approach provided comprehensive insights into the case company’s agile practices, highlighting the complexity of its organizational structure and the impact on project management. The thematic analysis of these interviews emphasized the hybrid approach's role in balancing regulatory, security, and business needs. The findings reveal that although Agile, particularly the Scrum methodology, is central to the company's operations, the hybrid approach plays a key role in addressing the challenges of continuous improvement and flexibility. The company integrates Agile with project management through distinct roles such as Analyst Phase Leader (APL) and Development Phase Leader (DPL), which help mitigate resource management issues and regulatory constraints that can cause conflicts. The company has developed customer frameworks and an adaptive approach to resolve these. TOGAF and PMI have also been aligned with Agile practices to support large-scale enterprises. The paper concludes that Agile satisfaction tends to decrease as company size increases, particularly in the telecom sector, making this research valuable due to its unique recommendations for improving hybrid project management in complex, large-scale environments.

Anahtar Kelimeler

Project Management Office, The Open Group Architecture Framework, Agile, Scrum, Team Collaboration, Project Management Body of Knowledge

Destekleyen Kurum

This work was supported by Turkcell Teknoloji Araştırma ve Geliştirme Anonim Şirketi.

Telekomünikasyon Sektöründe Hibrit Çevik Proje Yönetiminin Analizi

Öz

Sunulan bu çalışma telekomünikasyon sektöründe Hibrit Çevik Proje Yönetimi'ni incelemekte ve hibrit yöntemlerin benimsenme motivasyonu, Çevik ekipler ile Proje Yöneticileri arasındaki iş birliği ve çatışmalara odaklanmaktadır. Temel hedef, şirketin mevcut durumunu değerlendirmek, güçlü ve zayıf yönlerini belirlemek ve iyileştirme önerileri sunmaktır. Araştırma, PMO’lar, Proje Yöneticileri, Çevik Analistler, Ürün Sahipleri, Scrum Master’lar ve Çevik Koçlar gibi kilit katılımcılarla yapılan görüşmeleri kapsayan nitel bir yaklaşım kullanmaktadır. Bu yaklaşım, şirketin çevik uygulamaları hakkında kapsamlı içgörüler sağlayarak organizasyonel yapının karmaşıklığını ve bunun proje yönetimine etkisini vurgulamıştır. Görüşmelerin tematik analizi, hibrit yaklaşımın düzenleyici, güvenlik ve iş ihtiyaçlarını dengelemedeki rolünü öne çıkarmıştır. Bulgular, Agile’ın, özellikle Scrum metodolojisinin, şirketin operasyonlarının merkezinde yer aldığını ancak hibrit yaklaşımın sürekli iyileştirme ve esneklik zorluklarını ele almadaki kilit rolünü ortaya koymaktadır. Şirket, kaynak yönetimi sorunlarını ve düzenleyici kısıtlamaları hafifletmek için Analist Aşama Lideri (APL) ve Geliştirme Aşama Lideri (DPL) gibi belirgin roller aracılığıyla Agile’ı proje yönetimiyle entegre etmektedir. Bu çatışmaları önlemek için şirket, müşteri çerçeveleri ve uyarlanabilir bir yaklaşım geliştirmiştir. Ayrıca, TOGAF ve PMI, büyük ölçekli işletmeleri desteklemek için Agile uygulamaları ile uyumlu hale getirilmiştir.

Anahtar Kelimeler

Proje Yönetim Ofisi, Açık Grup Mimari Çerçevesi, Çevik yazılım, Ekip İş Birliği, Proje Yönetimi Bilgi Birikimi Kılavuzu, Scrum

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