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Personal and professional development is a great incentive for many employees to apply for a job with a company. If this is lacking, however, it can also be a reason to look for a new employer. Now it can be assumed that personnel development looks different in every company. Given this diversity, how can you choose a company if you want to continue your education? How should one know how the personnel development in a company is regulated? One can divide company structure and culture into hierarchical, traditional, or agile, known as dynamic and adapting. Are there differences in their ways to develop their employees that could help applicants to know how their development will be in a company? The paper deals with the theoretical investigation of possible differences between the human resource development in agile and in hierarchical organisations, followed by partly-structured expert interviews with experts out of eight companies about how they manage their employee development and exchange of knowledge. They were categorized in agile and hierarchical according to some structural and cultural questions at the beginning.
The question of this paper is, if there are tendencies of the same kind of organization in terms of structure and culture, to also have the same approach of Human resource development. Further the study is conducted to find out if there are differences in the tendencies between hierarchical and agile organizations, as well as where they lie.
The results suggest that there are tendencies of the same kind of organization to have a similar approach to their human resource development. Differences could be found in terms of distribution of responsibility, frequency and content of feedback meetings and used methods for training and knowledge exchange. This is important for companies who want to compare and improve their approach and for people who want to apply to companies but want to know beforehand their responsibility for their training and how the process is going to be.
Analysis of the scrum implementation and establishment at Mercedes-Benz Cars 2020 Best Finance
(2017)
In an increasingly complex and dynamic world organizations must be able to be adaptive and act more flexible to remain competitive and sustainable. This also applies for the implementation of long-term projects which is the focus of this thesis. Project organizations increasingly tend towards agile process models (scrum) in project management as an alternative to traditional process models (waterfall) in order to increase the project efficiency through greater flexibility and transparency.
This bachelor thesis deals with an analysis of the scrum implementation and establishment in the project Best Finance at Mercedes-Benz Cars. After the theoretical foundations of the traditional process model are explained another part reviews the implementation of it in Best Finance. In this context, the challenges with this approach based on theory and experienced in Best Finance are identified to justify the transition to agile methods. Main object for the practical part constitutes a research concept to analyze and evaluate Best Finance based on scrum. The basis of the concept constitutes the generally valid project management success factors which are complemented by questions of the agile theory.
The interrogation with the representatives of Best Finance by means of quantitative and qualitative data collection serves as an information source for the research concept. The project management success factors are evaluated and analyzed. Main results show that the agile process model is still at the beginning regarding its operational application, though, the project organization of Best Finance made first positive experiences with this approach. However, the analysis also reveals that there is still potential for improvement regarding the project procedure based on scrum. The practical recommendations suggested at the end of the thesis aim at creating a better understanding of scrum and the promotion of the establishment in Best Finance.