The authors gratefully acknowledge the referees for their helpful comments on earlier versions of the article.
The Impact of Nonagility on Service Level and Project Duration†
Article first published online: 20 SEP 2012
© 2012 The Authors Decision Sciences Journal © 2012 Decision Sciences Institute
Volume 43, Issue 5, pages 957–971, October 2012
How to Cite
Glowacka, K. J., Lowe, T. J. and Wendell, R. E. (2012), The Impact of Nonagility on Service Level and Project Duration. Decision Sciences, 43: 957–971. doi: 10.1111/j.1540-5915.2012.00371.x
- Issue published online: 20 SEP 2012
- Article first published online: 20 SEP 2012
- [Submitted: January 24, 2011. Revised: July 28, 2011; January 26, 2012. Accepted: February 8, 2012.]
- Planning Under Uncertainty;
- Project Management;
- and Project Scheduling
“Why projects are late” is a fundamental issue in theory and in practice. One well-established explanation is that a project's network structure can be a significant factor—the “fatter” or more parallel the project, the later the project completion. Herein we show that a lack of agility, which may frequently arise in projects when there are external resources, can also be a significant factor in project delays—both in more serial-like projects as well as more parallel ones. Specifically, this article formally characterizes the concept of agility in projects, shows how a lack of agility can have a significant impact on a project, and gives some general properties on agility with respect to a project's structure.