Department of Research and Education, Region Norrbotten, Luleå, Sweden.
Division of Nursing, Department of Health, Education and Technology, Luleå University of Technology, Luleå, Sweden.
BMC Med Inform Decis Mak. 2022 Jul 17;22(1):186. doi: 10.1186/s12911-022-01932-4.
Agile projects are statistically more likely to succeed then waterfall projects. The overall aim of this study was to explore the nursing staffs' experiences with an agile development process, from its initial requirements to the deployment of its outcome of ICT solutions aimed at supporting discharge planning.
An explorative design with quantitative and qualitative methods was used. Qualitative data was collected through seven focus group interviews. Quantitative data was collected via an ICT-system, and with an evaluation form submitted by fourteen registered nurses and nine district nurses.
Qualitative result of the experiences with the agile development process and its outcome resulted in one theme, four categories, and ten subcategories. The theme was found to be about time and timing, namely the amount of time for the different activities and the timing of activities within and between organisations. The agile development process increased the participants' readiness for change by offering time to learn, practice, engage and reflect, and then adopt the ICT as a support to daily practice. Quantitative results showed a variated adoption of the ICT.
There is a need for time to prepare, understand and adopt new tools, services and procedures and a need for additional time to prepare, understand and adopt the new among individuals, collectives, organizations, and sometimes even between different collectives or organizations. The agile development process offered the end-users involvement through the development process, which gave them time to change it both individually and collectively. However, there is a need for close collaboration between the development project team and management to reach an organizational change that is timely for both the individual and the collective change. When time or timing fails in the development or implementation process, there is a huge risk of non-adoption of new tools, services, or procedures or among the end-users.
敏捷项目在统计学上比瀑布项目更有可能成功。本研究的总体目标是探索护理人员在敏捷开发过程中的经验，从最初的需求到部署旨在支持出院计划的 ICT 解决方案的结果。
采用定量和定性方法的探索性设计。通过七次焦点小组访谈收集定性数据。通过 ICT 系统和十四名注册护士和九名地区护士提交的评估表收集定量数据。
敏捷开发过程及其结果的经验的定性结果产生了一个主题、四个类别和十个子类别。该主题被发现是关于时间和时机，即不同活动的时间和活动在组织内和组织之间的时间。敏捷开发过程通过提供学习、实践、参与和反思的时间，然后采用 ICT 作为日常实践的支持，增加了参与者对变革的准备。定量结果显示 ICT 的采用存在差异。
需要时间来准备、理解和采用新的工具、服务和程序，并且需要额外的时间来准备、理解和采用个人、集体、组织中的新工具、服务和程序，有时甚至需要在不同的集体或组织之间进行准备、理解和采用。敏捷开发过程通过开发过程为最终用户提供了参与机会，让他们有时间在个人和集体层面上进行变革。然而，开发项目团队和管理层之间需要密切合作，以实现对个人和集体变革都及时的组织变革。当开发或实施过程中出现时间或时机问题时，最终用户采用新工具、服务或程序的风险很大。
