Faktory úspěchu a neúspěchu agilního projektového řízení

The main goal of the thesis is to analyze factors that lead to successes or otherwise failures in agile project management within organizations based in the Czech Republic. Factor analysis focuses on the period before, during and also after agile transformation. The secondary goal of the thesis is focused on the comparison within the traditional project management of the waterfall model in combination with agile approaches, the so-called hybrid approach. The primary data is conducted based on an own online questionnaire survey with 409 valid participants. The obtained data was evaluated by quantitative analysis, while the verification of hypotheses was specifically done with a chi-square test and evaluation using absolute and relative frequencies. Other available studies were also used as secondary data source and due to the lack of data coming from the Czech Republic these were mainly foreign sources. The conclusions of the online questionnaire survey indicate some important factors to be considered before agile transformation, especially the need to have motivating leadership, this factor was identified by a total of 53.05 % respondents. Culture within the organization was also important with 51.10 % of respondents and motivated employees within the organization was considered important by 44.99 % respondents. The support from the management is perceived by the respondents as very important during and after the transformation itself. Factors of possible failure after the agile transformation are shown to be a lack of understanding in the methodology and a lack of agile knowledge or unclear competence between agile roles such as Scrum Master and Product Owner. Also according to the respondents the hybrid model of project management is a suitable combination but is not a solution for every organization, type of project or industry. One of the most widely used agile methods is the same as in foreign surveys, Scrum. A total of 69.68 % of respondents identified Scrum, which follows the Kanban method with 45.23 %. The conclusions resulting from the survey can be used by organizations operating in the Czech Republic that are interested in agile management of their projects. At the same time, students within their topics of diploma thesis can follow-up on this research.