A Criteria-Based Model for Assessing the Social Efficiency of Agile Project Management in Production-Oriented Organizations under Crisis Conditions

Abstract

Achieving effective performance in production-oriented organizations under crisis conditions depends on the implementation of agile project management models. As an innovative model, Agile management requires robust tools to measure not only economic indicators but also the social utility generated for both the enterprise and society. Therefore, this study aims to conceptualize a system for measuring and evaluating the social efficiency of Agile project management in crisis situations. The social efficiency of Agile management is defined as the ratio of an organization’s project performance to the volume of available team resources utilized to achieve it, underpinned by high-quality project activities, the personal values of team members, and shared social capital. The criteria-based model for measuring the social efficiency of Agile project management comprises three interconnected levels of evaluation: general social efficiency, special social efficiency, and concrete social efficiency in the analysis of project management within production-oriented organizations. The proposed framework of criteria, indicators, data sources, measurement scales, and evaluation procedures for each level of social efficiency allows for a clear distinction between strategic, organizational-process, and applied outcomes of Agile management. The primary factors in achieving the social efficiency of Agile management include flexible and mobile project-oriented interaction among participants, organizational adaptability of management, team social capital, and value-oriented cooperation. The proposed model enables the operationalization of social efficiency metrics for Agile project management and facilitates their comprehensive evaluation within production-oriented organizations during crises.