Abstract
The volatile environment is nothing new, but in the last two years, when the world had to cope with a pandemic, it was the agile companies that were able to survive or even make a profit. More than ever, the business is done through projects, and the practices used make the difference between being fast and agile or being a follower. The present work analyses the presence of agile practices in the context of the merger and acquisition of a European and a Chinese company in Europe. For the assessment of the volatility of the companies' environment before and after the merger, the organizational agility assessment framework by Z. Zhang and H. Sharifi will be used. Through the questionnaire filled in by top and middle management as well as operational level employees, it will be evident what level of agility the companies needed before and after the merger to prosper. One level lower, the agility level inside departments will be reviewed with semi-structured interviews, where the presence of agile practices in projects run before, during and after the merger, using the Agile Adoption Framework - SIDKY Agile Management Index & a 5 Stage implementation process, will be assessed. The research aims to close the gap by adding empirical evidence of adopting agile project management practices in a manufacturing company as well as how project management is transformed in the context of a merger and acquisition.