scholarly journals Results of agile project management implementation in software engineering companies

2016 ◽  
Vol 6 ◽  
pp. 03016
Author(s):  
Sergei Suetin ◽  
Elena Vikhodtseva ◽  
Sergei Nikitin ◽  
Alexei Lyalin ◽  
Irina Brikoshina
Keyword(s):  
Project Management ◽  
Software Engineering ◽  
Agile Project Management

Agile Movement from IT Industry to Non-IT Industry: A Review and Analysis

2018 ◽  
Vol 6 (6) ◽  
pp. 285
Author(s):  
Shah Imran Alam ◽  
Syed Shahabuddin Ashraf ◽  
Faria Iqbal
Keyword(s):  
Project Management ◽  
Software Engineering ◽  
High Speed ◽  
Success Factors ◽  
Development Process ◽  
Working Environment ◽  
Agile Methods ◽  
It Industry ◽  
Agile Project Management ◽  
Agile Process

Software engineering is comparatively a new addition in the vocabulary of traditional engineering discipline. Being a late joiner, software engineering obtained many of its process foundation from traditional engineering domains. But the ever-changing business needs and the growing complexity that are required to be addressed in a software application, have kept software engineers on their toes to continuously improve the development process to meet and to manage the challenges in it. Agile project management has been the most significant development in IT industry to manage software development process that could deliver quality software product at an extremely high speed compared to any of the predecessor methods. The key abstraction of all the flavors of agile methods is adaptability towards change. This adaptability is achieved by the use of quality practices and practitioners in a closely integrated working environment that also involves the customers in the development process more than ever before. IT industry has acknowledged the significant success of the agile process and has been a buzz-word for a decade in the IT industry. The paper is built upon a comparative study of the application of Agile project management in both IT and non-IT industries. It further discusses the adaptability of agile methods and its potential to benefit the Non-IT industry in managing the quality of deliverables while maintaining high delivery speed. The discussion extends its boundaries to cover the reason for less acceptance of Agile process in non-IT industry and put forth an argument against the suitability of some of the success-factors in the case of non-IT industries, while they enabled a high acceptance of the Agile process in IT-industry.

scholarly journals Agile Innovation to transform healthcare: innovating in complex adaptive systems is an everyday process, not a light bulb event

2021 ◽  
pp. bmjinnov-2020-000574
Author(s):  
Richard J Holden ◽  
Malaz A Boustani ◽  
Jose Azar
Keyword(s):  
Project Management ◽  
Complex Adaptive Systems ◽  
Adaptive Systems ◽  
Design Thinking ◽  
Healthcare Delivery ◽  
Light Bulb ◽  
Innovation Development ◽  
Agile Project Management ◽  
Complex Adaptive ◽  
Behavioural Sciences

Innovation is essential to transform healthcare delivery systems, but in complex adaptive systems innovation is more than ‘light bulb events’ of inspired creativity. To achieve true innovation, organisations must adopt a disciplined, customer-centred process. We developed the process of Agile Innovation as an approach any complex adaptive organisation can adopt to achieve rapid, systematic, customer-centred development and testing of innovative interventions. Agile Innovation incorporates insights from design thinking, Agile project management, and complexity and behavioural sciences. It was refined through experiments in diverse healthcare organisations. The eight steps of Agile Innovation are: (1) confirm demand; (2) study the problem; (3) scan for solutions; (4) plan for evaluation and termination; (5) ideate and select; (6) run innovation development sprints; (7) validate solutions; and (8) package for launch. In addition to describing each of these steps, we discuss examples of and challenges to using Agile Innovation. We contend that once Agile Innovation is mastered, healthcare delivery organisations can habituate it as the go-to approach to projects, thus incorporating innovation into how things are done, rather than treating innovation as a light bulb event.

scholarly journals A Cloud-Based Mobile System to Improve Project Management Skills in Software Engineering Capstone Courses

2018 ◽  
Vol 2018 ◽  
pp. 1-16
Author(s):  
Andres Neyem ◽  
Juan Diaz-Mosquera ◽  
Jose I. Benedetto
Keyword(s):  
Project Management ◽  
Software Engineering ◽  
Technology Enhanced Learning ◽  
Mobile System ◽  
Management Skills ◽  
Software Artifacts ◽  
Capstone Courses ◽  
Use Of Technology ◽  
Course Outcomes ◽  
Enhanced Learning

Capstone project-based courses offer a favorable environment for the development of student skills through an approach incorporating theoretical and practical components. However, it is often difficult to successfully coordinate between students, stakeholders, and the academic team. The absence of suitable tools for addressing this issue, along with time constraints, often prevents students from attaining the expected course outcomes. This raises the question “How can we improve project management skills in computing majors through the use of technology-enhanced learning environments?” This paper presents a Cloud-based mobile system for supporting project management under a framework of best practices in software engineering capstone courses. The Kanban approach was used as a core of the proposed system. Kanban boards are very popular in the software industry today. It has been empirically shown that they provide increased motivation and project activity control due to their inherent simplicity. This helps the students and academic team be aware of the project context as it aids in preventing ambiguities, flaws, or uncertainties in the development of software artifacts.

Project Management Canvas: Original Model where Traditional and Agile Project Management Intersect

2021 ◽  
Vol 2021 (1) ◽  
pp. 13680
Author(s):  
Fabio Galletta Latour ◽  
Finn Florin Johansson ◽  
Charles Thomas Tackney
Keyword(s):  
Project Management ◽  
Original Model ◽  
Agile Project Management
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