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.

The Software Engineering Discipline

2006 ◽  
pp. 59-97
Author(s):  
Daniel M. Brandon
Keyword(s):  
Project Management ◽  
Software Engineering ◽  
Software Development ◽  
Success Factors ◽  
Project Success ◽  
It Project Management ◽  
It Projects ◽  
Engineering Discipline

Software engineering is vital for the proper planning of IT projects, although it is not a formal part of project management. The software engineering embedded in the acquired products will significantly affect long-term project success factors, even for IT projects that primarily involve software acquisition and integration instead of software development,. In this chapter I review software engineering and its relation to IT project management.

Metrics and Software Project Management for the 21st Century

1995 ◽  
Author(s):  
Johanna Rothman
Keyword(s):  
Project Management ◽  
Software Engineering ◽  
Process Control ◽  
Product Development ◽  
21St Century ◽  
Software Quality ◽  
Development Process ◽  
Project Managers ◽  
Software Project ◽  
Software Products

Abstract There is general agreement among the experts and practitioners that a crisis exists in Software Engineering. This crisis is in the area of software quality and schedules. How do we better predict product development progress on an ongoing basis? The quick answer is that all project managers need to know these things: • What are the requirements for functionality, cost, and schedule? • Do I have sufficient resources to meet those requirements? • Am I on target to meet those requirements? These questions are particularly critical for companies who produce complex software, such as real-time or process control products. There are ways to ensure that the requirements of schedule, functionality, and cost are met during project development. This paper will discuss project management activities, possible development process, and predictive measurements for project tracking and prediction for complex software products.

Adaptive Management in Nonadaptive Industry

2017 ◽  
Vol 6 (1) ◽  
pp. 25-36
Author(s):  
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Valeriy Funtov ◽  
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D. Paramonov ◽  
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...  
Keyword(s):  
Project Management ◽  
Adaptive Management ◽  
Nuclear Industry ◽  
Agile Methods ◽  
It Industry ◽  
Current State ◽  
History Of

This article focuses on the current state and opportunities for the application of Agile methods in the project management, which is not related to the classical IT industry. The article briefly describes the history of the Agile, principles and approaches that are effective and universal, and directly or with adaptation can be transferred to other projects from (non-IT) industries. Examples of applications in different industries are given. Their implementation and effectiveness, readiness for the use by Russian companies is estimated. The first example of the use in the nuclear industry in Scrum scalable package is analyzed. Further possibilities of using of flexible approaches, as well as recommendations for their optimization are presented.

Factors Influencing the Software Development Process in Small Scale Industries

2021 ◽  
pp. 4089-4098
Author(s):  
Irfan Ahmad Khan, Dr. Dipti Kumari
Keyword(s):  
Software Development ◽  
Influencing Factors ◽  
Cost Estimation ◽  
Success Factors ◽  
Development Process ◽  
Working Environment ◽  
Small Scale ◽  
Factors Influencing ◽  
Technical Factors ◽  
Small Scale Industries

Software development is a complex process which is divided into many phases. According to the software type and industries the development process is restructured. During the entire development what are the main factors which is influencing the process and affecting the quality. The main objective of this study is to focus on factors influencing the development process and how it affects the small scale industries after coming in to the real practice. Entire Software development is a layered process in which different factors are responsible to get the best products. This paper is focused on different technical and non-technical influencing factors which give major impact on the software quality. With influencing factors, their applicability in small scale industries also studied. Three important technical factors i.e. SDLC model and its principles, Cost estimation and Risk parameter whereas two important influencing factors in non-technical.i.e. success factors and environmental factors. Non-technical factors more influencing than technical factors.  All technical and non-technical factors have their own role but to apply all these quality parameters in small scale industries we need to make them more easy for their applicability. If quality development process and its parameters are tuned to easy and affordable level more businessmen will shift from manual working environment to the digital working environment.

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

scholarly journals CHALLENGES OF THE PROJECT PLANNING METHODS IN THE 21ST CENTURY

2012 ◽  
Vol 5 (1) ◽  
pp. 46-60
Author(s):  
Zsolt T. Kosztyán
Keyword(s):  
Genetic Algorithm ◽  
Project Management ◽  
Construction Projects ◽  
Project Planning ◽  
Agile Methods ◽  
System Matrix ◽  
Strategic Decisions ◽  
Agile Project Management ◽  
Planning Methods ◽  
Management Approaches

There are a lot of project planning (like Gantt chart (Gant, 1910)) and network-based scheduling methods (like CPM, PDM, GERT (see i.e. Kelley-Walker, 1959, Pritsker 1966)), they were developed for handling traditional (e.g. construction) projects. While these methods are appropriate for the operation level - logic planning, scheduling, cost and resource allocation - of traditional project managemet, these methods can hardly be used for agile and extreme project management. Network-based methods focus on operation level, while for strategic decisions other methods should be used. Matrix-based methods can be used for planning agile methods (see Kosztyán-Kiss 2010-2013), however these methods also focused on operation level. This paper introduces an improved matrix-based method, the extended Multilevel Project Expert Matrix (xMPEM) method. This method can be used not only for operation, but strategic level of project management, where typical strategic questions arise e.g. which subprojects/tasks should be completed, how to treat priorities of completion in case of defining logic planning, how to support not only traditional but agile project management approaches. In this paper a multilevel genetic algorithm (MLGA) will be specified in order to determine possible project scenarios and possible project structures. The introduced xMPEM and MLGA methods can serve as the connection between operation and the strategic level of the project management. Key words: Project Expert System, matrix-based project planning methods, multilevel project planning.

scholarly journals The Best Value IT Industry

2014 ◽  
Vol 6 (1) ◽  
pp. 81
Author(s):  
Dean Kashiwagi ◽  
Isaac Kashiwagi
Keyword(s):  
Project Management ◽  
Improve Performance ◽  
It Industry ◽  
Agile Project Management ◽  
Best Value ◽  
Agile Approach

The IT industry has struggled with performance in the last 10 years. Tools, processes, and techniques have been developed in attempts to improve performance. Three of the most recent proposed solutions which have shown previous results of success include decreasing the size of projects, using agile project management, and using the best value approach. This paper will focus on differentiating between the three approaches and introduces the latest solution, the best value approach. After analyzing the three approaches, the paper proposes that the best value approach is the only one that requires the utilization of expertise. Using a case study of Schuberg Philis, the paper proposes that the Schuberg Philis model uses the agile approach but has most of the characteristics of the best value approach. In the course of the study and analysis, the Schuberg Philis company has moved from the agile approach to the Best Value approach.

Gamification

2018 ◽  
pp. 219-233
Author(s):  
Samiksha Sharma ◽  
Rimsy Dua
Keyword(s):  
Project Management ◽  
Software Engineering ◽  
Working Environment ◽  
Development Effort ◽  
Software Projects ◽  
Specific Goal ◽  
Improved Design ◽  
Real Scenario ◽  
A Company

This chapter describes how gamification is a technique which is used to bring the gaming methods and elements into the working environment of the company to make the allocated tasks more interesting for the user. Gamification helps in improving the performance, interest, involvement and motivation towards a specific goal. In software engineering, while applying gamification, all the software projects are made into challenges that require certain skills to get fulfilled with the integrated effort of the working team. This chapter will introduce the structure of the gamification application used in software engineering. A real scenario is presented where the gamification is applied in a company for different working fields like project management, testing and management of requirements. As a result, after applying the gamification technique, the performance has been improved to a greater extent, improved design and increased development effort by the user team. The chapter will bring out the insight of gamification in software engineering and how it helps in creating the intellectual working atmosphere.

Integrating Conceptual and Empirical Approaches for Software Engineering Research

2012 ◽  
pp. 298-319 ◽  
Author(s):  
Annette Lerine Steenkamp ◽  
Theresa Kraft
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Software Engineering ◽  
Critical Success Factors ◽  
Success Factors ◽  
Engineering Research ◽  
Critical Success ◽  
It Project ◽  
Information Technology Project Management ◽  
Software Engineering Research

This chapter addresses the systemic integration of conceptual and empirical methods in Software Engineering (SWE) research in terms of the systems approach, where theory, empiricism, and pragmatics are combined as required in the research phases. The following themes form the framework of systemic integration during SWE research processes: Theme 1 - Research Planning (Problem Analysis & Literature Review); Theme 2 – Proposal Development; Theme 3 – Conceptualization; Theme 4 – Experimentation and Research Validation. An illustrative research example is provided in terms of the four themes. The purpose of this research example was to provide a way to uncover potential causes of Information Technology (IT) project failures by employing a systemic and holistic approach to identify critical success factors for Project Management (PM). This has enabled the development of an Information Technology Project Management approach, which provides a method to evaluate the critical success factors of a given project, and the alignment of these factors with each other. The systemic methodology and its implementation proposed in this research increase the potential for IT project success by alerting project leaders of potential problems throughout the life of the project.

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