scholarly journals Exploring an Agile Learning Activity to Teach Agile Project Management

10.28945/3454 ◽  
2016 ◽  
Author(s):  
Raafat George Saadé ◽  
Syed S Shah
Keyword(s):  
Project Management ◽  
Learning Activity ◽  
Management Approach ◽  
Agile Project Management ◽  
Product Service ◽  
Agile Learning ◽  
Agile Approach ◽  
Approach To Teaching

In this study, we adapted the agile approach to teaching. Students took an idea from inception, through the first and second agile project management iterations, and incorporated feedback from their classmates in between. The goal was to demonstrate through a flexible process how products/services can be improved. We started with the practice and followed up with the theory. The results and metrics were positive in terms of the outcomes that the agile project management approach intends to produce. There was a clear enhancement to the product/service measured value (along 3 metrics) in the second iteration. We describe herein the context, the process, the tool used, and the results and we conclude with a small discussion on the limitations of the study.

scholarly journals AGILE PROJECT MANAGEMENT FOR NON IT COMPANIES

2019 ◽  
Vol 34 (1) ◽  
pp. 75-80
Author(s):  
Margarita Bogdanova
Keyword(s):  
Project Management ◽  
Added Value ◽  
Management Approach ◽  
Small Companies ◽  
The Public ◽  
Goods And Services ◽  
Agile Project Management ◽  
Agile Approach ◽  
It Departments ◽  
Business Sectors

Project management is becoming an increasingly preferred approach in the public and business sectors due to its orientation towards results. But the project management methodology is also evolving. In recent years, its most advanced option is the Agile project management. It emerged in 2001 after a conference in Chicago of software industry professionals discussing the possibility of a new method of work, later called Agile. A Manifesto has been developed that contains 12 principles and 4 values. The document has been translated into many languages and has become leading for many IT developers.Leading in the agile approach is that instead of investing in a detailed outline of processes, procedures and tools, is better for organizations to invest in people and in their interaction. Rather than focusing on comprehensive documentation from the beginning, it is better to focus on the final result of the project. Instead of settling legal issues and signing a preliminary contract, it is better to engage with customers (target groups) and seek a live connection with the users of the service or product.Gradually, the advantages of the new approach are gaining more and more adherents. According to the 11th Annual State of AgileTM - Report, 2016, the number of companies implementing agile project management is steadily increasing globally, with the process gradually entering non-IT sectors as well. According to the authors of the report, the benefit of the method is in several directions: results are achieved in a shorter time, organizations become more productive, risk is reduced, costs are decreased, etc.In Bulgaria, agile project management is applied mainly to companies that are branches of large foreign IT companies, and activities. Many small companies, as well as public sector organizations, still apply the traditional project management approach and so they miss the added value of providing goods and services to their customers in an agile manner.In this paper the idea of implementing the agile project management in non IT departments of companies is presented. Emphasis is placed on the iterative nature of operational management, whereby projects are divided into separate parts, prioritized and “delivered” in small cycles. At the same time, the issue of terminology of this approach is discussed. The main terms are different from these in the traditional project management and require additional efforts to understand and implement it. Special attention is also paid to the agile management of research and educational projects in the universities.

scholarly journals Agile Project Management Approach and its Use in Big Data Management

2016 ◽  
Vol 83 ◽  
pp. 576-583 ◽  
Author(s):  
Patrícia Franková ◽  
Martina Drahošová ◽  
Peter Balco
Keyword(s):  
Big Data ◽  
Project Management ◽  
Data Management ◽  
Management Approach ◽  
Agile Project Management

scholarly journals Agile Project Management pada Pengembangan E-Musrenbang Kelurahan Benoa Bali

2018 ◽  
Vol 5 (6) ◽  
pp. 723
Author(s):  
Kadek Cahya Dewi ◽  
Putu Indah Ciptayani ◽  
I Wayan Rizky Wijaya
Keyword(s):  
Project Management ◽  
Focus Group ◽  
Focus Group Discussion ◽  
System Development ◽  
Group Discussion ◽  
Case Study Research ◽  
Development Planning ◽  
Agile Project Management ◽  
Depth Interview ◽  
Agile Approach

<p>Pendekatan Agile telah diperkenalkan sebagai upaya untuk membuat rekayasa perangkat lunak yang fleksibel dan efisien. Penelitian ini adalah penelitian studi kasus, dengan mengangkat kasus pengembangan sistem e-musrenbang Kelurahan Benoa Bali. Penelitian bertujuan untuk menerapkan manajemen proyek berbasis agile pada kasus tersebut. Metode pengumpulan data yang digunakan adalah <em>in-depth interview</em>, observasi dan <em>focus group discussion</em>. Hasil penelitian menunjukkan bahwa waktu pengembangan proyek adalah 8 minggu. Proyek menggunakan kerangka kerja Scrum yang membagi proyek menjadi 4 sprint. Evaluasi sistem dilakukan melalui <em>focus group discussion</em> dengan pihak <em>product owner</em> dan pengguna sistem. Dapat disimpulkan bahwa pendekatan agile dapat diterapkan dalam pengembangan e-musrenbang Kelurahan Benoa Bali. Pengguna sistem dapat menerima kehadiran e-musrenbang dan memanfaatkannya dalam proses pengajuan usulan perencanaan pembangunan di Kelurahan Benoa Bali.</p><p><strong><br /></strong></p><p><em><strong>Abstract</strong></em></p><p><em>Agile Approach has been introduced as an attempt to make software engineering flexible and efficient. The research was case study research, with case of e-musrenbang system development in Benoa Village Bali. The research objectives to implement agile project management in that case. Data collection methods used were in-depth interview, observation and focus group discussion. The results found that the project development time was 8 weeks. The project used a Scrum framework that divided the project into 4 sprints. System evaluation is done through focus group discussion with product owner and system users. It can be concluded that the agile approach can be applied in the development of e-Musrenbang in Benoa Village Bali. System users accepted e-musrenbang presence and utilized it in the process of submitting proposals for development planning in Benoa Village Bali.</em></p><p><strong><br /></strong></p>

Applying Agile Project Management to Predevelopment Stages of Innovation

2014 ◽  
Vol 11 (04) ◽  
pp. 1450020 ◽  
Author(s):  
Winston Gonzalez
Keyword(s):  
Project Management ◽  
Theoretical Model ◽  
Management Approach ◽  
Management Innovation ◽  
Dynamic Approach ◽  
Fuzzy Front End ◽  
Early Stages ◽  
Front End ◽  
Agile Project Management

This study explores the early stages of innovation: the predevelopment stages leading to development. The paper examines the agile project management approach as a flexible and dynamic approach to manage the predevelopment stages of innovation. Scholarly sources reveal insufficient findings, signaling a gap in the literature in the areas of fuzzy front end of innovations and the applicability of modern approaches such as the agile project management approach. As a result, this paper introduces a theoretical model, advancing concepts on agile project management, management innovation, and how these concepts can be applied to the predevelopment stages of innovation.

scholarly journals Developing Innovative Integrated Business Solutions Using a Scrum Project Management Methodology

Businesses ◽  
2021 ◽  
Vol 1 (2) ◽  
pp. 91-101
Author(s):  
Jamie McLellan ◽  
William A. Young ◽  
Elizabeth C. Levin ◽  
Lester W. Johnson
Keyword(s):  
Project Management ◽  
Conceptual Model ◽  
The Body ◽  
Management Approach ◽  
Delivery Method ◽  
Conceptual Approach ◽  
Agile Method ◽  
Revenue Sources ◽  
Agile Project Management ◽  
Research Findings

Innovative manufacturers have used Integrated Business Solutions (IBSs) as a means to co-create products and services to solve diverse business problems and more effectively compete in their field of endeavour. However, the efficacy and benefits of IBSs have been diminished due to the rigid method in which project management has been applied. This paper provides a conceptual approach for manufacturers to create new revenue sources in collaboration with their customers by adopting an agile project methodology that accommodates the interactive and iterative nature of IBS development. The research findings highlight the lack of success in IBSs using traditional project management as the delivery method. It provides an alternative solution in the use of an agile project management approach with its customer-centred and iterative mindset. This paper provides a conceptual model of the agile method known as Scrum and describes how it better aligns with innovative IBS development. Though both IBSs and agile have been around for several decades, their development is still in a state of infancy. This research adds to the body of literature on the application of agile in IBSs and presents an argument for converting its conceptual model into a practice delivery.

scholarly journals SMART CONCEPT FOR PROJECT MANAGEMENT – TRANSITION TO DevOps

2019 ◽  
Vol 34 (1) ◽  
pp. 93-97
Author(s):  
Mariela Stoyanova
Keyword(s):  
Project Management ◽  
Business Environment ◽  
Evolutionary Development ◽  
Adaptive Planning ◽  
Main Concept ◽  
Agile Project Management ◽  
The People ◽  
Flexible Response ◽  
Complex Projects ◽  
Agile Approach

The article aims to reveal the transition and evolvement of the Project management in its variety and benefits that brings for the business organization. There will be reviewed three main concepts for Project management: Lean, Agile and DevOps. Lean concept concentrates its efforts to deliver more value with less waste by reducing everything that does not add value. In other words: Doing more with less. An organization that applying Lean Methodology is aiming to provide perfect value to customers following perfect process of creating value with zero waste. There are key principles which guide the actions for applying Lean techniques. In order to do this the experts have to perform Lean thinking. In other hand the main philosophy in Agile approach is striving for the same costs and at the same time but improving work so that the customers remain satisfied. There have been various frameworks like Scrum and Kanban which offers different tools to manage projects and refer to Agile Project Management. It encourages adaptive planning, evolutionary development, early delivery, and continual improvement. Agile approach leads to rapid and flexible response to changes. This method is highly used and beneficiary in complex projects where the situations are constantly changing. Lean and Agile approaches have many things in common. Both of them are seeking to add value and prefer working in small badges to avoid large mistakes. Different approaches effect in different way for different organizations. In an effort to avoid some disadvantages there is some companies that moved towards DevOps. DevOps Approach also is a method in strong connection with Lean and Agile methods by steer them to operations work. While Agile Project Management focuses its efforts to Development (Dev), there is still a loop which needs to be covered – Operation function (Ops). Participating of the development and operations experts together in the entire product or service lifecycle is the main concept of the DevOps. The soft skills of the people that are expected to adopt and move by the principles of any philosophy have an important role. The way they think and execute their responsibilities are as important as the principles itself. The tools are useless if the people are not willing and don’t know how to use them. Every one of those philosophies strives to answer challenges of the business environment and rapidly changing customer`s needs with different tools. The collaboration between them and the transition from one to another shaped Smart concept for Project Management which puts in front quality, customer feedback and continuous delivery and deployment.

scholarly journals Increasing the understanding of patterns of behaviours for alcohol in Wales using R

2019 ◽  
Vol 4 (3) ◽  
Author(s):  
Rhian Hughes ◽  
Bethan Patterson ◽  
Clare Withey
Keyword(s):  
Public Health ◽  
Project Management ◽  
Health Knowledge ◽  
Local Level ◽  
Management Approach ◽  
Additional Information ◽  
Time Investment ◽  
Area Of Interest ◽  
Agile Project Management ◽  
R Programming

Background Increasing the understanding of patterns of behaviours for alcohol are a key priority for Public Health Wales. We developed an interactive scrolling webpage to support this priority. Main Aim To develop a tool for understanding behaviour which brings together large amounts of information and presents it in a new and innovative way to inform and support decision makers. Methods Using the R programming language we developed an interactive scrolling webpage following an agile project management approach to involve key users. Users were engaged throughout the process, and outputs were produced in an iterative way to ensure the tool continued to meet the needs of the user. Results The interactive tool allows data interrogation and extraction and uses innovative techniques to display information without having to leave the tool. The profile includes an overview of the pattern of alcohol consumption and its impacts, along with the option to explore the data further at the local level. The information, presented across a series of tabs, allows users to navigate easily to the area of interest. Interactive elements, including dropdown selectors and checkboxes, were used to display additional information such as caveats and data sources. Conclusion Whilst R and agile project management require sufficient time investment, they were used successfully to disseminate public health knowledge in an informative way to increase the understanding of patterns of behaviours.

Agile project management with Scrum

2017 ◽  
Vol 10 (1) ◽  
pp. 121-142 ◽  
Author(s):  
Adrialdo Azanha ◽  
Ana Rita Tiradentes Terra Argoud ◽  
João Batista de Camargo Junior ◽  
Pedro Domingos Antoniolli
Keyword(s):  
Project Management ◽  
Development Time ◽  
Traditional Approach ◽  
Added Value ◽  
Management Approach ◽  
Software Project ◽  
Content Type ◽  
Agile Project Management ◽  
Practical Implications

Purpose The purpose of this paper is to analyze the benefits of the agile project management (APM) framework compared to the traditional waterfall model, and understand how it can help companies add value and gain competitive advantage. Design/methodology/approach The methodology used was the exploratory qualitative research through a case study of a software project, developed with the support and application of the Scrum framework, in a pharmaceutical industry information technology project. Findings There were benefits found in the utilization of the agile framework, such as increased motivation and staff satisfaction, better control of requirements and especially higher quality of the delivered system, generating added value to the organization. Additionally, the project allowed the use of features from the first month of the application deployed, enabling a 75 percent reduction in development time, compared to traditional methods. The software development time was four months, 30 percent of what would be the total if the traditional methodology was adopted. Based on the results, the agile framework, especially the Scrum, proved to be a viable option as a project management approach. Research limitations/implications Since this research is an exploratory case study, its results cannot be generalized. Practical implications The paper provides relevant practical information and experiences to managers interested in implementing APM, as well as those interested in improving the management of projects. Originality/value This paper provides a case study with practical implications of using APM, and APM’s benefits and advantages are compared with the traditional waterfall approach. Companies can use this case study to better understand about the advantages and strengths of APM over the traditional approach.

scholarly journals Using Agile Project Management in the Design and Implementation of Activity-Based Costing Systems

2020 ◽  
Vol 12 (24) ◽  
pp. 10352
Author(s):  
Victor Jiménez ◽  
Paulo Afonso ◽  
Gabriela Fernandes
Keyword(s):  
Project Management ◽  
Critical Role ◽  
Management Approach ◽  
Research Approach ◽  
Activity Based Costing ◽  
Operating Personnel ◽  
Design And Implementation ◽  
Systems Research ◽  
Agile Project Management ◽  
Costing System

The success of a costing system is dependent on its appropriation and assimilation by the organization. The involvement of all stakeholders from the early stages of design and implementation plays a critical role in this process. In this paper, the use of agile project management is investigated to support the design and implementation of more effective costing systems. A Design Science Research approach was followed to apply an agile project management approach—the Scrum methodology—to the design and implementation of an Activity-Based Costing (ABC) system in a hospital imaging service. The proposed methodology identifies the roles, the events, and the most important artifacts in the design and implementation of costing systems. Research results show that applying agile project management principles contributes to a higher degree of acceptance of the costing system by the operating personnel, as well as by top management. It was also found that a simpler model (result of sprint 5), instead of a more detailed one (proposed for sprint 4), may better fit the interests of the decision makers and the organization’s accounting and information systems. Thus, the best costing system is not necessarily the most complete or accurate, but the one that is most useful and adapted to the organization’s needs. The definition of the product backlog, the several sprints, and the iterative process were critical in this process. The adoption of the Scrum methodology allowed the design and implementation of an ABC system more adapted to the organization’s needs and allowed the early identification of problems that, traditionally, are only perceived at the end of the implementation process, therefore increasing the performance and economic sustainability of organizations.

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