scholarly journals Toward an Innovative Educational Method to Train Students to Agile Approaches in Higher Education: The A.L.P.E.S.

2021 ◽  
Vol 11 (6) ◽  
pp. 267
Author(s):  
Jannik Laval ◽  
Anthony Fleury ◽  
Abir B. Karami ◽  
Alexis Lebis ◽  
Guillaume Lozenguez ◽  
...  
Keyword(s):  
Higher Education ◽  
Project Management ◽  
Management Practices ◽  
Traditional Methods ◽  
Educational Method ◽  
Agile Practices ◽  
Great Reactivity

Introduced in 2013, the A.L.P.E.S. approach (AgiLe aPproaches in higher Education Studies) aims to apply agile practices to teaching. Agile approaches are project management practices for IT development. More pragmatic than traditional methods, they allow to be closer to the applicant and to involve him/her as much as possible. They offer a great reactivity and a good adaptation to best meet the needs. They are used today in a large part of IT companies. Largely inspired by agile approaches, the A.L.P.E.S. approach allows the teaching of project management in a transverse way to a main course. It makes teaching more flexible and more adapted to the students. In this article, we describe the approach. We describe the tools, the process of creating a course, and the process of running a course.

Exploring Project Management Education

2017 ◽  
Vol 9 (1) ◽  
pp. 44 ◽  
Author(s):  
Steven A. Nijhuis
Keyword(s):  
Higher Education ◽  
Project Management ◽  
The Netherlands ◽  
Recent Literature ◽  
Management Education ◽  
Higher Education Institutions ◽  
Project Based Learning ◽  
Traditional Methods ◽  
Strong Focus ◽  
Actual Teaching

The object of this paper is to explore the actual practice in project management education in the Netherlands and compare it to reference institutions and recent literature. A little over 40% of the Higher Education institutions in the Netherlands mentions PM education in programs and/or courses. A total of 264 courses, minors and programs in the Netherlands found. In reference institutions 33 courses and programs are found and 36 publications deal with actual teaching of project management in Higher Education. Comparing these sources finds traditional methods of teaching and testing, a roughly comparable focus on subjects and an unsupported high claim of learning level, while the number of credits assigned to project management is relatively small. There is a strong focus on planning without execution, which is critiqued as is the promoted Project Based Learning.

Agile Approaches for Successfully Managing and Executing Projects in the Fourth Industrial Revolution

2019 ◽  
pp. 1-19
Author(s):  
Alexius A. Emejom ◽  
Carl Burgess ◽  
Donna Pepper ◽  
Joan Adkins
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Industrial Revolution ◽  
Space Station ◽  
Project Managers ◽  
Fourth Industrial Revolution ◽  
Project Outcomes ◽  
Agile Project Management ◽  
Project Management Institute ◽  
Agile Practices

The fourth industrial revolution utilizes artificial intelligence by automating large quantities of numbers to increase the chances of project success. The Project Management Institute lists examples of project outcomes, including but not limited to the Pyramids of Giza, the Great Wall of China, the Panama Canal, and the placement of the International Space Station into Earth's orbit. This chapter highlights how the fourth industrial revolution (Industry 4.0) impacted the evolution of agile project management practices. It discusses how these could be applied in conjunction with traditional waterfall project management or as a standalone approach. Topics discussed include a definition and elements of project management, waterfall vs. agile project management, transitioning to agile methods, developments in agile project management, agile practices, and leading agile projects and project managers.

Agile Approaches for Successfully Managing and Executing Projects in the Fourth Industrial Revolution

2021 ◽  
pp. 1529-1547
Author(s):  
Alexius A. Emejom ◽  
Carl Burgess ◽  
Donna Pepper ◽  
Joan Adkins
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Industrial Revolution ◽  
Space Station ◽  
Project Managers ◽  
Fourth Industrial Revolution ◽  
Project Outcomes ◽  
Agile Project Management ◽  
Project Management Institute ◽  
Agile Practices

The fourth industrial revolution utilizes artificial intelligence by automating large quantities of numbers to increase the chances of project success. The Project Management Institute lists examples of project outcomes, including but not limited to the Pyramids of Giza, the Great Wall of China, the Panama Canal, and the placement of the International Space Station into Earth's orbit. This chapter highlights how the fourth industrial revolution (Industry 4.0) impacted the evolution of agile project management practices. It discusses how these could be applied in conjunction with traditional waterfall project management or as a standalone approach. Topics discussed include a definition and elements of project management, waterfall vs. agile project management, transitioning to agile methods, developments in agile project management, agile practices, and leading agile projects and project managers.

The Influence of the Application of Agile Practices in Software Quality Based on ISO/IEC 25010 Standard

2022 ◽  
pp. 1416-1443
Author(s):  
Gloria Arcos-Medina ◽  
David Mauricio
Keyword(s):  
Project Management ◽  
Software Development ◽  
Software Quality ◽  
Development Process ◽  
Management Practices ◽  
Positive Influence ◽  
Quality Characteristics ◽  
Software Development Process ◽  
Agile Practices ◽  
Significant Positive Influence

Agile practices are activities or procedures that are applied during the software development process in order to improve its quality and productivity. The objective of this study is to determine the influence of agile practices on software quality. For this purpose, a model composed of 4 groups of agile practices and 8 quality characteristics according to the ISO/IEC 25010 standard has here been proposed. The results of 146 questionnaires addressed to people involved in the software development process show that the application of agile engineering and project management practices have a significant positive influence on the quality attribute functionality. On the other hand, project management practices have a low impact on the quality characteristics of compatibility, portability, security, and usability.

Adapting Agile Practices for Data Warehousing, Business Intelligence, and Analytics

2017 ◽  
Vol 28 (4) ◽  
pp. 1-23 ◽  
Author(s):  
Dinesh Batra
Keyword(s):  
Project Management ◽  
Business Intelligence ◽  
Management Practices ◽  
Data Warehousing ◽  
Agile Methods ◽  
Agile Development ◽  
Theory Approach ◽  
Structured Interviews ◽  
Agile Practices ◽  
Top Management Commitment

Business surveys indicate that fewer than 30% of data warehousing and business intelligence (DW/BI) projects meet the stated goals of the budget, schedule, and quality. Agile methods have been suggested as a possible solution, but because of the large size of the typical DW/BI project, it may be difficult to apply the agile values and principles. In this article, the following research questions are raised: Can agile practices be adapted for DW/BI development? What factors influence agile DW/BI development? Six semi-structured interviews were conducted using a questionnaire. The interview transcripts were coded using the grounded theory approach. Eight categories emerged from the analysis: business value, project management, agile development, shared understanding, technological capability, top management commitment, complexity, and organizational culture. Based on the categories, a research framework is proposed. The findings reveal that agile methods are suited for only certain aspects of DW/BI projects and need to be augmented with project management practices.

The Influence of the Application of Agile Practices in Software Quality Based on ISO/IEC 25010 Standard

2020 ◽  
Vol 13 (2) ◽  
pp. 27-53
Author(s):  
Gloria Arcos-Medina ◽  
David Mauricio
Keyword(s):  
Project Management ◽  
Software Development ◽  
Software Quality ◽  
Development Process ◽  
Management Practices ◽  
Positive Influence ◽  
Quality Characteristics ◽  
Software Development Process ◽  
Agile Practices ◽  
Significant Positive Influence

Agile practices are activities or procedures that are applied during the software development process in order to improve its quality and productivity. The objective of this study is to determine the influence of agile practices on software quality. For this purpose, a model composed of 4 groups of agile practices and 8 quality characteristics according to the ISO/IEC 25010 standard has here been proposed. The results of 146 questionnaires addressed to people involved in the software development process show that the application of agile engineering and project management practices have a significant positive influence on the quality attribute functionality. On the other hand, project management practices have a low impact on the quality characteristics of compatibility, portability, security, and usability.

scholarly journals A Project Management Perspective of PhD Supervision Process – Towards Effective and Efficient Model [Abstract]

10.28945/4349 ◽  
2019 ◽  
Keyword(s):  
Higher Education ◽  
Project Management ◽  
Management Practices ◽  
Process Analysis ◽  
Future Research ◽  
Structured Interviews ◽  
Graduate Studies ◽  
Doctoral Studies ◽  
Higher Education System ◽  
Supervision Process

Aim/Purpose: Continuing low percentage of on-time-completion of doctoral studies suggest the exploration of new approaches to the process is desirable. Background: PhD studies may be viewed as a project- it is a temporary endeavor undertaken to create a unique product. Project management practices have proven to be helpful in numerous domains. Methodology: Process analysis method will be applied, using: 1) semi-structured interviews with supervisors and supervisee, 2) data gathered by the school of advance graduate studies in higher education institute. Contribution: The research will explore the appropriated measurable indicators of successful PhD and identify project management practices that promote better process and outcomes of PhD studies. Impact on Society: Better and more efficient process will support lower individual and national spending on doctoral studies Future Research: Further research should explore relevance of the findings in various settings (characteristics of the supervisor and supervisee, higher education system etc.)

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