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.

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 Time-Driven Activity-Based Costing in the Assembly Industry

2020 ◽  
Vol 14 (4) ◽  
pp. 3-23
Author(s):  
Olga Vedernikova ◽  
Lorena Siguenza-Guzman ◽  
Johanna Pesantez ◽  
Rodrigo Arcentales-Carrion
Keyword(s):  
Printed Circuit Boards ◽  
Critical Role ◽  
Unit Cost ◽  
Labor Cost ◽  
Circuit Boards ◽  
Manufacturing Companies ◽  
Activity Based Costing ◽  
Accounting Systems ◽  
Costing System ◽  
Traditional Costing

Costs and their determination play a critical role in all manufacturing companies. The traditional costing system has received criticism resulting from the arbitrary allocation of indirect manufacturing costs. As an important initiative to address its weaknesses, new costing methods such as the Time-Driven Activity-Based Costing (TDABC) have emerged. Unfortunately, up to our knowledge, no investigations have been applied in analyzing assembly companies thoroughly nor considering all the processes necessary to obtain the final products. This article explores the TDABC application in the assembly industry through comparison with traditional volume-based costing by focusing on manual and semi-automatized production. Since the research is descriptive, a multiple-case study design was implemented in the assembly of televisions, motorcycles, and printed circuit boards. The developed methodology allowed determining the existence of factory overhead and direct labor cost variances between two different cost accounting systems, which also affected the unit cost of the products. Findings also highlight the benefits of TDABC application in the assembly industry, along with the shortcomings and future potential of research in this area.

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 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.

Joint risk management and collaborative ethos

2019 ◽  
Vol 18 (2) ◽  
pp. 343-361 ◽  
Author(s):  
Marina Marinelli ◽  
Marko Salopek
Keyword(s):  
Risk Management ◽  
Mixed Methods Research ◽  
Team Building ◽  
Critical Role ◽  
Management Tool ◽  
Management Approach ◽  
Research Approach ◽  
Successful Implementation ◽  
Structured Interviews ◽  
Content Type

Purpose Based on experience from the UK construction industry, this paper aims to capture the dimensions of the collaborative ethos required for successful implementation of Joint Risk Management, i.e. the cooperative and dynamic risk management approach that continues into the post-contract stage and is jointly undertaken by different project stakeholders. Design/methodology/approach A mixed methods research approach involving semi-structured interviews and a questionnaire survey was adopted to provide the basis for the statistical analysis encompassing descriptive statistics, non-parametric tests and exploratory factor analysis. Findings The analysis highlights the critical role of team integration achieved through the diffusion of collaborative values at strategic and practical level. Relevant applications include early stakeholder engagement, common goals and interests, team building activities and contractual flexibility. Originality/value This research is beneficial for the industry and academia as it enhances the understanding of an under-utilised management tool and highlights the requirements for its successful implementation.

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.

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