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 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.

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.

Implementing Atma Nirbhar Bharat

2022 ◽  
pp. 190-207
Author(s):  
Siddharth Varma
Keyword(s):  
Project Management ◽  
Raw Material ◽  
Management Approach ◽  
Small Companies ◽  
Successful Execution ◽  
Nationwide Program

From small companies to major enterprises, the COVID-19 pandemic put us all to test. While it has left us facing an unpredictable future, it also offers us the chance to create a self-sufficient and self-reliant India, or “Atma Nirbhar Bharat.” The motivation towards a self-reliant India became stronger after the border conflict with China. Being dependent on China for both finished products and raw material, it is imperative for India to reduce this dependence. The “Atma Nirbhar Bharat” needs to be planned and executed as a nationwide program comprising several projects. Successful execution of this program needs to follow a systematic project management approach. This chapter tries to develop a blueprint for planning and execution of this program which is aimed at a self-reliant India.

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 The State regulation of Public Procurement in Ukraine in the Context of Reforms and Integration Processes

2021 ◽  
Vol 2 (517) ◽  
pp. 35-40
Author(s):  
O. I. Laiko ◽  
Keyword(s):  
National Economy ◽  
Public Procurement ◽  
State Regulation ◽  
The State ◽  
Added Value ◽  
The Public ◽  
Goods And Services ◽  
International Distribution ◽  
Procurement System ◽  
The Impact

The article is concerned with topical issues of the State regulation of public procurement in Ukraine in the context of reforms and integration processes. The conceptual principles of regulation of the public procurement system have been formulated, taking into account the requirements and challenges of modern processes of reforms of the national economy and the implementation of the European integration vector. The public procurement system is considered as a new institutional unit in the national economy – the market for goods and services to the State-owned institutions and organizations with the involvement of budgetary funds. The significance of the public procurement system for the country’s economy as an environment for financing and implementing entrepreneurial initiatives aimed at creating high-quality goods and services, which is characterized by volumes equal to 15% of GDP, is substantiated. The article is aimed at defining the theoretical-conceptual and applied principles of the State regulation of the public procurement system in Ukraine in the context of efficient implementation of reform goals and taking into account the impact and challenges from the active participation of the national economy in the international distribution of labor in the course of integration processes with the EU countries. The article defines the key directions of the State policy on the regulation of the public procurement system, which include: stimulating the economic development of the entrepreneurial sector and overall economic growth on the basis of sustainability and balance; support for the production of domestic goods and services with high added value; stimulation of production of goods and services using local resources; stimulating the creation by domestic producers of both goods and services of cooperation associations in order to use the opportunities for the distribution of labor to create more competitive products; supporting the formation of an economic basis for the development of territorial and economic entities in the regions of Ukraine. As for the above defined directions of the State regulation of the public procurement system in Ukraine, appropriate measures have been proposed, the implementation of which is expected to contribute to the strengthening of the national economy and does not contradict the provisions of ratified international agreements.

scholarly journals Pembudidayaan dan Olahan jamur Tiram Putih UMKM”MEKAR SARI Di Semolowaru Kecamatan Sukolilo Surabaya

2021 ◽  
Vol 1 (2) ◽  
pp. 51-63
Author(s):  
Juliani Pudjowati
Keyword(s):  
Community Service ◽  
Science And Technology ◽  
Added Value ◽  
Nutritional Content ◽  
The Public ◽  
Business Opportunity ◽  
Goods And Services ◽  
Program Success ◽  
Oyster Mushrooms ◽  
Technology Substitution

Products processed by white oyster mushrooms as healthy food and consumed by the community are cultivated from the harvest of the "MEKAR SARI" MSMEs farmer group through a group of housewives in the Semolowaru area of ​​Surabaya. The problem of partners, namely MSMEs "MEKAR SARI" is the lack of knowledge and information from the public about processed white oyster mushrooms with a variety of variants. mushroom pins. The purpose of this service is to provide added value to the Oyster Mushroom as a household business opportunity because it has a high enough nutritional content that can be processed into a variety of delicious foods. The methods used are (1) training / training related to goods and services, diffusion of science and technology, substitution of science and technology (renewable science and technology), or simulation of science and technology; (2) Continuous education; (3) awareness / increased understanding of a problem; (4) consultation / mentoring / mediation. The results obtained from the implementation of this community service are emphasized program outputs which can be in the form of products / goods or services produced by partners as an indicator of program success.

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 External Debt & Economic Growth: Case of Tunisia

2016 ◽  
Vol 8 (6) ◽  
pp. 129 ◽  
Author(s):  
Zaghdoudi Khemais ◽  
Mezni Mohamed ◽  
Djebali Nesrine
Keyword(s):  
Economic Growth ◽  
External Debt ◽  
Debt Service ◽  
Added Value ◽  
Competitive Advantages ◽  
State Budget ◽  
Vector Autoregressive ◽  
The Public ◽  
Goods And Services ◽  
Outstanding Debt

The main objective of this paper is to explore the influence of external debt (measured by two indicators that are outstanding debt and debt service in relation to exports of goods and services) on investment and economic growth in Tunisia during a period of 51 years which runs from 1961 to 2011, using vector autoregressive model (VAR). The empirical results show that, in the short term, outstanding debt and debt service in relation to exports of goods and services do not cause economic growth. In the long term, the external debt service is detrimental to Tunisian economy. In Tunisia, the problem is not a debt problem in itself, but the problem concerns the use of this debt. External debt is allocated to activities with both low added value and profitability. In the absence of a clear industrial policy, these activities are traditional activities that do not create wealth, correspond with competitive advantages of the country and employ the qualified workforce. Therefore, the unemployment rate of graduates increases regularly. Furthermore, a significant share of borrowed funds are intended to pay the salaries of the public sector, that have represented more than a third of the state budget in recent years. Then, external debt did not help the country to develop because those salaries went into consumption of some imported goods that are not produced in the home market.

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.

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