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.

scholarly journals Lean and Agile Project Management and the Challenges for its Implementation in SMEs in Czech Republic

2020 ◽  
Vol 9 ◽  
pp. 413-440
Author(s):  
Róbert Modranský ◽  
Silvia Jakabová ◽  
Michal Hanák ◽  
Albert Oláh
Keyword(s):  
Czech Republic ◽  
Project Management ◽  
Software Development ◽  
Agile Project Management ◽  
Hardware Development ◽  
Top Managers ◽  
Agile Approach ◽  
Research Show ◽  
The Way

The purpose of this paper is to investigate the possibilities, challenges and benefits of implementing Lean & agile project management in manufacturing SMEs. Lean & agile project management methods were originally developed for the software development industry, where they have revolutionized the way projects are managed. In the last decade, practitioners outside software development industry have started to realize the potential and benefits of implementing the agile approach. However, there are still only a few researches devoted to agile hardware development, and even fewer on the possibilities of its implementation in SMEs. By conducting a case study in the only manufacturing SMEs that has successfully implemented Scrum, analysing internal company’s documents and interviewing several employees and top managers from different sectors, who participated in the projects where Scrum was implemented, the lessons this organization has learned and that could be beneficial for both researchers and practitioners, are reported. The findings from this research show that although some adaptions of the Scrum framework were required, the applicability of the Scrum in this manufacturing SME was possible and beneficial.

Agile Management for Multimedia

2014 ◽  
pp. 178-198
Author(s):  
Ana Filipa Sousa ◽  
Ana Margarida Almeida
Keyword(s):  
Project Management ◽  
Management Model ◽  
Academic Context ◽  
The Past ◽  
Agile Methodologies ◽  
Agile Project Management ◽  
Multimedia Production ◽  
Multimedia Development ◽  
Faster Development

The past few years have seen a revolutionary transition in the field of project management that enlightened the strength of agile methodologies as a strategic attack towards the progressively faster development rhythms and growing innovation requirements. In this chapter, the authors present a study developed under this context that aims to discuss the suitability of agile project management to multimedia production through a case study focused on an academic context depleted in management formalities, the Laboratory SAPO/UA. The most prominent project of this setting is the SAPO Campus, and its team is analyzed and subjected to an agile project management model. Consequently, the authors anticipate an enhancement to the studied project and the gathering of arguments that empower a clear perspective on the fitness of agile project management to the context of multimedia development.

scholarly journals Co-designed strategic planning and agile project management in academia: case study of an action research group

2019 ◽  
Vol 5 (1) ◽  
Author(s):  
Enric Senabre Hidalgo ◽  
Mayo Fuster Morell
Keyword(s):  
Project Management ◽  
Action Research ◽  
Strategic Planning ◽  
Research Group ◽  
Participatory Design ◽  
Strategic Thinking ◽  
Agile Project Management ◽  
Strategy As Practice

AbstractStrategic planning, a standard activity for project management in different areas and types of organisations, can contribute to improving the dynamics of collaboration in academia, and specifically in research processes. This paper joins the still scarce studies on strategic planning within research groups, contributing to the field of both team science and organisational management from a social sciences perspective and “strategy-as-practice” paradigm. Through the case study of an action research group, after the experimental co-creation of its long-term strategy involving different participatory design methodologies, we quantitatively analyze how this process influenced communication and group relations, both internally and in relation to its participation in the ecosystem with other stakeholders. Thus, as a result of a detailed content analysis in the different communication channels and tools of the group, we address its impact on the team’s agile project management (APM), adopted in a novel way by its members. Data compared between periods, once the strategic plan was co-created, suggest that this type of approach to co-created strategic thinking can improve coordination, cohesion and joint vision among participants. In agreement with emerging academic literature in this field, pertaining to the need to understand strategic planning as a process of socialization and dialogue, other relevant results of the study point to the particular suitability of this type of planning in research environments interested not only in its academic, but also social and ecosystemic impact. The results obtained and discussed also provide elements of assessment when considering the applicability of this type of strategic co-creation process in other areas of knowledge and disciplines.

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>

scholarly journals Combining Lean and Agile Project Management in a Multi-Project Environment: Case Study in a Retail Company

2019 ◽  
Author(s):  
Douglas C. Hamerski ◽  
Carlos T. Formoso ◽  
Eduardo L. Isatto ◽  
Cristian A. Cevallos
Keyword(s):  
Project Management ◽  
Project Environment ◽  
Agile Project Management ◽  
Retail Company

scholarly journals Using of the Concepts of Roles and Context in a Project Management/PLM Solution: The Real Case Study of LASCOM

2012 ◽  
Author(s):  
Mylène Baczkowski ◽  
Vincent Robin ◽  
Bertrand Rose
Keyword(s):  
Project Management ◽  
Software Tools ◽  
Improve Performance ◽  
Team Members ◽  
Software Developer ◽  
New Concepts ◽  
Project Failures ◽  
Reduce Risk ◽  
Team Concept

The software tools for PLM and project management are often built around several classical concepts: Processes, Activities, Phases, Artefacts, Workflows, Resources and Relationships. This approach does not really consider the team concept and the particular dynamics of the project management. This leads to a paradox with PLM and project management software tools. They tend to reduce risk and improve performance by structuring, streamlining, automating and scheduling projects without considering projects are not well-structured and have their own dynamic. The negation of project management mode increases the risks of project failures, adds stress to team members and requires the addition of complex mechanisms of collaboration and delegation. PLM Software sometimes becomes a limitation for project management. Our partner, LASCOM, a French PLM software developer, decided to make evolve its solutions to provide customers more efficient PLM solutions. LASCOM initiated a reflection around new concepts for enrich its existing models and tools since few years. The company particularly has an interest on the practical use of the concepts of roles and contexts. This paper deals with the addition of these concepts in the models used by LASCOM. This addition is intended to partially solve the problems posed by the generalization of work by project in organizations.

Building excellence through the Agile Reengineering Performance Model (ARPM)

2018 ◽  
Vol 24 (1) ◽  
pp. 128-157 ◽  
Author(s):  
Antonella Petrillo ◽  
Gianpaolo Di Bona ◽  
Antonio Forcina ◽  
Alessandro Silvestri
Keyword(s):  
Project Management ◽  
Methodological Approach ◽  
Performance Model ◽  
Process Reengineering ◽  
Production Lines ◽  
Content Type ◽  
Proposed Model ◽  
Agile Approach ◽  
The Right

Purpose The purpose of this paper is to build a theoretic and practical framework, based on agile project management, to support the decision-making process in order to help companies in optimizing the reengineering production processes and improve management costs. Design/methodology/approach This paper seeks to propose an agile Reengineering Performance Model (ARPM) for managing projects of reengineering of processes and applies it in a real case study concerning a water bottling plant. Findings The proposed model should serve as a valuable tool to facilitate a successful business process reengineering design in the project management and intends to assist companies as they operate projects of transferring and optimizing production lines. Thanks to the use of ARPM tools, it is easy to modify the evolution of the project, with the possibility of extending or enhancing the application if necessary. Research limitations/implications The main limits of the ARPM model are: it requires close collaboration among team; it is rather intense for developers; and it is necessary flexibility to change course as needed and to ensure delivery of the right product. Practical implications The main implications of the authors’ work for research and business are to propose a structured methodological approach, rigorous but simple, suitable to implement in any companies. Originality/value The novelty of the approach is to apply the agile approach not for software development but in a manufacturing company.

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