COMPETENCE APPROACH IN AGILE TRANSFORMATION OF EDUCATION ESTABLISHMENT

The subject of the article is development of project, programs and project portfolios management systems with drivers of innovation in Agile transformation of Education Establishment is considered. Substantial changes in the environment require further research into the effectiveness of the application of existing agile methodologies, knowledge systems and competencies of project managers and their leadership. The foundations of environmental change lie in changing the decision-making paradigm in innovation project and programs management in Agile transformation of Education Establishment. The goal is to explore modern approaches to leadership formation when applying agile methodologies of its specificity from the point of view of decision-making processes in project management. The problems of leadership creation and development in the application of agile project management methodologies for the implementation of information and communication systems are considered. The results of studies were conducted on the basis of a competency-based approach modelled by the International Project Management Association. The content model of competency of the leader applying agile management is presented. Conclusion: The Agile leadership and leadership behaviour patterns are formed in a project management behavioural competency system based on agile technology methods and tools. These competencies included: Self-reflection and self-management, Personal integrity and reliability, Personal communication, Relationships and interaction, Leadership, Teamwork, Conflicts and crises, Inventiveness, Reconciliation, and Orientation to results. The patterns of project managers' behaviour as agile leaders in project product creation and agile project management are explored. The differences in the behaviour patterns of leaders and agile leaders were examined by behavioural competencies within the identified key competency indicators. Such patterns allowed the authors to identify bottlenecks in the application of agile project management methodologies in the context of the development of innovative products of innovation systems.

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ЛІДЕРСТВО В ЗАСТОСУВАННІ ГНУЧКИХ МЕТОДОЛОГІЙ СТВОРЕННЯ ІНФОРМАЦІЙНИХ ТЕХНОЛОГІЙ

Information Technologies and Learning Tools ◽

10.33407/itlt.v70i2.2761 ◽

2019 ◽

Vol 70 (2) ◽

pp. 1

Author(s):

Serhii D. Bushuiev ◽

Denys A. Bushuiev ◽

Victoriia B. Bushuieva ◽

Borys Yu. Kozyr

Keyword(s):

Decision Making ◽

Project Management ◽

Portfolio Management ◽

Communication Systems ◽

International Association ◽

Personal Communication ◽

Project Managers ◽

Information And Communication ◽

Patterns Of Behavior ◽

Behavioral Competencies

The development of project, project and portfolio management systems supports the global acceleration of innovation. Significant changes in the environment require additional research on the effectiveness of the use of existing flexible methodologies, knowledge systems, the competency of project managers and their leadership. The foundation of environmental change lies in changing the decision-making paradigm to flexible project management and innovation development programs. The article examines modern approaches to leadership formation in the application of flexible methodologies, their specificity in terms of decision-making processes in project management. The problems of formation and maintenance of leadership in application of flexible methodologies of project management of creation and introduction of information and communication systems are considered. The research was conducted on the basis of the application of a competency approach under the model of the International Association for Project Management. The patterns of behavior of flexible leaders and leaders are formed in the system of behavioral competencies in project management based on Agile technology methods and tools. These competencies were: Self-reflation and self-government, Personal integrity and reliability, Personal communication, Relationships and interaction, Leadership, Teamwork, Conflicts and crises, Inventiveness, Harmonization, and Orientation to the result. The content model of competency of the leader, which applies flexible control, is given. The patterns of behavior of project managers as flexible leaders in project product creation and flexible project management were studied. Differences in patterns of behavior of managers and flexible leaders on elements of behavioral competencies within certain key competency indicators are studied. Such patterns allowed the authors to identify bottlenecks in applying flexible project management methodologies in the context of the dynamics of the development of innovative products and information and communication systems.

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Agile Management for Multimedia

Advances in Business Information Systems and Analytics - Handbook of Research on Enterprise 2.0 ◽

10.4018/978-1-4666-4373-4.ch010 ◽

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.

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Understanding Relationship between Milestone and Decision-Making in Project Management: A Qualitative Study among Project Managers in Saudi Arabia

International Journal of Business and Management ◽

10.5539/ijbm.v13n8p184 ◽

2018 ◽

Vol 13 (8) ◽

pp. 184 ◽

Cited By ~ 2

Author(s):

Umar Altahtooh ◽

Thamir Alaskar

Keyword(s):

Decision Making ◽

Saudi Arabia ◽

Project Management ◽

Qualitative Study ◽

Thematic Analysis ◽

Project Managers ◽

Structured Interviews ◽

Pragmatic Research ◽

The Impact ◽

The Relationship

Despite the importance of milestone as a key knowledge in project management, there has been lack of research to understand the relationship between milestones and decision-making. This paper presents a pragmatic research context that aims understanding the nature of milestones and their relationship with different decision-making structures and responsibilities across projects. Data were collected through 14 semi-structured interviews with project managers and analyzed using thematic analysis. The findings explore the concepts of project milestones among project managers in Saudi Arabia. The paper finds that there is a relationship between milestones and the impact on decision-making.

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Widerstände gegen Agilität: Agiles Change Management als Erfolgsfaktor in Projekten der digitalen Transformation

Die Unternehmung ◽

10.5771/0042-059x-2020-2-155 ◽

2020 ◽

Vol 74 (2) ◽

pp. 155-172

Author(s):

Lukas Heidt ◽

Felix Gauger ◽

Benjamin Wagner ◽

Andreas Pfnür

Keyword(s):

Project Management ◽

Change Management ◽

Project Success ◽

Stakeholder Management ◽

Dynamic Change ◽

Personal Communication ◽

Digital Transformation ◽

Management Change ◽

Agile Project Management ◽

Corporate Environments

In times of digital transformation and dynamic change in corporate environments, the importance of agile project management is growing. This further affects the demand on change management and its contribution to project success. We conduct interviews with project participants of an agile project to identify the associated need for adaptation of change management. Change management criteria have to be adjusted, particularly in areas of communication and stakeholder management and integration into agile project management methods. Personal communication, individual stakeholder management, and participation are starting points for adapting and integrating change management into agile project management.

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Reframing Project Management Process Paralysis: An Autoethnographic Study of the UK Fire Service

10.31235/osf.io/hxm68 ◽

2021 ◽

Author(s):

Carl Barber ◽

Nicholas Dacre ◽

Hao Dong

Keyword(s):

Decision Making ◽

Project Management ◽

Fire Service ◽

Project Managers ◽

Complex Nature ◽

Institutional Perspective ◽

Good Decision ◽

Organisational Routines ◽

Social Environmental ◽

The Uk

The Covid-19 pandemic has created new social, environmental, and economic challenges for organisational routines, and a multilevel perspective of project management processes and decision making is required to untangle the complex nature of projects and phenomena. This research hence aims to investigate reframing of traditional project failure reasoning in pressurised situations by adopting a wider organisational view of the causation of failure using models from high-risk industries which support good decision-making practices and highlighting the project, programme and organisational structures which inherently position a project manager to fail in conditions with cognitive overload, limitations, and constraints. Through an institutional perspective, both individuals (the project managers) and organisations are considered under the influence of normative and cognitive pressures, and both are sources of change.

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Analysis of the Success Factors and Failure Causes in Projects

International Journal of Information Technology Project Management ◽

10.4018/ijitpm.2016010102 ◽

2016 ◽

Vol 7 (1) ◽

pp. 18-31 ◽

Cited By ~ 5

Author(s):

Vicente Rodríguez Montequín ◽

Sonia Cousillas Fernández ◽

Francisco Ortega Fernández ◽

Joaquín Villanueva Balsera

Keyword(s):

Project Management ◽

Success Factors ◽

Time Budget ◽

Project Managers ◽

Point Of View ◽

Significant Time ◽

Empirical Survey ◽

Personal Perceptions ◽

Frequent Failure ◽

Internet Network

Projects are complex works subjected to significant time, budget and quality constraints. One or the greatest challenges in project management still remaining unsolved is determining what is necessary to do in order to achieve success or failure. According to the specialized literature, both concepts of success factors and failure causes in projects are largely subjective and therefore difficult to quantify, depending on the point of view of the stakeholders involved. This paper compares which are the most frequent failure causes and the most important success factors among three different scenarios: for any type of project, for ICT projects and for ICT projects carried out in Spain only, by means of a worldwide empirical survey carried out among project managers intended to gather their personal perceptions on the matter. The survey is based on a questionnaire anonymously distributed through a professional internet network.

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Agile Project Management Tools: A Brief Comprative View

Cybernetics and Information Technologies ◽

10.2478/cait-2019-0033 ◽

2019 ◽

Vol 19 (4) ◽

pp. 17-25

Author(s):

Deniz Özkan ◽

Alok Mishra

Keyword(s):

Project Management ◽

Software Development ◽

Management Tools ◽

Efficient Manner ◽

Team Members ◽

Agile Methodologies ◽

Agile Project Management ◽

Start Up ◽

Agile Practices

Abstract Agile methodologies are becoming popular in software development. Managers are required to understand project’s progress and product quality without development documents. During Agile practices of the teams and organizations, Agile project management tools are frequently used. The use of such tools leads to achieving speed and efficiency, affects the quality of the software. The quality of final product is mostly related with to project management. Accordingly, the paper provides brief comparative perspective about the popular project management tools for agile projects. 16 popular Agile project management tools have been presented helping agile developers to plan and manage their tasks in an efficient manner. Taiga, Axosoft, Agielan, Planbox are more appropriate for start-up projects. The most twitted and most appreciated tools are reported as Jira, Trello, and VersionOne. SpiraTeam by Inflectra and Pivotal Tracker are other pricing and popular agile tools, providing flexibility to Agile developers and increase collaboration among team members.

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

Agile Approaches for Successfully Managing and Executing Projects in the Fourth Industrial Revolution - Advances in Logistics, Operations, and Management Science ◽

10.4018/978-1-5225-7865-9.ch001 ◽

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.

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