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.

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.

THE PROJECT BOUNDARY AND OCCUPATIONAL STRESS

2019 ◽  
Vol 6 (1) ◽  
Author(s):  
Ken Farnes
Keyword(s):  
Project Management ◽  
Occupational Stress ◽  
Management Practices ◽  
Project Managers ◽  
Project Manager ◽  
Social Constructionist ◽  
Project Outcomes ◽  
Project Environment ◽  
Conflicting Demands ◽  
Manager Performance

Despite advances in project management practices and profession, projects continue to have an unacceptably high failure rate, which may be influenced by project manager being highly stressed and their decision-making capabilities becoming narrowed. The project manager's role necessitates that they occupy the boundary between sponsoring organisation, clients, and other actors involved in the project environment, where they are often subjected to time pressures, project uncertainties, conflicting demands, complex and often dynamic social structure involved in the project environment. In this social constructionist study thirty six senior executives participants were interviewed. It was observed that when discussing the person-environment fit and competencies of a project manager, occupational stress and stress management were overlooked by executive project sponsors as a possible contributing factor for poor project manager performance and poor project outcomes. Despite the growing body of research evidence that has identified occupational stress across many different professions as having an adverse impact on an individual's performance and health, there has been little recognition within project management literature of the impacts of stress or coping strategies for managing stressors within the project environment. This strongly suggests that additional research on stress focused on the project environment is warranted, and that both project sponsors and project managers need to be made aware of the antecedents to stress and consequences of stress both in the personal and business sense.

An ANP Approach for Prioritizing the Agile Project Management Criteria in Industry 4.0 Transition

2019 ◽  
pp. 165-187
Author(s):  
Seda Yanık ◽  
Erkan Işıklı
Keyword(s):  
Project Management ◽  
Industry 4.0 ◽  
Industrial Revolution ◽  
Stakeholder Involvement ◽  
Multi Criteria Decision Making ◽  
Analytical Network Process ◽  
Fourth Industrial Revolution ◽  
Digital World ◽  
Agile Project Management ◽  
Network Process

The Fourth Industrial Revolution requires today's companies to bring the physical and digital world together to achieve a higher efficiency and gain competitive advantage. This transformation can be made possible using advanced technologies which has interdependencies on one another and their implementation can be best achieved using project management principles. Agile principles (e.g. multiple iterations, stakeholder involvement) play an important role in executing this transformation. In this study, the authors first defined the processes and technologies required in the Industry 4.0 transition. Since the projects related to different technologies may require the prioritization of project management dimensions to cope with complexity and uncertainty, agile project management criteria are specified to prioritize them adopting a multi-criteria decision-making approach, namely the Analytical Network Process. Using the results obtained, suggestions for the creation of a framework to manage the Industry 4.0 transformation in an agile manner were presented.

Aligning Strategy With Organizational Structures And Project Deployment

2011 ◽  
pp. 82-105
Author(s):  
Tamio Shimizu ◽  
Marley Monteiro de Carvalho ◽  
Fernando Jose Barbin
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Organizational Structures ◽  
Project Managers ◽  
Competitive Advantages ◽  
Rapid Action ◽  
Project Management Institute ◽  
Postindustrial Era ◽  
Tools And Techniques ◽  
A Company

Companies have undergone a process of transformation, organizing themselves to be able to make effective and agile responses to environmental problems and, especially, those having to do with competition and positioning in the market. These responses constitute a set of actions or activities that reflect the company’s competence in taking advantage of opportunities, and their capacity for rapid action, respecting time and cost limits and specifications (Rabechini & Carvalho, 2003). To do so, constructing project-oriented organizations and investing in management design tools and techniques is fundamental, and this has become a growing concern of companies. Handy (1995) points out that organizations in the postindustrial era will be configured like “condominiums”, with groups of projects housed together, since what adds the most value to products and services are intelligent, rather than routine, activities (Fleury & Fleury, 2000). According to Frame (1999), project management practices have consolidated since the 1990s, and several researchers cite this as an obligatory subject matter for companies that seek to develop and maintain competitive advantages. A good indicator of this growth is the presence of the PMI (Project Management Institute) in over 100 countries; it has certified around 25,000 project managers since the beginning of 2002 (Rabechini and Carvalho, 2003). However, studies based in Brazilian companies show that few have formalized development of a management model for the process of innovation and projects (Rabechini et al., 2002). The main concepts related to project management and the ways that a company can structure itself to reach maturity in its projects will be discussed in this chapter. The alignment between strategy and project management structure is also addressed.

scholarly journals Project Management in Development Cooperation. Non-Governmental Organizations

Innovar ◽  
2015 ◽  
Vol 25 (56) ◽  
pp. 53-67 ◽  
Author(s):  
Maricela I. Montes-Guerra ◽  
Aida R. De-Miguel ◽  
M. Amaya Pérez-Ezcurdia ◽  
Faustino N. Gimena ◽  
H. Mauricio Díez-Silva
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Project Performance ◽  
Project Managers ◽  
Development Cooperation ◽  
Governmental Organizations ◽  
Non Governmental Organizations ◽  
Applicable Knowledge ◽  
The Impact ◽  
Positive Effect

This article analyzes the adoption of project management practices in development cooperation NGOs and their influence on project performance. This paper illustrates the impact in the implementation of methodologies, techniques and tools on outcomes, measured by success criteria of several projects recently implemented. Information from the project managers of the organizations was collected, and complemented by a literature review. We analyzed the correlation among the variables that determine the adoption of a project, and the criteria that determine its success. The positive effect of project management adoption in the performance of cooperation projects is demonstrated, in spite of the low use of methodologies, techniques and tools within the sector. The article shows the importance of project management in cooperation and aid projects, with the purpose of increasing researchers' awareness about the field as applicable knowledge and about the benefits of its use in the sector. The paper shows that project management can improve project efficiency and accountability in other sectors.

Risks Management in Agile New Product Development Project Environments

2020 ◽  
pp. 1835-1869
Author(s):  
Brian J. Galli ◽  
Paola Andrea Hernandez Lopez
Keyword(s):  
New Product Development ◽  
Management Practices ◽  
New Products ◽  
Quality Standards ◽  
Development Project ◽  
Manufacturing Companies ◽  
Agile Project Management ◽  
Product Development Project ◽  
Agile Practices ◽  
Innovative Products

This article reviews the risks associated with the implementation of Agile Project Management practices in projects that involved new products development in manufacturing companies and identified according to existing research the best strategies to approach those risks. Further, this article analyzes the events that can affect the implementation of APM practices in projects that involve the development of new products within manufacturing companies and provides some strategies to mitigate, avoid, and minimize the likelihood if they become risks and its impact in the customer requirements. Principal risks in manufacturing companies were highlighted, and its probability and impact were evaluated regarding scope, quality, schedule, and cost. Risk responses and strategies were noted align with the purpose of the agile practices, which is to deliver innovative products quickly and with high-quality standards.

Agile Practices in Project Management

2009 ◽  
pp. 2442-2460
Author(s):  
John Gómez ◽  
Alejandro Núñez
Keyword(s):  
Project Management ◽  
Software Development ◽  
Case Studies ◽  
Process Improvement ◽  
Small Organizations ◽  
Agile Project Management ◽  
Agile Practices ◽  
The Relationship ◽  
Practical Recommendations

This chapter introduces agile project management as a way to improve the processes for software development in small organizations. The chapter contains a description of the main concepts and techniques used along with practical recommendations for their application in real situations. The chapter also analyzes the relationship between these practices and recognized process improvement models like the CMMI and the PMI PMBOK and presents case studies to illustrate implementation.

Project Management Web Portals and Accreditation

2011 ◽  
pp. 848-854
Author(s):  
Vicky Triantafillidis
Keyword(s):  
Project Management ◽  
Project Managers ◽  
Professional Certification ◽  
Management Skills ◽  
Web Portal ◽  
Body Of Knowledge ◽  
Project Management Institute ◽  
Core Practice ◽  
Industry Sectors ◽  
Project Management Professional

Project management skills and professional certification are quickly developing into required core practice (Hammond et al., 2006). Peter Shears, CEO of the Australian Institute of Project Management (AIPM), stated at a April, 2006, conference, that there was increased demand for skilled project managers within all organizations across all industry sectors (Hammond et al., 2006). AIPM is an Australian Project Management Web portal offering certifications of AIPM’s Registered Project Management (RegPM). As a supporter of the project management profession, the Project Management Institute (PMI) also plays an enormous role. The PMI Web portal encourages a standard with the Project Management Body of Knowledge (PMBOK) Guide describing what should be done to manage a project. PMI’s Project Management Professional (PMP®) credential program is also available from the PMI Web portal recognizing and approving skills (Project Management Institute, Inc., 2006).

Digitization in construction

BUILDER ◽  
2019 ◽  
Vol 266 (9) ◽  
pp. 15-17
Author(s):  
Anna Tryfon-Bojarska ◽  
Ewelina Wińska
Keyword(s):  
Life Cycle ◽  
Project Management ◽  
Case Studies ◽  
Construction Industry ◽  
Industrial Revolution ◽  
Digital Transformation ◽  
Property Development ◽  
Innovative Project ◽  
Fourth Industrial Revolution ◽  
The Impact

The fourth industrial revolution leads to a comprehensive digital transformation of enterprises. Its nine pillars also affect the construction industry. This article presents the impact of digital transformation on innovative projects which are implemented in the construction industry. It describes examples of digital innovations that are used in the life cycle of a property development undertaking, as well as examples and case studies of applied innovative project management models.

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