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.

Agile Practices In Project Management

2011 ◽  
pp. 193-211
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.

scholarly journals Agile Project Management Tools: A Brief Comprative View

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.

Can Agile Project Management be Adopted by Industries Other than Software Development?

2014 ◽  
Vol 45 (3) ◽  
pp. 21-34 ◽  
Author(s):  
Edivandro C. Conforto ◽  
Fabian Salum ◽  
Daniel C. Amaral ◽  
Sérgio Luis da Silva ◽  
Luís Fernando Magnanini de Almeida
Keyword(s):  
Project Management ◽  
Software Development ◽  
Agile Project Management

If maturity is the answer, then exactly what was the question?

2014 ◽  
Vol 7 (2) ◽  
pp. 169-185 ◽  
Author(s):  
Mark Mullaly
Keyword(s):  
Project Management ◽  
Case Studies ◽  
Management Practices ◽  
Specific Model ◽  
Linear Process ◽  
Maturity Models ◽  
Improvement Project ◽  
Current Form ◽  
Content Type ◽  
The Relationship

Purpose – Maturity models have been widely adopted as a popular framework for improvement project management practices. Despite their prevalence, there is still minimal evidence that improvements in maturity correspond to improvements in performance or value. This paper aims to explore the challenges faced in applying project management maturity models and offers suggestions for their revision. Design/methodology/approach – The paper highlights the presumptions in their development and use that are inhibiting relevance of maturity models. Case studies from a major research project explore the relationship between maturity and value. Insights are generated on how project management maturity models need to change in order to become relevant. Findings – Project management maturity models presume that project management is universal, control oriented and consistent, and that maturity is a linear process. Empirical evidence demonstrates that the practice of project management varies, that different practices result in different value. The paper suggests that a contingent and contextual approach to assessment is required, which maturity models as currently defined may not be able to support. Research limitations/implications – This is a largely conceptual paper and draws on a limited number of case studies that derived maturity from a comprehensive understanding of project management practices. It is not tied to one specific model, and a model that would address the criticisms discussed here has not been conceived or developed. Practical implications – This paper will have particular relevance for organizations, who may place excess faith in the rhetoric surrounding maturity models without questioning their underlying relevance or value. It is also of importance to those who develop maturity models and suggests strategies for their significant revision. Originality/value – This paper takes an important look at whether maturity models actually deliver on their promise and argues that by both design and structure, they are unlikely to do so in their current form.

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.

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.

The Influence of the Application of Agile Practices in Software Quality Based on ISO/IEC 25010 Standard

2022 ◽  
pp. 1416-1443
Author(s):  
Gloria Arcos-Medina ◽  
David Mauricio
Keyword(s):  
Project Management ◽  
Software Development ◽  
Software Quality ◽  
Development Process ◽  
Management Practices ◽  
Positive Influence ◽  
Quality Characteristics ◽  
Software Development Process ◽  
Agile Practices ◽  
Significant Positive Influence

Agile practices are activities or procedures that are applied during the software development process in order to improve its quality and productivity. The objective of this study is to determine the influence of agile practices on software quality. For this purpose, a model composed of 4 groups of agile practices and 8 quality characteristics according to the ISO/IEC 25010 standard has here been proposed. The results of 146 questionnaires addressed to people involved in the software development process show that the application of agile engineering and project management practices have a significant positive influence on the quality attribute functionality. On the other hand, project management practices have a low impact on the quality characteristics of compatibility, portability, security, and usability.

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