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Contemporary Challenges for Agile Project Management最新文献

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A Case Study of Knowledge Management and Organizational Culture in an Undergraduate Software Development Team Project 知识管理与组织文化在大学生软件开发团队项目中的应用研究
Contemporary Challenges for Agile Project Management Pub Date : 1900-01-01 DOI: 10.4018/978-1-7998-7872-8.ch013
Kamalendu Pal
{"title":"A Case Study of Knowledge Management and Organizational Culture in an Undergraduate Software Development Team Project","authors":"Kamalendu Pal","doi":"10.4018/978-1-7998-7872-8.ch013","DOIUrl":"https://doi.org/10.4018/978-1-7998-7872-8.ch013","url":null,"abstract":"People work in software development projects to bundle the human resources and use the systematic approach to share system development knowledge. One can view knowledge as personalized related to facts, procedures, concepts, interpretations, ideas, and judgments. This way, knowledge is the outcome of the cognitive processing of information. Knowledge can be transferred from a source to a receiver. The collaborative knowledge-sharing mechanism is known as knowledge management (KM) in the software industry. The software developers can communicate with, learn from, and solve problems with other participating team members. The organizational culture is an essential factor in knowledge management success since it influences how team members learn and share knowledge. This chapter presents a case study that aimed to compare, in practice, the relationship between the KM cycle (SECI – socialization, externalization, combination, and internalization model) and the organizational culture through the competing values framework (CVF).","PeriodicalId":440494,"journal":{"name":"Contemporary Challenges for Agile Project Management","volume":"92 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124642280","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 0
eXtreme Programming, Agile Methodologies, Software Project Management, Customer Role, Rigorous Testing 极限编程、敏捷方法、软件项目管理、客户角色、严格测试
Contemporary Challenges for Agile Project Management Pub Date : 1900-01-01 DOI: 10.4018/978-1-7998-7872-8.ch009
Kamalendu Pal
{"title":"eXtreme Programming, Agile Methodologies, Software Project Management, Customer Role, Rigorous Testing","authors":"Kamalendu Pal","doi":"10.4018/978-1-7998-7872-8.ch009","DOIUrl":"https://doi.org/10.4018/978-1-7998-7872-8.ch009","url":null,"abstract":"Agile software development methodologies are attracting attention from academics and practitioners for planning and managing software projects. The eXtreme Programming (XP) challenges conformist wisdom regarding software system development processes and practices as agile methodologies. To work efficiently in the current software development practice, characterized by requirements fuzziness, XP moves away from document-centric operations into people-centric management. In the XP-based software project, the customers play an essential role, having multiple responsibilities such as driving the project, gathering requirements (‘user stories'), and exercising quality control (or acceptance testing). Besides, the customers must liaise with external project stakeholders (e.g., funding authorities, end-users) while maintaining the development team's trust and the wider business. The success of such software project management practices relies on the quality result of each stage of development obtained through rigorous testing. This chapter describes three characteristics of XP project management: customer role, software testing feedback, and learning.","PeriodicalId":440494,"journal":{"name":"Contemporary Challenges for Agile Project Management","volume":"5 5","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134259668","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 0
Machine Learning and Data Science Project Management From an Agile Perspective 从敏捷角度看机器学习和数据科学项目管理
Contemporary Challenges for Agile Project Management Pub Date : 1900-01-01 DOI: 10.4018/978-1-7998-7872-8.ch005
M. Uysal
{"title":"Machine Learning and Data Science Project Management From an Agile Perspective","authors":"M. Uysal","doi":"10.4018/978-1-7998-7872-8.ch005","DOIUrl":"https://doi.org/10.4018/978-1-7998-7872-8.ch005","url":null,"abstract":"Successful implementations of machine learning (ML) and data science (DS) applications have enabled innovative business models and brought new opportunities for organizations. On the other hand, research studies report that organizations employing ML and DS solutions are at a high risk of failure and they can easily fall short of their objectives. One major factor is to adopt or tailor a project management method for the specific requirements of ML and DS applications. Therefore, agile project management (APM) may be proposed as a solution. However, there is significantly less study that explores ML and DS project management from an agile perspective. In this chapter, the authors discuss methods and challenges according to the background information and practice areas of ML, DS, and APM. This study can be viewed as an initial attempt to enhance these knowledge and practice domains in view of APM. Therefore, future research efforts will focus on the challenges as well as the experimental implementation of APM methods in real industrial case studies of ML and DS.","PeriodicalId":440494,"journal":{"name":"Contemporary Challenges for Agile Project Management","volume":"14 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114530895","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 0
Project Success Criteria, Critical Success Factors (CSF), and Agile Projects 项目成功标准、关键成功因素(CSF)和敏捷项目
Contemporary Challenges for Agile Project Management Pub Date : 1900-01-01 DOI: 10.4018/978-1-7998-7872-8.ch004
Canser Bilir
{"title":"Project Success Criteria, Critical Success Factors (CSF), and Agile Projects","authors":"Canser Bilir","doi":"10.4018/978-1-7998-7872-8.ch004","DOIUrl":"https://doi.org/10.4018/978-1-7998-7872-8.ch004","url":null,"abstract":"There have been major developments in project management over the years; however, the success rates of projects are still far from the desired levels. The number of studies focusing on project success has been increasing over the last decades. This chapter reviews the concept of project success, project success criteria, and CSF by narrowing the focus from generic projects to IT and then agile projects. The review revealed that client satisfaction has a critical role in the perceived success of the project, along with iron triangle (cost, budget, scope). It is widely accepted that some CSF are dependent on the context of the project. Top management support, communication, clear and linked project objectives, user involvement, teamwork, and effective planning are critical factors in IT projects. There are two differences in the evaluation of the success between agile and traditional software projects: frequency of the evaluation and a stronger emphasis on ensuring customer satisfaction. There is higher importance on people-related factors and customer involvement in agile projects.","PeriodicalId":440494,"journal":{"name":"Contemporary Challenges for Agile Project Management","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125087546","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 2
Effective Agile Project Leadership Through Competency-Based Self-Reflection 通过基于能力的自我反思实现有效的敏捷项目领导
Contemporary Challenges for Agile Project Management Pub Date : 1900-01-01 DOI: 10.4018/978-1-7998-7872-8.ch006
F. Saruchera
{"title":"Effective Agile Project Leadership Through Competency-Based Self-Reflection","authors":"F. Saruchera","doi":"10.4018/978-1-7998-7872-8.ch006","DOIUrl":"https://doi.org/10.4018/978-1-7998-7872-8.ch006","url":null,"abstract":"The agile revolution and increasing cross-functionality nature of project teams imply an increasing need for effective and results-orientated project leadership. Irrespective of one's role in a project, there is a need for self-examination and self-reflection regarding how members relate during the various phases of project implementation. This chapter focuses on a theoretical review of the various elements necessary for effective agile project leadership. Through a synthesis of both old and more recent literature, the chapter identifies and conceptualizes ten determinant factors of effective agile project leadership and proposes a self-reflection framework for each of the ten project leadership competency areas. The chapter concludes by proposing a personal agile project leadership development plan (PAPLDP) template with an agility component that can be adopted for improvement and growth. This chapter challenges project managers and/or project team leaders to define their own value-based leadership competence and continuously reflect, evaluate, and improve themselves.","PeriodicalId":440494,"journal":{"name":"Contemporary Challenges for Agile Project Management","volume":"59 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129586592","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 2
Implication of Budgeting on Contemporary Project Management 预算对当代项目管理的启示
Contemporary Challenges for Agile Project Management Pub Date : 1900-01-01 DOI: 10.4018/978-1-7998-7872-8.ch010
P. Rani, Sangeeta Dharyan
{"title":"Implication of Budgeting on Contemporary Project Management","authors":"P. Rani, Sangeeta Dharyan","doi":"10.4018/978-1-7998-7872-8.ch010","DOIUrl":"https://doi.org/10.4018/978-1-7998-7872-8.ch010","url":null,"abstract":"It is the total sum of money allocated for the specific project for a specific period of time. The goal of the project budget is to cost control. The objective of this chapter is to give the implication of budgeting on contemporary project management. The main focus of this chapter is to discuss the introduction, history, agile approach, etc. It has a direct impact on the company's financial feasibility. The research would discuss the approaches for the projects budget estimation and various steps for cost control. There are two types of reserves against risks: one is the contingency reserve for identified risk, and the other is the management reserve for unidentified risks. The project manager needs to be aware of existing resources acquisition policies, guidelines, and procedures. The author discusses the procedures for project budgeting and methods for evaluation of project budgeting.","PeriodicalId":440494,"journal":{"name":"Contemporary Challenges for Agile Project Management","volume":"12 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114387211","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 0
The Role of an Agile and Lean Project Management Toolkit for Assisting E-Learning Project Management Teams in Multi-National Organisations 敏捷和精益项目管理工具包在协助跨国组织中电子学习项目管理团队中的作用
Contemporary Challenges for Agile Project Management Pub Date : 1900-01-01 DOI: 10.4018/978-1-7998-7872-8.ch008
J. Bishop, K. Bechkoum
{"title":"The Role of an Agile and Lean Project Management Toolkit for Assisting E-Learning Project Management Teams in Multi-National Organisations","authors":"J. Bishop, K. Bechkoum","doi":"10.4018/978-1-7998-7872-8.ch008","DOIUrl":"https://doi.org/10.4018/978-1-7998-7872-8.ch008","url":null,"abstract":"Project management is a term for which there are endless books professing the right way to conduct it. Project management is the systematic application of a standardized approach to conducting a project that increases that project's chances of success. It is known that IT projects are some of those projects most likely to fail, and e-learning projects are no different. The aim of this chapter is to explain how it might be possible to develop a toolkit that could allow e-learning systems of any scale to be developed by those who often have to deliver learning, but may not necessarily have skills in project management or ICT development. It is intended that the proposed toolkit would be valued by other internationally focussed organisations where learning and teaching are a core part of the activities that it conducts, but on a smaller scale. To achieve this, research is proposed at the University of Gloucestershire and Crocels Community Media Group. A pilot study is conducted, and the questionnaire for the study proves to be reliable.","PeriodicalId":440494,"journal":{"name":"Contemporary Challenges for Agile Project Management","volume":"73 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128374197","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 1
How Does Terrorism Change the Business Landscape for Firms? 恐怖主义如何改变企业的商业环境?
Contemporary Challenges for Agile Project Management Pub Date : 1900-01-01 DOI: 10.4018/978-1-7998-7872-8.ch014
L. Dau, E. Moore, Max Abrahms
{"title":"How Does Terrorism Change the Business Landscape for Firms?","authors":"L. Dau, E. Moore, Max Abrahms","doi":"10.4018/978-1-7998-7872-8.ch014","DOIUrl":"https://doi.org/10.4018/978-1-7998-7872-8.ch014","url":null,"abstract":"This chapter introduces a new framework for understanding firm creation and firm behavior in the face of terrorism and its ensuing risks such as institutional disruption. There is surprisingly scant theoretical or empirical research on how terrorism impacts firms and their ability to be agile in the face of risk. The extant strategic management literature is underdeveloped for making such assessments because it largely ignores the socio-cognitive impact of collective traumas on society. Building on the traditional assumptions of institutional theory from strategic management, the authors incorporate cosmopolitan memory theory from the field of international relations to offer a theoretically grounded set of testable predictions about terrorism's effects on both new and existing firms.","PeriodicalId":440494,"journal":{"name":"Contemporary Challenges for Agile Project Management","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121171437","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 0
Agile Project Management in International Logistics Operations 敏捷项目管理在国际物流运营
Contemporary Challenges for Agile Project Management Pub Date : 1900-01-01 DOI: 10.4018/978-1-7998-7872-8.ch002
A. Faganel, A. Janeš
{"title":"Agile Project Management in International Logistics Operations","authors":"A. Faganel, A. Janeš","doi":"10.4018/978-1-7998-7872-8.ch002","DOIUrl":"https://doi.org/10.4018/978-1-7998-7872-8.ch002","url":null,"abstract":"The chapter discussed a business model (BM) perspective as an innovating practice to analyze the transition of the EuroPacific LL Company (EuroPacific) from regional logistic operator to domestic logistic operator or third-party logistic provider (3PL) for Asian companies. The company operates regionally in markets of Croatia, Hungary, Serbia, Slovakia, and Slovenia and globally in South Korea, India, and Singapore. The chosen long-term business vision of the company is based on the goal of becoming the key logistics provider of goods from the Far East directed to the European markets. The company was confronted with the first period of crisis from 2008 to 2010 and again with the second crisis started in 2020 when they realized that, although known as the crisis breaker, the company is not being exempted from market challenges, extraordinary situations like pandemic, and consecutive economic downturn effects.","PeriodicalId":440494,"journal":{"name":"Contemporary Challenges for Agile Project Management","volume":"132 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123391940","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 0
Agile Project Management 敏捷项目管理
Contemporary Challenges for Agile Project Management Pub Date : 1900-01-01 DOI: 10.4018/978-1-7998-7872-8.ch003
Rahul Verma
{"title":"Agile Project Management","authors":"Rahul Verma","doi":"10.4018/978-1-7998-7872-8.ch003","DOIUrl":"https://doi.org/10.4018/978-1-7998-7872-8.ch003","url":null,"abstract":"This chapter presents the notion of agile project management and identifies the existing challenges in agile project management in the new millennium. It sets the scene for discussions presented by various authors too. In particular, the chapter identifies the experience and the related problems with agile project management. It also identifies the importance of adoption of agile project management and debates about the measure of agility.","PeriodicalId":440494,"journal":{"name":"Contemporary Challenges for Agile Project Management","volume":"1992 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128611721","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 0
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