Relevant bibliographies by topics / Agile project management management

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Agile project management management'

Author: Grafiati
Published: 10 September 2021
Last updated: 11 February 2022

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Agile project management management.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Journal articles on the topic "Agile project management management"

1

Mohammed, Haifa, and Abdul Rauf. "Agile Project Management: Brief Review." Lecture Notes on Software Engineering 3, no. 3 (2015): 225–28. http://dx.doi.org/10.7763/lnse.2015.v3.195.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Augustine, Sanjiv, Bob Payne, Fred Sencindiver, and Susan Woodcock. "Agile project management." Communications of the ACM 48, no. 12 (2005): 85–89. http://dx.doi.org/10.1145/1101779.1101781.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Betta, Jan, and Agnieszka Owczarzak-Skomra. "Agile crisis management." Scientific Journal of the Military University of Land Forces 192, no. 2 (2019): 310–20. http://dx.doi.org/10.5604/01.3001.0013.2602.

Full text
Abstract:
The article deals with crisis management. A new approach based on the agile methodologies of project management is proposed. The paper presents consecutively: crisis and its management (literature overview), characterisation of IT projects, agile project management, comparative analysis of agile approach and crisis management, proposal of a new idea – agile crisis management and conclusions. The conclusions emphasise the importance of following up with necessary empirical investigations.
APA, Harvard, Vancouver, ISO, and other styles
4

Soroka-Potrzebna, Hanna. "PROJECT MANAGEMENT – TRADITIONAL OR AGILE?" Zeszyty Naukowe Wyższej Szkoły Humanitas Zarządzanie 20, no. 1 (2019): 89–98. http://dx.doi.org/10.5604/01.3001.0013.2423.

Full text
Abstract:
In a fast-growing world, project management has become one of the most important pillars that help companies operate without interruptions in their processes. Both small and large organizations around the world use methods and techniques of project management to successfully complete various projects without any obstacles. Although traditional project management has been used for a long time, for several years changes have been observed on the one hand due to the high level of complexity and dynamics of the business environment, and on the other hand the innovativeness of enterprises. In such an environment, the traditional approach becomes inadequate to the contemporary requirements of the environment and may be unfavorable for projects that are structurally complex and uncertain. Currently, it is the agile project management that is considered the most practical and flexible for the company’s development. The article aims to present and compare both approaches to project management, and to assess the validity of the prevailing belief that agile project management is better.
APA, Harvard, Vancouver, ISO, and other styles
5

Stare, Aljaž. "Agile Project Management in Product Development Projects." Procedia - Social and Behavioral Sciences 119 (March 2014): 295–304. http://dx.doi.org/10.1016/j.sbspro.2014.03.034.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Кершер, Сильвия, and Хольгер Гюнцель. "Scrum4Consulting — agile project management for consulting projects." Управление проектами и программами 4 (2020): 254–65. http://dx.doi.org/10.36627/2075-1214-2020-4-4-254-265.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Özkan, Deniz, and Alok Mishra. "Agile Project Management Tools: A Brief Comprative View." Cybernetics and Information Technologies 19, no. 4 (2019): 17–25. http://dx.doi.org/10.2478/cait-2019-0033.

Full text
Abstract:
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.
APA, Harvard, Vancouver, ISO, and other styles
8

Ahmed, Mohammed Neamah, and Sawsan Rasheed Mohammed. "Developing a Risk Management Framework in Construction Project Based on Agile Management Approach." Civil Engineering Journal 5, no. 3 (2019): 608. http://dx.doi.org/10.28991/cej-2019-03091272.

Full text
Abstract:
Construction projects in nature, carry a lot of risks, and unpredictable conditions. Thus, flexible management is required for the purpose of efficient responding to the various changes appear during their implementation. As an attempt to deal with risk in the construction project, this research aims at proposing a risk management framework in construction projects that built based on Agile management concept, which is a sequence of procedure deals with the project’ primary vision to its final delivery. The risk management framework will trace alignment and discover a contact between Agile and traditional project management concepts and find contact points among two of the more used Agile frameworks (Scrum) and one of the more confirmed project management framework (PMBOK®) processes. This will result in a recognition of comparable areas between Scrum and PMBOK® processes. The goal of the framework is to assist the project managers to adapt a more flexible approach to managing and implementing the construction project. The results proved that Agile management process from the create prioritized project backlog, sprint planning, sprint review, to sprint retrospective procedures and less time of the cycle, eliminate or mitigate many risks that lead to project challenges and failure.
APA, Harvard, Vancouver, ISO, and other styles
9

Altunel, Haluk. "Agile Project Management in Product Life Cycle." International Journal of Information Technology Project Management 8, no. 2 (2017): 50–63. http://dx.doi.org/10.4018/ijitpm.2017040104.

Full text
Abstract:
Agile project management methodologies are becoming more popular day by day. They provide flexibility and adaptability to customers and project teams in terms of planning and competition. Due to these benefits, the share of the agile managed projects has been increasing. Most of the agile projects are executed on products. On the other hand, every product has a life cycle. Just as living beings, it is born, it grows/changes, matures, loses ground and completes its life and dies. The stages that define the product life in this way were put forth in The Product Life Cycle Theory. One or generally more projects and various operational works accompany the product throughout the product life. In this study, the effects of applying agile project management principles on product's life cycle are analyzed. In order to receive effective results from the agile project that accompany the product, project is suggested to be divided into phases and these phases are proposed to be differentiated according to the stage of the product. Furthermore, Product Life-time Project concept is introduced with agile methodologies. It reserves a project and its team to a specific product during its whole life. Product Life-time Project is applied to software development and automotive industries and the results are presented and compared with the traditional approach.
APA, Harvard, Vancouver, ISO, and other styles
10

Azanha, Adrialdo, Ana Rita Tiradentes Terra Argoud, João Batista de Camargo Junior, and Pedro Domingos Antoniolli. "Agile project management with Scrum." International Journal of Managing Projects in Business 10, no. 1 (2017): 121–42. http://dx.doi.org/10.1108/ijmpb-06-2016-0054.

Full text
Abstract:
Purpose The purpose of this paper is to analyze the benefits of the agile project management (APM) framework compared to the traditional waterfall model, and understand how it can help companies add value and gain competitive advantage. Design/methodology/approach The methodology used was the exploratory qualitative research through a case study of a software project, developed with the support and application of the Scrum framework, in a pharmaceutical industry information technology project. Findings There were benefits found in the utilization of the agile framework, such as increased motivation and staff satisfaction, better control of requirements and especially higher quality of the delivered system, generating added value to the organization. Additionally, the project allowed the use of features from the first month of the application deployed, enabling a 75 percent reduction in development time, compared to traditional methods. The software development time was four months, 30 percent of what would be the total if the traditional methodology was adopted. Based on the results, the agile framework, especially the Scrum, proved to be a viable option as a project management approach. Research limitations/implications Since this research is an exploratory case study, its results cannot be generalized. Practical implications The paper provides relevant practical information and experiences to managers interested in implementing APM, as well as those interested in improving the management of projects. Originality/value This paper provides a case study with practical implications of using APM, and APM’s benefits and advantages are compared with the traditional waterfall approach. Companies can use this case study to better understand about the advantages and strengths of APM over the traditional approach.
APA, Harvard, Vancouver, ISO, and other styles
More sources

Dissertations / Theses on the topic "Agile project management management"

1

BACK, OLIVER, and EMIR ISAKOVIC. "Agile Project Portfolio Management Challenges." Thesis, KTH, Industriell ekonomi och organisation (Inst.), 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-236485.

Full text
Abstract:
Globalization allows companies to reach a larger customer base and to focus on niche markets, driving specialization. Conversely, it also lets customers choose from a wider array of options on any given market, which all together leads to increased competition. Such global scale competition is straining profitability and urges companies to innovate both strategy and operations in search of competitive advantages. The ensuing increased rate of change has placed an emphasis on achieving flexibility to ensure alignment with market needs, with companies successful in quick modifications flourishing even in face of unpredictable and unceasing turbulence. The trend toward increasing turbulence is acutely experienced by the automotive industry. Due to the commoditization of hardware in light of digitalization, the automotive industry is undergoing a shift in profitability toward software. The adaptation of strategy to the market is vital to survival, which in turn means that the operationalization of the strategy is crucial. One way to actualize the strategy is through project portfolio management (PPM). As corporate strategy and project portfolios are tightly connected, PPM is essential to implementing the strategy. It is of interest to study the flexible qualities of PPM in an individual industry moving from stable to turbulent, in order to gain insight into the challenges of that industry. The flexible properties of PPM in the automotive industry is thus of utmost importance to the survival of companies. The built-in flexibility of PPM is however not always enough and there is an increasing interest in agile PPM (APPM). So far, there is little advancement on the topic of APPM, and the need for further understanding is obvious with consideration to recent market developments, especially in the automotive industry. This thesis has employed a single case study to understand what challenges traditional companies in the automotive industry face when trying to become more agile in their project portfolio management in order to align their organization around agile practices on the team level and increase responsiveness to external changes. Adopting an abductive approach, empirical data was collected using interviews, observations, documents as well as a survey. The results of this study are twofold. Firstly, an exhaustive mapping of a major automotive company’s PPM process is presented. Secondly, this mapping is utilized to establish what PPM processes could be made more agile and what the main challenges are.<br>Globalisering möjliggör för företag att utöka sin kundbas och fokusera på nischmarknader, vilket driver specialisering. Kunderna kan samtidigt välja från ett större utbud av alternativ på marknaden som leder till en ökad konkurrens. Sådan global konkurrens bidrar till en lägre lönsamhet och tvingar företag att förnya sin strategi och verksamhet, i jakt på konkurrensfördelar. Den snabba förändringen har ökat kravet på att uppnå flexibilitet för att säkerställa anpassning till marknadens behov, där företag som lyckats med snabba förändringar kan prestera trots oförutsägbar och oupphörlig turbulens. Trenden mot ökad turbulens är tydligt märkbar inom bilindustrin. Allt eftersom differentierbarheten för hårdvara minskar i ljuset av digitalisering, pågår en förskjutning av lönsamheten mot mjukvara inom bilindustrin. Anpassning av strategin till marknaden är avgörande för överlevnad, vilket i sin tur innebär att strategins operationalisering är avgörande. Ett sätt att realisera strategin är genom hantering av projektportföljen (PPM). Eftersom företagsstrategi och projektportföljer är tätt sammankopplade, är PPM viktigt för att uppnå strategiska mål. PPM:s flexibla egenskaper inom bilindustrin är således av största vikt för företagens överlevnad. Det är intressant att studera flexibla egenskaper inom PPM i en stabil bransch som är under förändring för att få insikt i utmaningarna som branschen står inför. Den inbyggda flexibiliteten hos PPM är dock inte alltid tillräcklig och det finns ett ökande intresse för agil PPM (APPM). Hittills finns det få framsteg på APPM-området och behovet av ytterligare kunskap är uppenbart med tanke på den senaste marknadsutvecklingen, särskilt inom bilindustrin. I denna avhandling används en enskild fallstudie för att förstå vilka utmaningar som traditionella företag inom bilindustrin står inför när de försöker bli mer agila i sin projektportföljshantering, för att kunna linjera företaget kring agila rutiner på teamnivå och öka responsförmågan gentemot externa förändringar. Genom att utnyttja ett abduktivt tillvägagångssätt samlades empiriska data in med hjälp av intervjuer, observationer, dokument samt en enkätundersökning. Resultatet av denna studie är tvåfaldigt. Först och främst presenteras en uttömmande kartläggning av ett omfattande bilföretags PPM-process. Sedan används denna kartläggning för att fastställa vilka PPM-processer som kan göras mer agila och vilka huvudsakliga utmaningar som finns i samband med detta.
APA, Harvard, Vancouver, ISO, and other styles
2

Rauniyar, Bhaskar. "Improving Project Management with Agile Thinking." Thesis, KTH, Tillämpad maskinteknik (KTH Södertälje), 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-138010.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

SILVA, BRUNO SIQUEIRA. "DYNAMIC WORKFLOWS IN AGILE PROJECT MANAGEMENT." PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2009. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=16012@1.

Full text
Abstract:
PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO<br>É apresentada uma implementação de um workflow dinâmico para uma ferramenta de gerência de projetos. O workflow criado possui regras de negócio inspiradas em duas metodologias ágeis consagradas no mercado: o Scrum e XP (extreme programming). O objetivo do trabalho é apresentar uma ferramenta de gerência de projetos incrementais flexível e adaptável às necessidades dos diferentes projetos. Também é apresentada uma avaliação experimental do uso da ferramenta ao longo do desenvolvimento deste projeto.<br>A dynamic workflow for a management tool is presented. The workflow created has business rules based on two agile methodologies: Scrum and XP (extreme programming). The main objective of this work is to present an agile project management tool with a flexible workflow, adaptable to different projects requirements. Finally, we present an experimental evaluation of the use of the tool while developing this project.
APA, Harvard, Vancouver, ISO, and other styles
4

Gkritsi, Aikaterini. "Agile game : a project management game for agile methods." Thesis, University of Southampton, 2010. https://eprints.soton.ac.uk/272766/.

Full text
Abstract:
Since mid-1990s, companies have adopted agile methods and incorporated them in their development methodologies. For this reason, future project managers and developers need to have a full understanding of these methods. At present, the university’s approach to agile methods is theoretical and is not reflected during the development of a product and their practical use. The purpose of this project is the creation of a software system in the form of a game, named Agile Game, which simulates their use. The system is designed for use as supplementary material in lectures, to help students understand agile methods, to present their use within a project, and to demonstrate how they differ from traditional project management methodologies. The final system, which is web based, was implemented using PHP, MySQL and JavaScript. It was fully tested against the requirements and evaluated by peer students. The evaluation showed that the majority of users were satisfied with the system but they thought that it should contain more detailed information at every step of the game. For this reason, some parts of the design and the content were reviewed to meet user requirements.
APA, Harvard, Vancouver, ISO, and other styles
5

Valenzuela, Musura Rafael, and Francesco Albarosa. "Social Sustainability Aspects of Agile Project Management : An Exploratory Study of Social Sustainability Aspects in Agile Project Management." Thesis, Umeå universitet, Företagsekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-130909.

Full text
Abstract:
Purpose: The purpose of this thesis is to explore a new perspective within the sustainability of project management theoretical area. The research focuses on verifying the existence of  interconnections between Agile Project Management and Social Sustainability, and on understanding how Agile Project Management impacts organisational social dynamics from a Social Sustainability point of view. Research Methodology/ Approach/ Design: Through an in-depth single-holistic case study,  the research investigates the social dynamics taking place amongst the members of an international IT company, applying an agile project management framework since more than two years. A total of six extensive semi-structured interviews have been carried out with people covering different positions within the company. By working on qualitative data from the interviews, the researchers obtained an in-vivo set of interconnected concepts. The analysis work consisted in qualitatively analysing these concepts and relations in order to build a network diagram reproducing graphically the interconnections existing between Agile Project Management elements and the Social Sustainability factors proposed by Missimer et al. (2016a, 2016b). Research Findings: The findings - obtained through the analysis of the network diagram - have been analysed with the lenses of the five factors, that have not to be degraded in order to ensure the social sustainability of a social system. It has been found that implementation of Agile Project Management, within the company’s environment, has impacted the organisation’s social dynamics in several ways. These impacts influenced in a direct or indirect way individual’s “Health”, their “Capacity to Influence”, their “Capacity to Acquire New Competences”, and their “Capacity of Meaning-Making”. By analysing the type of influence APM has on these four aforementioned factors, it has been found that it influences positively all of them. This allowed us to conclude that, according to Missimer et al. definition of Social Sustainability, Agile Project Management shows several interconnections to Social Sustainability and that it seems to benefit organisational internal social dynamics making them more socially sustainable. Research limitations: Because of the exploratory nature of the research, the empirical study has been based on a single in-depth case study. However, generalisability of the findings are limited by the inherent limitations of this inquiry strategy. Further researches will allow to verify and eventually expand or complete the proposed model. Originality/value: This research contributes to a detailed understanding of the existing relations between Agile Project Management and Social Sustainability theory. This represents a completely new point of view in the studies of Sustainability of Project Management, suggesting the validity of a new stream of research focusing on Agile Project Management as a new project management process through which promote corporate sustainability.
APA, Harvard, Vancouver, ISO, and other styles
6

Ekström, Axel, and Emma Pettersson. "Agile project management in the design stage – Construction projects possibilities to apply agile methods." Thesis, KTH, Fastigheter och byggande, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-190210.

Full text
Abstract:
The construction industry has a clear process it follows therefore the working method within it also has become rigid. Through long time the stage-gate model has been used by the project management. Construction projects are often complex, have long stages and long decisions routes. When a stage is completed questions have been raised and lead to that change is needed to be made before moving on to next stage. This takes time, costs more than calculated and the function gets compromised. The purpose with this thesis is to investigate if the current project management approach can be performed more efficiently by applying agile project management to the design stage. This thesis is performed with a qualitative research approach. It started with a thoroughly literature review of relevant topics such as agile project management, the construction process and change management. When a solid base of knowledge was gathered about the research area an interview study was conducted and a survey was sent out. The findings are a result from the interview study and the survey. The interview questions and findings are divided into four focus areas of agile project management which are project planning, meeting structure, group collaboration and communication. The discussion connects the literature with the information from the interviews and the discussion is presented with the reflections from the authors. The conclusions present the answers on the research questions. The final chapter about further research is presenting perspectives that have not been answered in this thesis. The thesis concludes that project management methods within construction projects are not as rigid as it is described in the literature. The lack of knowledge and awareness of other working methods creates a culture of "this is how it always has been done" within the four focus areas of agile project management. All of the reference projects were time pressured and it was in those situations where ii most tendencies to adjust management method was shown. The studied projects had fixed meeting structures and when emergency occurred, extra meetings were held. The project management teams had good collaboration due to that they were co-located and not too big groups. The co-location also facilitated the communication which was compared to team members that were not co-located and struggled with the communication. The communication generally worked well vertically and was struggling horizontally. Agile project management cannot be achieved to 100% and it is difficult to apply all of its characteristics on the construction industry since it was developed from the software industry which has other traits than construction. On the other hand, agile project management is a mindset of continuously improvement and flexibility of the used working methods which can be used by the construction industry. The construction industry has to follow some specific processes such as applying for building permits and is affected by political decisions. Therefore the current project management methods are restricted to follow certain frameworks. The framework is hard to change though it leaves space for changed methods and attitudes within the framework and the design stage. All types of construction projects can use the agile mindset and it is important that the whole organization relates to the agile mindset to achieve greatest outcome. Steps towards agile can be done in current projects by emphasis more on reconciliations and let the projects progression decide the meeting structure.<br>Byggprocessen är en väletablerad process inom byggindustrin som byggprojekt genomgår. Genom de tydliga och historiska riktlinjerna som processen följer har byggindustrin fått anseendet att vara stel och konservativ. För att hantera byggprocessen har projektledningen följt Stage-gate modellen med tydliga delmål och beslutsgrindar. Byggprojekt är ofta komplicerade och stora vilket leder till långa beslutsvägar. När ett projekt når en grind vid ett avslut av ett delmål uppstår ofta frågor som leder till förändringar av delmålet. För att behandla förändringarna så behöver processen genomgå ett omtag, att göra om delmålet innan processen kan gå vidare till nästa delmål. Omtagen tar tid, kostar pengar och det kompromissas med funktionen. Denna uppsats har som mål att undersöka om den aktuella projektledningsmetoden kan effektiviseras genom att introducera agil projektledning i projekteringen. Uppsatsen genomförs med en kvalitativ metod. Det första steget är att finna relevant litteratur om berörda ämnen som agil projektledning, byggprocessen och förändringsledning. Med fördjupad kunskap och förståelse inom ämnena genomfördes en intervjustudie och en enkät sändes ut. Resultaten identifierades från intervjuerna och svaren från enkäten. Intervjufrågorna och resultatet är uppdelat i fyra olika agila kategorier som anses gå att applicera på byggindustrin. Kategorierna är projektplanering, mötesstruktur, gruppsamarbete och kommunikation. Resultatet följs utav diskussionen som binder samman litteraturen med resultatet och författarnas reflektioner. Därefter presenteras slutsatsen och avslutningsvis rekommenderas frågeställningar till fortsatta undersökningar. Projektledningsmetoderna som används inom byggprojekt upplevdes inte lika stela som litteraturen beskriver dock fanns det lite kunskap och medvetenhet om andra typer av projektledningsmetoder. Avsaknaden är en bidragande faktor till att den upplevda kulturen anses vara konservativ. Inom de fyra kategorierna fanns det möjligheter till att arbeta mer agilt. När projekten är tidspressade visades mest benägenhet på att förändra projektledningsmetoden. Detta kunde ses tydligt på mötesstrukturen i projekten där den var fast ifrån början men blev mer rörlig då kritiska situationer uppstod. Gruppsamarbetet fungerade bra inom projektledningen för att de var samlokaliserade och inte för stora grupper. Detta underlättade även för en fungerande kommunikation då det märktes att de som inte var samlokaliserade hade svårigheter med kommunikationen. De horisontella kommunikationsvägarna hade generellt sett svårare att fungera än de vertikala kommunikationsvägarna. Eftersom agilt inte är en standard utan är ett arbetssätt som alltid strävar efter att förbättras är det svårt att uppnå ett 100 % agilt arbetssätt. Inom byggindustrin finns vissa ramverk som ska följas vilket gör att projektledningen begränsas. Med fasta ramverk finns lite utrymme för förändring men det finns möjlighet till att förändra processen och tankesättet inom ramverket. Alla typer av byggprojekt kan därför anamma delar av agil projektledning och för att uppnå största möjliga effekt gäller det att hela organisationen är engagerad. Andra enkla steg för att arbeta mer agilt inom projektledningen är att lägga mer vikt vid avstämningsmöten och låta projektets utveckling bestämma mötesstrukturen.
APA, Harvard, Vancouver, ISO, and other styles
7

Mohan, Aneesha. "Agile Project Management Challenges : Analyzing and Exploring Agile Project Management Challenges from a Practitioner Perspective: A case study on HMS." Thesis, Högskolan i Halmstad, Akademin för ekonomi, teknik och naturvetenskap, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-37536.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Asbjørnslett, Bjørn Egil. "Project supply chain management : From agile to lean." Doctoral thesis, Norwegian University of Science and Technology, Department of Productions and Quality Engineering, 2003. http://urn.kb.se/resolve?urn=urn:nbn:no:ntnu:diva-339.

Full text
Abstract:
<p>More than forty years has passed since the start of the North Sea oil and gas developments. On the managerial side of the projects there have been large cost overruns, project planning and control measures developed to avoid these, initiatives to improve the industry’s competitiveness in the North Sea, as well as measures to improve the supply chains contribution in the projects. We have seen a focus first and foremost on the CAPEX side of the projects, which still is the public measure of a ‘project’s’ success as seen in medias coverage. However, the operation side of the project has been given extended focus, especially through life-cycle cost measures, and life cycle value measures trying to balance out the CAPEX, OPEX and income sides of the project to obtain the most commercial value enhancement from each project. At the same time there has been an increasing focus on the core business among the project demand and supply chain actors in this industry as in most other industries.</p><p>Our belief is that this necessitates an enhanced focus on the project demand and supply chains of the industry, both for the projects development and operations phases. A question is whether the project demand and supply chain developments are approached appropriately according to the characteristics of the industry’s project context?</p>
APA, Harvard, Vancouver, ISO, and other styles
9

Kaller, Emma, and Lina Söderqvist. "Implementing Agile : A Qualitative Case Study About Agile Project Management at SEB." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-415898.

Full text
Abstract:
Many organizations turn to agile methods and practices in their organization in order to retain competitiveness in today's rapidly changing environment and changing customer demands. Researchers claim agile practices, such as Agile Project Management to be most successful if implemented in the entire organization, in an all-or-nothing approach. However, as many traditional organizations are attempting to adopt agile principles such as APM, few studies have been made to what extent agile methods and practices can be successful in traditional organizations. This research investigates how a APM-team at SEB can function in accordance to agile philosophy, and further, if the legacy and traditional structures at SEB counteract the APM-team. The study is a single case study, investigating one APM-team at SEB through semi-structured interviews and organizational documents. In order to answer the research question, a model of analysis was derived in order to capture the important theoretical concepts. It was found that the investigated APM-team in SEB does not function fully in order with agile philosophies, and further that the traditional structures and legacy at SEB hinders the APMteam to work according to agile philosophies. It was also found that the APM-team experienced difficulties with the actual agile way of working, which could affect their ability to work in accordance with said practices. Further research is needed for a greater context to fully understand how traditional organizations can counteract agile initiatives.
APA, Harvard, Vancouver, ISO, and other styles
10

Kapic, Charlott. "Managing the Agile Scalability to implement Agile Project Portfolio Management : A Case Study within the Automotive Industry." Thesis, KTH, Skolan för industriell teknik och management (ITM), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-264080.

Full text
Abstract:
Emerging markets, development of new technologies, sustainability policies and change in customer demand are dramatically changing today’s economies. The business environment is more dynamic than ever before. One particular industry that is currently influenced by significant transformational forces is the automotive industry. These transformational forces, such as autonomy, connectivity and electrification, are driving the change towards a future state where shorter lead times and closer customer interaction will be essential in order to satisfy the needs of the changing market. To deal with external changes, organizations are increasingly focusing on agility as a way to gain new forms of competitive advantage. The benefits of agile methods at the team level has inspired the use of agile practices at a larger scale, all the way up to the portfolio level. Project portfolio management (PPM) connects the strategy of the organization with the distribution of resources across projects in the portfolio. There is little empirical evidence on the agile methods performed in PPM, thus of interest to study. Due to the high complexity at the portfolio level, it becomes increasingly difficult to scale agile methods. This thesis is based on a single-case study within the automotive industry to gain a better understanding of how a mature automotive company can manage the agile scalability to become more agile in their project portfolio management. An abductive approach was applied with gathering methods comprising interviews, documents and observations. The results of this thesis highlight the major deficiencies with the case company’s current PPM, as well as their performance in scaling agile.<br>Tillväxtmarknader, utveckling av ny teknik, hållbarhetspolitik samt förändring av kundkrav påverkar dagens ekonomi dramatiskt. Affärsmarknaden är mer dynamisk än någonsin tidigare. En viss industri som för närvarande påverkas av bemärkta förändringar är fordonsindustrin. Trender som autonomi, elektrifiering och uppkopplade fordon driver förändringen mot ett framtida tillstånd där kortare ledtider och närmare kundinteraktion kommer att vara nödvändiga för att tillgodose marknadsbehoven. För att hantera externa förändringar fokuserar organisationer alltmer på att arbeta agilt. Fördelarna som agila metoder har på teamnivå har inspirerat användningen av dem på en större skala, hela vägen upp till portföljnivå. Projektportföljstyrning (PPM) förenar organisationens strategi med fördelningen av resurser på projekt i portföljen. Det existerar lite empiriskt bevis på användandet av agila metoder på portföljnivå, därav intresse att studera. Den höga komplexitet som portföljnivån utgör gör det svårare att skala upp agila arbetssätt. Denna avhandling bygger på en fallstudie inom fordonsindustrin för att skapa en bättre förståelse för hur ett moget fordonsföretag hanterar den agila skalbarheten för att bli mer agila i sin portföljstyrning. En abduktiv metod användes med datainsamlingsmetoder som omfattade intervjuer, dokument och observationer. Resultatet av denna avhandling belyser bristerna med företagets nuvarande PPM, samt deras prestanda i agil skalbarhet.
APA, Harvard, Vancouver, ISO, and other styles
More sources

Books on the topic "Agile project management management"

1

Schwaber, Ken. Agile Project Management with Scrum. Microsoft Press, 2007.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
2

Stern, Terra Vanzant. Lean and Agile Project Management. Productivity Press, 2020. http://dx.doi.org/10.4324/9780429343414.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Stern, Terra Vanzant. Lean and Agile Project Management. Productivity Press, 2017. http://dx.doi.org/10.1201/9781315166087.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Effective project management: Traditional, agile, extreme. 6th ed. Wiley, 2012.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
5

Agile project management: Creating innovative products. Addison Wesley Professional, 2010.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
6

Effective project management: Traditional, agile, extreme. 5th ed. Wiley Technology Pub., 2009.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
7

Agile project management: Creating innovative products. Addison-Wesley, 2004.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
8

Crowder, James A., and Shelli Friess. Agile Project Management: Managing for Success. Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-09018-4.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Rossberg, Joachim. Agile Project Management with Azure DevOps. Apress, 2019. http://dx.doi.org/10.1007/978-1-4842-4483-8.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Cobb, Charles G. Making Sense of Agile Project Management. John Wiley & Sons, Inc., 2011. http://dx.doi.org/10.1002/9781118085950.

Full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Book chapters on the topic "Agile project management management"

1

Moran, Alan. "Agile Project Management." In Managing Agile. Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-16262-1_4.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Cimolini, Patrick, and Karen Cannell. "Project Management." In Agile Oracle Application Express. Apress, 2012. http://dx.doi.org/10.1007/978-1-4302-3760-0_5.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Schwaber, Ken. "Agile Project Management." In Extreme Programming and Agile Processes in Software Engineering. Springer Berlin Heidelberg, 2005. http://dx.doi.org/10.1007/11499053_47.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Maurer, Frank, Mike Cohn, Mike Griffiths, Jim Highsmith, Ken Schwaber, and Philippe Kruchten. "Agile Project Management." In Lecture Notes in Computer Science. Springer Berlin Heidelberg, 2004. http://dx.doi.org/10.1007/978-3-540-27777-4_29.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Croitoru, Haniel. "Agile Project Management." In Agile Office 365. Apress, 2018. http://dx.doi.org/10.1007/978-1-4842-4081-6_2.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Dybå, Tore, Torgeir Dingsøyr, and Nils Brede Moe. "Agile Project Management." In Software Project Management in a Changing World. Springer Berlin Heidelberg, 2014. http://dx.doi.org/10.1007/978-3-642-55035-5_11.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Taylor, Peter, and Emma Sharrock. "Agile project management." In Make Your Business Agile. Routledge, 2021. http://dx.doi.org/10.4324/9781003031826-10.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Moran, Alan. "Project Risk Management." In Agile Risk Management. Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-05008-9_2.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Patanakul, Peerasit, James Henry, and Jeffrey A. Leach. "Agile Project Execution." In Project Management ToolBox. John Wiley & Sons, Inc, 2016. http://dx.doi.org/10.1002/9781119174820.ch11.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Nielsen, Klaus. "“Financial” Project Portfolio Management." In Agile Portfolio Management. Productivity Press, 2021. http://dx.doi.org/10.4324/9781003200406-1.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Conference papers on the topic "Agile project management management"

1

Molhanec, Martin. "Agile project management framework." In 2010 33rd International Spring Seminar on Electronics Technology (ISSE). IEEE, 2010. http://dx.doi.org/10.1109/isse.2010.5547336.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Soldan, Premysl, and Lenka Landryova. "Agile methods of project management." In 2011 12th International Carpathian Control Conference (ICCC). IEEE, 2011. http://dx.doi.org/10.1109/carpathiancc.2011.5945881.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Lyra, Kamila Takayama, Marcela Lopes Alves, Fernando H. Carvalho Silva, Kathiani Souza, and Seiji Isotani. "An agile project management experience." In the XXXII Brazilian Symposium. ACM Press, 2018. http://dx.doi.org/10.1145/3266237.3266248.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Issa, Lana, Mahdi Alkhatib, Aalaa Al-badarneh, and Abdallah Qusef. "Employee Retention in Agile Project Management." In 2019 10th International Conference on Information and Communication Systems (ICICS). IEEE, 2019. http://dx.doi.org/10.1109/iacs.2019.8809132.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Molhanec, Martin. "Agile project management in product design." In 2008 31st International Spring Seminar on Electronics Technology (ISSE). IEEE, 2008. http://dx.doi.org/10.1109/isse.2008.5276637.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Chovanova, H. Hrablik, R. Husovic, D. Babcanova, and H. Makysova. "Agile Project Management ― What is It?" In 2020 18th International Conference on Emerging eLearning Technologies and Applications (ICETA). IEEE, 2020. http://dx.doi.org/10.1109/iceta51985.2020.9379181.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Haj Hamad, Ruba Mohammad, and Mustafa Al Fayoumi. "Scalable Agile Transformation Process (SATP) to Convert Waterfall Project Management Office into Agile Project Management Office." In 2018 International Arab Conference on Information Technology (ACIT). IEEE, 2018. http://dx.doi.org/10.1109/acit.2018.8672701.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Miller, Gloria. "Project Management Tasks in Agile Projects: A Quantitative Study." In 2019 Federated Conference on Computer Science and Information Systems. IEEE, 2019. http://dx.doi.org/10.15439/2019f117.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

George Saadé, Raafat, and Syed S Shah. "Exploring an Agile Learning Activity to Teach Agile Project Management." In InSITE 2016: Informing Science + IT Education Conferences: Lithuania. Informing Science Institute, 2016. http://dx.doi.org/10.28945/3454.

Full text
Abstract:
In this study, we adapted the agile approach to teaching. Students took an idea from inception, through the first and second agile project management iterations, and incorporated feedback from their classmates in between. The goal was to demonstrate through a flexible process how products/services can be improved. We started with the practice and followed up with the theory. The results and metrics were positive in terms of the outcomes that the agile project management approach intends to produce. There was a clear enhancement to the product/service measured value (along 3 metrics) in the second iteration. We describe herein the context, the process, the tool used, and the results and we conclude with a small discussion on the limitations of the study.
APA, Harvard, Vancouver, ISO, and other styles
10

Berbegal-Mirabent, Jasmina, Dolors Gil-Doménech, and Nídia Berbegal-Mirabent. "Teaching agile methodologies in a project management course." In Third International Conference on Higher Education Advances. Universitat Politècnica València, 2017. http://dx.doi.org/10.4995/head17.2017.5181.

Full text
Abstract:
The increasingly dynamic, competitive and volatile business environment that characterizes today’s marketplace demands for rapid delivery of high-quality outcomes, aligning development with customer needs and company goals. Agile methodologies have gained widespread popularity due to their easy implementation and adaptability to different industrial contexts. Although these methodologies originally emerged in the software and computer science field, they have been rapidly imported to other disciplines such as management and business. This paper describes an activity developed in a Project Management course during the academic year 2016/17. The activity is designed with the objective of not only teaching students agile methodologies (and scrum in particular), but also to allow them understand the basis of such methodologies by implementing a class project. The activity details as well as students’ perceptions are analyzed and discussed. The feedback collected indicates that students positively valued the activity and that they believe that through this activity they have been able to learn the fundamentals of agile methodologies.
APA, Harvard, Vancouver, ISO, and other styles

Reports on the topic "Agile project management management"

1

Herring, Angela M. A Lightweight Agile Process for Project Management. Office of Scientific and Technical Information (OSTI), 2019. http://dx.doi.org/10.2172/1529520.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Suri, Niranjan. Agile Computing for Air Force Information Management Infrastructures. Defense Technical Information Center, 2008. http://dx.doi.org/10.21236/ada483445.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

BRIGGS, S. L. K. ENVIRONMENTAL MANAGEMENT SYSTEM PROJECT MANAGEMENT PLAN. Office of Scientific and Technical Information (OSTI), 1999. http://dx.doi.org/10.2172/757133.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

ADAMS, D. E. Project Hanford management contract quality improvement project management plan. Office of Scientific and Technical Information (OSTI), 1999. http://dx.doi.org/10.2172/781598.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

McCullouch, Bob, and Walter Land. Project Management Training. Purdue University Press, 2011. http://dx.doi.org/10.5703/1288284314626.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

SHIPLER, C. E. Project Management Plan (PMP) for Work Management Implementation. Office of Scientific and Technical Information (OSTI), 2000. http://dx.doi.org/10.2172/801137.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Krupnick, Jim, and Joe Harkins. ALS Project Management Manual. Office of Scientific and Technical Information (OSTI), 2000. http://dx.doi.org/10.2172/827560.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Vinci, Greg. Ethics In Project Management. Defense Technical Information Center, 1999. http://dx.doi.org/10.21236/ada373347.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Feller, Peter H., and Roger Smeaton. The Project Management Experiment. Defense Technical Information Center, 1988. http://dx.doi.org/10.21236/ada197490.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

WILLIAMS, N. H. IX disposition project, project management plan. Office of Scientific and Technical Information (OSTI), 1999. http://dx.doi.org/10.2172/782365.

Full text
APA, Harvard, Vancouver, ISO, and other styles
You might also be interested in the extended bibliographies on the topic 'Agile project management management' for particular source types:
Journal articles Dissertations / Theses Books
We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!

To the bibliography