Journal articles: 'Agile project management management'

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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

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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.

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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.

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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.

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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.

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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.

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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.

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Neamah Ahmed, Mohammed, and Sawsan Rasheed Mohammed. "Agile Quality Management Framework in Construction Projects (AQMFCP)." International Journal of Engineering & Technology 7, no. 4.20 (2018): 307. http://dx.doi.org/10.14419/ijet.v7i4.20.25944.

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In project management there has been a shift from traditional project management to the Agile Project Management (APM) style. The proposed Agile Quality Management Framework in Construction Projects will be built as a sequence of procedure that deals with a project from primary vision of project to the final delivery of project, will trace alignment and discover a contact between Agile and Traditional Project Management (TPM) 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. Agile quality Management Framework is a new agile framework that covers the whole project lifecycle. 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 findings arrive that the agile project management using the Scrum methodology profits effectiveness procedures and a lower duration of process, ensuring value of quality planning and control inputs.

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ELENA, MIRCEA. "Project Management using Agile Frameworks." ECONOMY INFORMATICS JOURNAL 19, no. 1/2019 (2019): 34–43. http://dx.doi.org/10.12948/ei2019.01.04.

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Малинина and Mariya Malinina. "MATURITY MODELS FOR AGILE PROJECT MANAGEMENT." Russian Journal of Project Management 2, no. 2 (2013): 30–39. http://dx.doi.org/10.12737/504.

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Agile methodologies are widely introduced in project management though their implementation is often eliminated to separate practices and tools application. A system approach to the maturity development requires special tools which consider IT projects execution peculiarities. Maturity models are the assessment and development tool which provide a company with an opportunity to improve its project management and environment. In the present article the author focuses on existing maturity models both in traditional and agile project management.

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Shein, Cyndi, Hannah E. Robinson, and Hana Gutierrez. "Agility in the Archives: Translating Agile Methods to Archival Project Management." RBM: A Journal of Rare Books, Manuscripts, and Cultural Heritage 19, no. 2 (2018): 94. http://dx.doi.org/10.5860/rbm.19.2.94.

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“Agility in the Archives” affirms the importance of project management in special collections and archives, demonstrating how agile project management methods can augment success in archival processing projects. Shein, Robinson, and Gutierrez present criteria commonly used to measure project success and examine agile project management factors that have been correlated with project success in other disciplines. The authors introduce agile principles and provide practical insight on how agile factors can be adopted to support project success in archives. Drawing examples from a grant-funded project completed by the University of Nevada, Las Vegas (UNLV) University Libraries, the authors establish parallels between efficient iterative archival processing and agile project management methods. The study calls archivists to look beyond the details of archival processing techniques and to approach archival processing projects holistically.

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Säisä, Marika Eve Katariina, Katariina Tiura, and Rita Matikainen. "Agile Project Management in University-Industry Collaboration Projects." International Journal of Information Technology Project Management 10, no. 2 (2019): 8–15. http://dx.doi.org/10.4018/ijitpm.2019040102.

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Both disciplinary and interdisciplinary knowledge is needed in order for a student to succeed as a professional after graduation. Interdisciplinary knowledge, such as project management skills are important in working life regardless the competence area. In order for a student to gain competences relevant for working life, both traditional and agile project management frameworks should be a part of their studies – in theory and in practice. In this article, a case study is presented on the integration of an agile project management framework into university-industry collaboration projects. First, the methodologies used in theFIRMA are introduced. Thereafter, the activities and the roles of theFIRMA are described and an externally funded R&D project is presented. Finally, the experiences of past and current activities are discussed, and future development thoughts are presented.

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Lehnen, Jens, Tobias Sebastian Schmidt, and Cornelius Herstatt. "Bringing agile project management into lead user projects." International Journal of Product Development 21, no. 2/3 (2016): 212. http://dx.doi.org/10.1504/ijpd.2016.078867.

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Buganová, Katarína, and Jana Šimíčková. "Risk management in traditional and agile project management." Transportation Research Procedia 40 (2019): 986–93. http://dx.doi.org/10.1016/j.trpro.2019.07.138.

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Bin Liaqat, Hannan, M. Rizwan, Jameel Qureshi, and Muhammad Shahid. "An Enhanced Software Project Management Methodology Accompanying Agile and CMMI." International Journal of Engineering and Technology 4, no. 6 (2012): 734–42. http://dx.doi.org/10.7763/ijet.2012.v4.474.

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Stare, Aljaž. "Agile project management – a future approach to the management of projects?" Dynamic Relationships Management Journal 2, no. 1 (2013): 43–53. http://dx.doi.org/10.17708/drmj.2013.v02n01a04.

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Alvarez-Dionisi, Luis Emilio. "Toward Defining the Vibrant Concept of Agile Project Management." International Journal of Information Technology Project Management 7, no. 4 (2016): 38–51. http://dx.doi.org/10.4018/ijitpm.2016100103.

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Current studies have presented multiple understandings or meanings to the concept of agile project management. However, there has not been a formal definition of agile project management, which relates the underlying theoretical foundation of project management with the agile project management literature. This study presents various concepts of project and project management in order to articulate a final research-based definition of agile project management. Consequently, a formal definition of agile project management is constructed. As a result, the paper concludes with a set of recommendations for further research on agile project management. This paper is a portion of an ongoing computer information system's research effort on agile frameworks.

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Galli, Brian J. "The Value of Communication in Agile Project Management." International Journal of Strategic Engineering 4, no. 2 (2021): 39–61. http://dx.doi.org/10.4018/ijose.2021070104.

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The purpose of this research is to understand the importance and impact of communication in an Agile environment so as to suggest ways to overcome communication challenges in Agile projects. In this research, the latest use of communication methods, approaches, and challenges faced by Agile teams are thoroughly evaluated to know the best solutions to communication problems. A literature review in this study proposes that a lack of proper communication is one of the main challenges faced by Agile projects. The authors used a systematic literature review to examine pre-existing literature and to select the most pertinent literature to assess these variables in depth and to create an assessment model. The ultimate outcome of this study was the development of the best practices that improve communication in Agile project environments.

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Zavyalova, Elena, Dmitri Sokolov, and Antonina Lisovskaya. "Agile vs traditional project management approaches." International Journal of Organizational Analysis 28, no. 5 (2020): 1095–112. http://dx.doi.org/10.1108/ijoa-08-2019-1857.

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Purpose Agile project management methods gain increasing attention of practitioners while they often remain neglected by scholarly research. Specifically, there is little known about how performance factors of agile firms differ from those of traditional firms. Scholars argue that these factors often relate to a firm’s human resource management (HRM). This study aims to analyze and compare the HRM architectures in agile and traditional project-based organizations that lead to high firm performance. Design/methodology/approach The authors apply fuzzy-set qualitative comparative analysis on data of 154 project-based organizations of diverse professional service industries in Russia. Findings This study’s findings suggest that HRM architectures of high-performance agile firms imply a broad use of ability-, motivation- and opportunity-enhancing practices and a high degree of HRM process centralization, while traditional firms adopt more diverse HRM architectures. Originality/value Based on this study’s results, the authors stress the importance of ensuring a good fit between a company’s project management approach and HRM architecture. The revealed configurations may also provide guidance for practitioners on designing effective HRM architectures in project-based organizations.

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Trzeciak, Mateusz. "Sustainable Risk Management in IT Enterprises." Risks 9, no. 7 (2021): 135. http://dx.doi.org/10.3390/risks9070135.

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A synthesis of literature studies covering the determinants of agile project management methods, risk management processes as well as factors influencing the shaping of project success and failure clearly indicates that in most publications on risk in agile managed projects, the human factor is heavily underestimated at the expense of often excessive favoring of procedures. Meanwhile, after analyzing the risk factors that arise in agile-managed IT projects, it became apparent that in addition to aspects such as technology, hardware, system, or even project schedule and cost, the project team is highlighted, which is also the second concept with the GPM P5 Standard for Sustainability in Project Management. Thus, the purpose of this article is to develop a model for risk management in IT projects. As a result of the empirical research carried out by means of an expert interview (108 experts) and a questionnaire survey (123 respondents), a risk management model was developed and six original risk management areas were identified, describing 73.92% of all risk factors that may occur during the implementation of an IT project. Furthermore, empirical studies confirm that basic processes such as risk factor identification, impact assessment, and key risk factor management are used by managers and/or team leaders during the implementation of IT projects.

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Sirashki, Histo. "WORKING OF FLEXIBLE PROJECT MANAGEMENT TEAMS (AGILE)." Knowledge International Journal 34, no. 5 (2019): 1537–40. http://dx.doi.org/10.35120/kij34051537s.

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Flexible project management known as Agile is increasingly used by organizations. This is because there is an opportunity to simplify the work and increase the efficiency of the project management or implementation teams, precisely through the use of a flexible project management system. The great advantage is the wide freedom of action and the discovery of many alternatives when working on projects. Unlike conventional project management, iterative cycles are worked on here, an intermediate evaluation of the results is made and new opportunities are opened on this basis. This is a particular challenge for teams and their capabilities.Practice shows that many organizations apply a flexible approach in order to increase the effectiveness of project work, even just because of the involvement of each participant in the activity and the possibility of freedom of action at every stage of the project.

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Kim, tai-dal. "Software development project management using Agile methodology." Journal of the Institute of Internet Broadcasting and Communication 16, no. 1 (2016): 155–62. http://dx.doi.org/10.7236/jiibc.2016.16.1.155.

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Fiorentino, Antonietta. "Project Management e Agile: l'integrazione possibile." PROJECT MANAGER (IL), no. 36 (November 2018): 22–26. http://dx.doi.org/10.3280/pm2018-036006.

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MIHALACHE, Alexandra. "Project Management Tools for Agile Teams." Informatica Economica 21, no. 4/2017 (2017): 85–93. http://dx.doi.org/10.12948/issn14531305/21.4.2017.07.

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Ganebnykh, Elena, Olga Fokina, and Vitaly Lukinov. "Agile project management in lean environment." E3S Web of Conferences 135 (2019): 04049. http://dx.doi.org/10.1051/e3sconf/201913504049.

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The article discusses the possibility of integrating the traditionally opposed approaches of Agile and Kanban in the management of large manufacturing enterprises. The aim of the study is to develop a new algorithm for the implementation of lean production via formation of small work groups that operate based on Scrum methodology. Authors have classified famous approaches to lean manufacturing implementation, identified general patterns, and proposed a new integrated approach. The developed algorithm helps to launch lean production at a large enterprise in a most efficient way, quickly involve personnel in the change process, and identify change leaders. Agile frameworks in lean management support to get a specific result in a short time and make quick adjustments to scheduled plans.

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Guida, Pier Luigi. "I principi del project management agile." PROJECT MANAGER (IL), no. 5 (March 2011): 7–11. http://dx.doi.org/10.3280/pm2011-005004.

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Lappi, Teemu, Teemu Karvonen, Lucy Ellen Lwakatare, Kirsi Aaltonen, and Pasi Kuvaja. "Toward an Improved Understanding of Agile Project Governance." Project Management Journal 49, no. 6 (2018): 39–63. http://dx.doi.org/10.1177/8756972818803482.

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The purpose of this study is to provide understanding of project governance practices in agile projects. A systematic review of the previous agile literature is conducted to identify and categorize agile project governance practices, which are synthesized in a six-dimensional framework. The study contributes to the literature by contrasting traditional and agile project governance practices and by identifying new practices emerging in agile projects, while also noting remaining gaps in knowledge. The implications of this study enable managers to identify and apply feasible governance practices that can support better agile project performance.

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Marle, Franck. "An Assistance to Project Risk Management Based on Complex Systems Theory and Agile Project Management." Complexity 2020 (October 10, 2020): 1–20. http://dx.doi.org/10.1155/2020/3739129.

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Project Risk Management is crucial in determining the future performance of a complex project. Increasing project complexity makes it more and more difficult to anticipate potential events that could affect the project and to make effective decisions to reduce project risk exposure. To tackle these conceptual and managerial issues, the proposed approach introduces Complex Systems Theory-based improvements into some PRM subprocesses and runs the global PRM process using Agile Project Management principles. We argue that these advanced techniques for managing project risk complexity, notably risk interdependencies, are coherent with the distributed, self-organized nature of agile teams. This new way of structuring and executing Project Risk Management offers the possibility to make decisions more frequently, when needed, with a more distributed authority, and with richer information about anticipation of events and consequences of actions. First results show an appropriation of this combined approach by project members due to agile principles that allows for getting the more reliable information promised by Complex Systems Theory.

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Mohammed, Sawsan Rasheed, and Asmaa Jebur Jasim. "Examining the Values and Principles of Agile Construction Management in Iraqi Construction Projects." Journal of Engineering 24, no. 7 (2018): 114. http://dx.doi.org/10.31026/j.eng.2018.07.08.

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The avoidance of failure in construction projects is not an easy task, which makes the failure of the construction project to achieve its objectives a major problem experienced by all countries in the world, especially Iraq. Where nearly two-thirds of the construction projects in the world have been suffered by significant problems as an increase in the cost of the project, delay in the specified duration for execution, and stopping the project. Therefore it is required to study and apply new methods for managing the construction project to ensure its success and achieve its objectives. The aim of this study is to study the Agile project management method and its impact on the construction project. In addition, to identify the values and principles of Agile project management, which can be applied in the Iraqi construction industry to be adopted it as a new method to manage the construction projects in Iraq. The researcher reviewed the relevant literature to define the method of Agile project management and its methods and impact on the construction project. Then, the researcher conducted a questionnaire survey of a sample of engineers' experts who work in four main parties in the construction project: (beneficiary, supervising, designer, and contractor). The results of this survey showed that it is possible to apply the four values of Agile project management for managing the Iraqi construction projects, and can apply eleven of the twelve principles of Agile project management for managing the Iraqi construction projects.

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Burmistrov, Andrey, Maria Siniavina, and Oksana Iliashenko. "Project Management Life Cycle Models to Improve Management in High-rise Construction." E3S Web of Conferences 33 (2018): 03005. http://dx.doi.org/10.1051/e3sconf/20183303005.

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The paper describes a possibility to improve project management in high-rise buildings construction through the use of various Project Management Life Cycle Models (PMLC models) based on traditional and agile project management approaches. Moreover, the paper describes, how the split the whole large-scale project to the "project chain" will create the factor for better manageability of the large-scale buildings project and increase the efficiency of the activities of all participants in such projects.

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Gjøystdal, Sindre, and Thashmee Karunaratne. "Effect of Inadequate Self-Organized Teams in Agile Project Management." International Journal of Information Technology Project Management 11, no. 3 (2020): 95–106. http://dx.doi.org/10.4018/ijitpm.2020070106.

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Building self-organizing teams in agile projects is considered an important job for project leaders. However, the reality is that building self-organized teams lacks focus as many go back to managing tasks because it is more concrete and tangible. While there are an excessive number of studies proving that developing self-organized teams has a positive contribution to project success, there is a lack of knowledge about the consequences of not doing it. This study, therefore, explores the impact inadequate self-organizing teams has on agile project success. Results have identified five failure areas in a self-organizing team that have a negative impact on three success factors in agile projects. Due to a weak direct link between success factors and success criteria, conclusions are limited to a universally applicable impact on success factors. Further research is recommended to generate a universal checklist for success criteria in agile projects that can have a direct link to the identified success factors.

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Lysenko, D., and Y. Fediai. "THE AGILE EARNED VALUE MANAGEMENT METHOD AS A COST MANAGEMENT TOOL IN SCRUM PROJECTS." Municipal economy of cities 3, no. 163 (2021): 159–64. http://dx.doi.org/10.33042/2522-1809-2021-3-163-159-164.

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According to the statistics, the majority of IT projects run 50–150 percent over budget, which indicates the importance of managing its cost. In agile methodologies which are widely used in software development, little attention is given to cost management. Lack of specialized cost management tools in agile practices raises the question of the feasibility of adapting traditional project management methods and techniques. The purpose of the research is to improve the quality of IT projects cost control processes by developing a project cost management model using the Agile Earned Value Management method. The paper discusses the EVM techniques which have been adopted to provide the benefits of traditional EVM in Agile projects. There are some misconceptions that EVM techniques are too difficult to perform effectively on projects implemented using agile approaches (i.e. Scrum framework). The challenges are primarily associated with the fact that the EVM method requires creating a complete description of project tasks and a detailed schedule of their execution at the initial stage allowing accurate estimates of the actual data and monitoring the project progress from start to completion. On the other hand, Scrum emphasizes the need for incremental, multi-level planning and discourages planning software projects down to the lowest level of decomposition in the early stages. The reason for this is the high degree of ambiguity inherent in complex software systems, and the high probability of changes that make fully defining the requirements up front nearly impossible. However, upon closer examination of Sprint attributes, such as fixed duration, fixed backlog, cost measurement of sprint tasks, the ultimate goal of delivering a minimum viable product – leads us to the conclusion that Sprint can be considered as a subproject to which the mechanism of the EVM method can be applied using the same metrics. The paper further summarizes the main provisions and guidelines of the AgileEVM method, based on which its process model is developed. The inputs of the model are initial release baseline parameters and data captured at the completion of each Sprint: Planned Sprints (PS); Planned Release Points (PRP); Budget at Complete (BAC); Points Completed (PC), Points Added (PA), and Sprint Cost (SC). The controls are the AgileEVM method guidelines. The mechanisms are project manager and necessary software (MS Excel, MS Project). At the output of the model we obtain forecast indicators: Estimate to Complete (ETC), Estimate at Complete (EAC), Number of Total Sprints (N), and Release Date (RD). The final conclusion of the conducted research is that the application of the Earned Value Management method to projects implemented with Scrum enables the project manager and the project team with a valuable tool to monitor the progress of their work and to take appropriate measures.

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Piyasinchart, Annop, and Namon Jeerungsuwan. "Agile Project Management: Massive Open Online Networked Learning for Thai Education." International Journal of Information and Education Technology 5, no. 5 (2015): 358–62. http://dx.doi.org/10.7763/ijiet.2015.v5.530.

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Hassan, Ali, Soayba Younas, and Amiya Bhaumik. "Agile Methodology in an SaaS Deployment Project." International Journal of Information Technology Project Management 12, no. 2 (2021): 1–29. http://dx.doi.org/10.4018/ijitpm.2021040101.

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Agile manifesto has proven its ability in managing and execution of projects in multiple industry sectors. Many researches have been conducted on the advantages and applicability of agile practices in software development and information technology industry. In this paper, empirical research has been conducted to identify the differences in agile management practices between software development and software as a service (SaaS) deployment projects. Case studies of a payment card industry (PCI) organization have been presented to identify key characteristics, tools, and methods of agile project management practices practically followed while implementing and managing of SaaS-based projects. Moreover, best suited agile management practices for pre- and post-deployment projects have also been discussed.

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Galletta Latour, Fabio, Finn Florin Johansson, and Charles Thomas Tackney. "Project Management Canvas: Original Model where Traditional and Agile Project Management Intersect." Academy of Management Proceedings 2021, no. 1 (2021): 13680. http://dx.doi.org/10.5465/ambpp.2021.13680abstract.

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Sweetman, Roger, and Kieran Conboy. "Portfolios of Agile Projects." Project Management Journal 49, no. 6 (2018): 18–38. http://dx.doi.org/10.1177/8756972818802712.

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While agile approaches can be extremely effective at a project level, they can impose significant complexity and a need for adaptiveness at the project portfolio level. While this has proven to be highly problematic, there is little research on how to manage a set of agile projects at the project portfolio level. What limited research that does exist often assumes that portfolio-level agility can be achieved by simply scaling project level agile approaches such as Scrum. This study uses a complex adaptive systems lens, focusing specifically on the properties of projects as agents in a complex adaptive portfolio to critically appraise current thinking on portfolio management in an agile context. We then draw on a set of 30 expert interviews to develop 16 complex adaptive systems (CAS)-based propositions as to how portfolios of agile projects can be managed effectively. We also outline an agenda for future research and discuss the differences between a CAS-based approach to portfolio management and traditional approaches.

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Anwar, Bilal, Umer Iqbal, and Muhammad Imran Ashraf. "Impact of Innovative Work Behavior on the Performance of Agile Project Management in Pakistan." Global Pakistan Studies Research Review II, no. I (2019): 27–39. http://dx.doi.org/10.31703/gpsrr.2019(ii-i).04.

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In recent years, Pakistan's computer software market has experienced steady growth. Agile is the iterative approach in software industry. Innovation by employees is one of the best ways to enhance innovation and organizational success. The customer wants new and innovative products. This required an effective innovative behavior. New ideas affect the performance of projects positively or negatively and became the reason of project success or project failure. Based on 223 responses collected from the software industry in Pakistan. To test descriptive analysis and correlation Cronbach alpha and SPSS was used. The study found that Idea Exploration was significantly related to agile project performance. Idea Generation also was significantly related to agile project performance. Idea Championing also was significantly related to agile project performance. Idea Implementation also was significantly related to agile project performance. The findings of this study help the project managers to implement better strategies and plan for agile project management success. The study has implications for both theoretical and practical professionals working in software industry of Pakistan.

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Heidt, Lukas, Felix Gauger, Benjamin Wagner, and Andreas Pfnür. "Widerstände gegen Agilität: Agiles Change Management als Erfolgsfaktor in Projekten der digitalen Transformation." Die Unternehmung 74, no. 2 (2020): 155–72. http://dx.doi.org/10.5771/0042-059x-2020-2-155.

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

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BOGDANOVA, Margarita, Evelina PARASHKEVOVA, and Mariela STOYANOVA. "AGILE PROJECT MANAGEMENT IN PUBLIC SECTOR – METHODOLOGICAL ASPECTS." JOURNAL OF EUROPEAN ECONOMY 19, Vol 19, No 2 (2020) (2020): 283–98. http://dx.doi.org/10.35774/jee2020.02.283.

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One of the current approaches to improving business organizations is agile project management. It emerged in the software industry in 2001, but gradually entered other, non-software industries. However, the transfer of the approach to the public sector requires a specific transformation of the agile methodology, insofar as the two sectors are radically different. The public sector is predetermined by regulations, insufficiently oriented towards service users, bureaucratized and hierarchically organized. All this is a barrier to agile project management that aims at providing project team autonomy, frequent and honest feedback to clients and other stakeholders, flexibility of project scope, etc. The aim of the article is to present a conception of a methodology for agile project management in the public sector and to discuss the issues related to its implementation in governmental organizations.

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Vasilyeva, A. D., A. A. Butorin, and Л. Котегова. "PROJECT MANAGEMENT TECHNOLOGY BASED ON THE AGILE METHODOLOGY." Вестник Алтайской академии экономики и права 2, no. 1 2021 (2021): 118–24. http://dx.doi.org/10.17513/vaael.1579.

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Hassan, Ali, Soayba Younas, and Amiya Bhaumik. "Exploring an Agile Plus Approach for Project Scope, Time, and Cost Management." International Journal of Information Technology Project Management 11, no. 2 (2020): 72–89. http://dx.doi.org/10.4018/ijitpm.2020040105.

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Managing project scope, time, and cost in an agile project planning are considered to be key influencing factors for a project's success. A large quantum of work and literature shows how agile with its iterative project execution methodology has produced a large number of successful projects over the last two decades, especially in the IT sector. However, the concern regarding applicability of this highly successful project execution methodology in industrial sectors other than IT has been a question to which researchers are trying to find an answer. The solution to this problem would require covering all aspect of project management through which an answer for its applicability could be provided. This study identifies the possible issues and proposes an agile plus limited to scope, time, and cost knowledge area of project management. The results are obtained from the extensive empirical findings gathered using literature study, interviews, and surveys. Further, the empirical findings and proposed model are quantitatively validated, which came out to be in accordance with the literature and empirical findings.

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Loiro, Carina, Hélio Castro, Paulo Ávila, Maria Manuela Cruz-Cunha, Goran D. Putnik, and Luís Ferreira. "Agile Project Management: A Communicational Workflow Proposal." Procedia Computer Science 164 (2019): 485–90. http://dx.doi.org/10.1016/j.procs.2019.12.210.

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Cervone, H. Frank. "Understanding agile project management methods using Scrum." OCLC Systems & Services: International digital library perspectives 27, no. 1 (2011): 18–22. http://dx.doi.org/10.1108/10650751111106528.

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Hanan Yulianto and Aries F. Firman. "Agile Project Management: Implementattion of Agile Working System in Bank Daya Usaha Sharia." Jurnal Indonesia Sosial Teknologi 2, no. 2 (2021): 171–85. http://dx.doi.org/10.36418/jist.v2i2.91.

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Bank Daya Usaha Sharia as one of player in banking industry, experiencing with intense competition along with digitalization trend in banking industry so that competitor not only came from other bank but also come from internet and telecommunication industry. Bank Daya Usaha Sharia internally have treat which is slow to access or penetrate the market so that selected agile project management as working system because the methodology or approach already proven. Research questions related to condition Bank Daya Usaha Sharia are which working unit can implementation agile project management, what kind of agile methodology that is relevance and how agile project management can be implemented or what kind of factor influenced. Based on those questions, this research have objective to find out which working unit can implemented agile project management with relevance agile methodology and find out factors influenced that implementation. This research using qualitative research approach through interview, interview has conducted for eight (8) respondents, which is employee at Bank Daya Usaha Sharia at many level of position from department head, division head and director. With this interview, expected discover information about type project, project characteristic, project strategy and factors influenced in implementation agile project management. To determine type of project and project characteristic, use an approach Project Characteristic Quadrants by Goal and Solution Uncertainty, while to determine project strategy using approach Project Management Strategies Based on Complexity and Uncertainty. This research only conducted for four (4) working unit, among others Human Capital, Internal Audit, Business Risk & Development and Business Planning. Based on interview result and analysis, there are conclusions, such as working unit that possible implemented Agile Project Management are Human Capital, Business Risk & Development and Business Planning with Agile Methodology SCRUM, while Internal Audit more appropriate to implemented traditional project management. Thirteen (13) factors influenced in Agile Project Management implementation such as requirement, goals, solutions, team members, collaborative, directions, adapt to change, empowerment, agile mindset and organization drive. While reason why Bank Daya Usaha Sharia selected Agile Project Management as working system and implemented at current are competition, investment and best practice.

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Budu, Joseph. "Applying Agile Principles in Teaching Undergraduate Information Technology Project Management." International Journal of Information and Communication Technology Education 14, no. 3 (2018): 29–40. http://dx.doi.org/10.4018/ijicte.2018070103.

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This article describes how the traditional teaching and learning activities over the years have been challenged to be agile - easily adaptable to changing classroom conditions. Despite this new phenomenon, there is a perceived paucity of agile-in-teaching research. Available studies neither focus on the use of agile principles beyond delivering software developmental courses. Research in this area has not provided longitudinal insights into the evolution of agile implementation in teaching and learning. Further, they lack a comprehensive evaluation of teaching and learning activities using agile principles. This article responds using an account of how agile principles guided the delivery of an IT Project Management course to three different student cohorts over three academic years. An evaluation of these activities demonstrates skillful adaptation of the principles to achieve learning outcomes. Implications of agile-in-the-classroom research are discussed.

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Pussella, H. D. M. M., and A. M. A. S. M. Bandara. "Exploring the Challenges in Transitioning from Traditional Project Management to Agile Project Management." Peradeniya Management Review 1, no. 1 (2018): 17. http://dx.doi.org/10.4038/pmr.v1i1.25.

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Gilb, Tom. "1.6.1 Software Project Management: Adding Stakeholder Metrics to Agile Projects." INCOSE International Symposium 14, no. 1 (2004): 183–90. http://dx.doi.org/10.1002/j.2334-5837.2004.tb00487.x.

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Journal articles on the topic 'Agile project management management'

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