...variable, direct, indirect, and sunk. Fixed costs do not change. Whereas, variable costs fluctuate throughout the life of the project. Direct costs are those that come directly out of the budget and are often seen as outsourcing or contracting expenses. Indirect costs are often shared expenses across various projects. Sunk costs are costs that bring no value to the project, often a result of a mistake or a result of something going wrong in a project. Due to lengthy projects, I have never personally encountered the cost involved, but I am interested in if anyone has personally dealt with sunk costs and how this may have affected the overall budget or outcome of the project. Earned Value Analysis: I also found when researching the history of EVM that there are 32 criteria that are used to determine an organizatin performance with Earned Value Management Systems. There are 5 categories with a total of 32 criteria. It's an interesting read because so far there is a relationship to the chapters we have read so far. Category 1: Organization ( A lot around Work Breakdown Structure and organization of costs) Category 2: Planning and Budgeting (Scheduling, sequencing, time phase planning for the ability to measure costs against budget, budget against work packages, reserves and undistributed budget.) Category 3: Accounting Considerations (Work Breakdown Structure, Direct costs, indirect costs, allocation and control accounts. Category 4: Analysis and Management Reports (Monthly...
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...PMI- ACP : Lesson 1 : Quiz : Agile Framework Q 1 : As per agile manifesto, which of the following is given more value ? a. b. c. d. Comprehensive Documentation Customer Collaboration Process and tools Following a plan Q2 : Which of the following is coming from Agile Manifesto ? a. b. c. d. Deliver reliable results by engaging customers in frequent interactions Make continuous flow of value our focus Following a Plan over Responding to Change Customer Collaboration over Contract Negotiation Q3: Which of the following is NOT true about the agile team? a. Agile teams are empowered to make the necessary decisions in order to get the work done b. Agile teams are composed of a mix of skills—everyone necessary to create the product increment is on the team c. Agile team members are specialist and has titles based on their job description, their performance is measured based of individuals contribution for the project d. Agile team values power of team members collaborating in person to solve a mutual problem. Q4: Which of the following statement is true about measuring progress of agile projects? a. In Agile we measure project’s progress by the percent complete of the functional milestones (that is, analysis complete, documentation complete, code complete and so on). b. In Agile we measure project’s progress by measuring number of functionality developed c. In agile we trust the team, we trust them for project completion so we do not measure project ...
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...for Succeeding with Agile “Understanding the mechanics of an agile process is just not enough. Mike Cohn has compiled a superb and comprehensive collection of advice that will help individuals and teams with the intricate task of adopting and adapting agile processes to fit their specific challenges. This book will become the definitive handbook for agile teams.” —Colin Bird, Global Head of Agile, EMC Consulting “Mike Cohn’s experience working with so many different organizations in the adoption of agile methods shines through with practical approaches and valuable insights. If you really want agile methods to stick, this is the book to read.” —Jeff Honious,Vice President, Innovation, Reed Elsevier “Mike Cohn has done it again. Succeeding with Agile is based on his experience, and all of our experience, with agile to date. He covers from the earliest days of the project up to maturity and offers advice for the individual, the team, and the enterprise. No matter where you are in the agile cycle, this book has something for you!” —Ron Jeffries, www.XProgramming.com “If you want to start or take the next step in agile software development, this book is for you. It discusses issues, great solutions, and helpful guidelines when scaling up in agile projects. We used the guidelines from this book extensively when we introduced agile in a large, FDA-regulated department.” —Christ Vriens, Department Head of MiPlaza, part of Philips Research “If making the move to agile has always baffled...
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...whether the student has completed prescribed courses 5. Approval from the respective course coordinators 6. Final billing made on the student to make payment of his fees. In this entire process one has to understand what the needs of the student are and then we need to bill him as per the requirements of the course which he is bound to enroll. There should not be blind system of billing everybody without any purpose. Hence in this case the validation of subjects and needs has to be clarified at all instances. Appendix B 1. When should you use an Agile method, and when should you use an engineering-based method for developing a system? Support your answer Agile methods are adaptive in nature. Their nature is to welcome and adapt changes. And also the agile processes focus on people rather than process so in a case where a system to be developed is about to change rapidly and also depended upon the persons; the agile methods must be a good approach. Also the documentation part is too less in this case. Engineering processes are predictive in nature and they do not support changes and also they are process focused. So when there is a system that will remain stable for a long period of time engineering approach is good...
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...Agile Methodology Brian Crites System Analysis and Design July 16, 2012 Summer Term B 2012 Professor David A. Ostrowski Agile Methodology is an approach to project management that for the most part is used with software development. Agile Methodology is a very important part of software development. Throughout this paper I intend to discuss what the movement toward agility means for the future of systems analysis and design (Hoffer, George, & Valacich, 2011). In the year of 2001 many proponents met in Utah and came to discuss and agree on underlying principles (Hoffer, George, & Valacich, 2011). Through this discussion they came up with the “The Agile Manifesto” (Hoffer, George, & Valacich, 2011). There is very important information listed in the Agile Manifesto as you can see from the information I have provided, according to my textbook, below. “The Manifesto for Agile Software Development Seventeen anarchists agree: We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: • Individuals and interactions over processes and tools. • Working software over comprehensive documentation. • Customer collaboration over contract negotiation. • Responding to change over following a plan. That is, while we value the items on the right, we value the items on the left more. We follow the following principles: • Our highest priority is to satisfy the customer through early and...
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...Inspiration from: When I was young, I never go out door and play with my fellow kids. The reason was I was scared that I would get hurt while I play. Then, one day my brother took me to the nearby ground. I was watching the boys playing Cricket. All of sudden I heard a loud noise, it is because the whole ground was cheering for a boy who reached the strikers end to take the strike. And realized the reason for the cheer that boy had no legs. The very first ball he faced, he sent the ball to the boundary. I was shocked and just observed him closely. He can’t run as like others and comes to ground on his wheel chair but still manages to play cricket. I found from others that he met with an accident couples of years back and lost his both legs be. As a grown up person now, I could understand “How did he managed to play cricket without legs”. The change he understood, the change he adapted, the technique he developed, the change he made to himself…. It is true and evident that you can’t live every day in the same style. Change is Eternal. If the person in the above story had thought, it is going to hurt him if he tries to play cricket after the accident, then he will be just called as Handicap. But now, he accepted and fought the battle and won. His name is 'Aghoram'. It has truly inspired me in many ways; in fact I have started playing outdoor games. Being in IT industry for these many years, I have realised most of the IT industries were stick to the traditional...
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...Malaysian Airlines TIME TO TRAVEL……. Preliminary Consultancy Report (Update) Of Developing An Agile/Adaptive Organization by Concentrating HR Capabilities Perspective: Malaysian Airlines Prepared by Anupam Mazumdar Vidya Md. Mohsin Zaki Derrick Bungo Malaysian Airlines TIME TO TRAVEL……. ADOPTED APPROACH & METHOD JUSTIFICATION THIS REPORT IS BASED ON MALAYSIAN AIRLINES IN WHICH INDUCTIVE CONTEXT WILL BE DEVELOPED BY USING DIFFERENT SOURCES SUCH AS JOURNALS, ARTICLES, COMPANY DATABASE, COMPANY & CASE STUDY WEBSITE, COMPANIES ANNUAL AND LATEST REPORT REPORTS OF OTHER HOMOGENEOUS ORGANIZATIONS (RITCHE ET AL., 2014) CONCLUSION AND RECOMMENDATION (HOW HR CAN ADOPT AGILE/ADAPTIVE APPROACH) WILL BE DERIVED FROM MALAYSIAN AIRLINES DATA, INFORMATION, FINANCIAL STATEMENT, PRESS RELESE, FINDINGS AND ANALYSIS OF PAST AND PRESENT STATUS OF MALAYSIAN AIRLINES (SILVERMAN, 2014) Malaysian Airlines TIME TO TRAVEL……. THEORIES THE FOLLOWING THEORIES WILL BE USED TO IDENTIFY THE KEY ISSUES OF MA THEORIES ü ü ü ü ü ü ü ü ü PESTEL ANALYSIS SWOT ANALYSIS PORTER’S 5 FORCES CULTURAL AND LEADERSHIP STYLE OF MA (HARD & SOFT) KNOWLEDGE BASED VIEW & RESOURCE BASED VIEW FORCE FIELD ANALYSIS BLUE OCEAN STRATEGIES STRATEGY GROUP MAP SEVEN “S” MODEL KEY ISSUES ü COMPANY PROFILE OF THE MALAYSIAN AIRLINES ü CURRENT STATUS OF THE THE MALAYSIAN AIRLINES ü CURRENT STRATEGIC POSITION OF MALAYSIAN AIRLINES ü CURRENT HR PRACTICES IN MA ü STAKEHOLDER ANALYSIS...
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...Replacing PeopleSoft Using the Agile Methodology Development January 8th, 2015 IT Project Manager Group F’s College of Technology Mid-West, USA 12345 College President Group F’s College of Technology Mid-West, USA 12345 Dear College President: Per the goals of the IT department our project: Replacing PeopleSoft using the agile methodology, is designed to replace the current software at our college. By doing this we will create a more time and cost efficient software program at our college that will be used throughout all our campuses. The new software will be maintained and updated internally which in turn will result in a reduction of expenses. We are hoping to start and complete this process within a year. Throughout the year our internal staff will gain the knowledge necessary to maintain and update the new software. They will also use the agile methodology to ensure that this process is done successfully. We also understand that this will cause complications at times with our means of communication between stakeholders and employees. Liaisons will be in place to communicate updates and other information to our stakeholders and employees in the case of complications. We are requesting your approval to start this project by the end of January 2015 once you have reviewed this project report. You will see in our report that requests for finances will be minimal as we own all of the hardware. We plan on using most of the existing hardware, if not all of it...
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...February 2013 IMPROVING THE MANAGEMENT OF COST AND SCOPE IN SOFTWARE PROJECTS USING AGILE PRACTICES Mariana de Azevedo Santos1, Paulo Henrique de Souza Bermejo2, Marcelo Silva de Oliveira3, Adriano Olímpio Tonelli2, Enio Júnior Seidel4 1 2 3 Mitah Technologies, Lavras, Minas Gerais, Brazil mariana@bsi.ufla.br Department of Computer Science – Universidade Federal de Lavras (UFLA) bermejo@dcc.ufla.br, tonelli@dcc.ufla.br marcelo.oliveira@dex.ufla.br 4 Department of Mathematical Sciences – Universidade Federal de Lavras (UFLA) Universidade Federal do Pampa (UNIPAMPA) ejrseidel@hotmail.com ABSTRACT While organizations want to develop software products with reduced cost and flexible scope, stories about the applicability of agile practices to improve project development and performance in the software industry are scarce and focused on specific methodologies such as Scrum and XP. Given these facts, this paper aims to investigate, through practitioners' perceptions of value, which agile practices are being used to improve two performance criteria for software projects—cost and scope. Using a multivariate statistical technique known as Exploratory Factor Analysis (EFA), the results suggest that the use of agile practices can be represented in factors which describe different applications in software development process to improve cost and scope. Also, we conclude that some agile practices should be used together in order to get better efficiency on cost and scope...
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...Answer the questions in the provided space (rectangle). The space will expand to accommodate your writing. Please use “Marriage at 30,000 Feet”as the basis for answering questions 1 through 5. 1. (35 points) Combining Continental and United Airlines is tremendously difficult, largely because of the enormous number of things two airlines may do differently. Employees from both Continental and United are working side by side to answer many questions. Will passengers board flights back to front or window, middle, then aisle? Will miniature ponies be allowed? What information will be printed on a boarding pass? What direction will dog crates be faced when loaded in to cargo? Continental and United business architectures are unique to each company. Describe specifically what “the new United,” as a merged airline, must do to form the business architecture for the largest carrier in the world. Make sure you include in your description the role of standardization and integration in transition from the current As-Is to the emerging To-Be business model. | 2. (35 points) Information technology tends to be the thorniest part of an airline merger. The flight information systems and the passenger information system are critical applications (systems) supporting airline operation. Jeff Smisek, Continental CEO, was named the head of “the new United,” and he has heard a lot about cloud computing and virtualization. Mr. Smisek has learned that competitors are implementing cloud computing...
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...plan because of which Pearson moved from the traditional waterfall model to the new agile development methodology. Benefits realized in shifting from Waterfall to Agile 1. With the iterative and evolving approach, the agile methodology allowed Pearson to have a customer driven approach to development which allowed them to meet customer expectations in a more efficient manner compared to earlier. 2. Since the agile model focused on short iterative sprints, it helped in reducing the costs related to changes to the product features midway through the development cycle. 3. The agile model allowed teams in Pearson to adapt, design, and prioritize product features based on the feedback they received from product managers and customers. 4. Another advantage that Pearson realized was that using the agile model made the process backward scalable. In other words, it became easier to develop the software as the requirements kept coming in from the customers. Despite the advantages that Pearson realized from moving to the agile model, there were also some downsides that Pearson faced when they shifted from the waterfall model to the agile development model. Downsides associated with shifting to Agile 1. In the waterfall model there were clear lines between what developers did and what QA engineers did. These lines had blurred after adopting the agile model. 2. In order to adopt the agile model, Pearson had to put in efforts to transition all offshore software development...
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...|Title: |Scrum down to get a project moving. | |Authors: |Bradbury, Danny | |Source: |Computer Weekly, 9/4/2007, p30-32, 2p, 2 Color Photographs | |Document Type: |Article | |Subject Terms: |SCRUM (Computer software development) | | |METHODOLOGY | | |COMPUTER software development | | |COMPUTER programming | | |PROJECT management | | |BECK, Kent | | |ROBERTSON, Struan ...
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...serena.com An IntroductIon to AgIle SoftwAre development June 2007 tAble of contentS Executive summary............................................................................................................................................................ 3 Agile vs. waterfall: practical differences in methodology .............................................................. 4 Two agile software development methodologies ................................................................................. 6 Xp ......................................................................................................................................................................................................... 6 The XP development process ....................................................................................................................................................... 6 XP rules and concepts ......................................................................................................................................................................7 Scrum ................................................................................................................................................................................................. 8 Scrum management........................................................................................................................................................................ 8 Scrum...
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...Frequent Shopper Program | Part 1 | | Jason J. Kral BSA/385 December 9, 2013 Andrew Carpenter Development Methodologies A development methodology is the framework that a developer or team uses to structure, plan, and control the process of developing a system or application. There is a wide variety of methodologies to choose from, each with its own strengths and weaknesses. Two of the more common and most used methodologies are the Waterfall method, and the agile method. This paper will focus on these two methods giving detailed descriptions, as well as advantages and disadvantages. Testing for each method will also be covered. The Waterfall Method The Waterfall Method of development is a linear-sequential life cycle model. This method is very simple to use and understand. In this model, each phase needs to be completed before the next phase can begin, phases cannot overlap, and once you finish a phase you cannot go back. A good example of this process is a literal waterfall flowing down the side of a mountain. "Once the water begins to flow over the mountain, it will hit each rock and continue down. The water can never go in the opposite direction." (Rouse, 2007) This is displayed in the following chart: The waterfall method allows for departmentalization and easy managerial control. "A schedule can be set with deadlines for each stage of development and a product can proceed through the development process like a car in a carwash, and theoretically...
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...AGILE PROJECT MANAGEMENT "On February 11-13, 2001, at The Lodge at Snowbird ski resort in the Wasatch mountains of Utah, seventeen people met to talk, ski, relax, and try to find common ground... What emerged was the Agile Software Development Manifesto." (www.agilemanifesto.org) The precursor to Agile project management was the brainchild of Dr. Winston Royce. Introduced in his 1970 treatise, “Managing the Development of Large Software Systems,”1 Dr. Royce presented a 5-point rebuttal of the sequential development Waterfall Model, which had been the status quo for project managment. The waterfall model views a process as a series of steps cascading downwards as shown in the illustration below: Fig. 1: The Waterfall Model Originating in industries concerned with complex physical structures such as skyscrapers, vehicles, and machines, the waterfall model suited these type of projects. The underslying assumption was that late-stage modifications were constrained by the high costs and difficulties inherent in physically modifying a large, complex structure after construction or assembly had begun. The first sequential project management protocol is attributed to Walther Shewhart at Bell Labs, who coined the phrase "Plan-Do-Study-Act"2 in the 1930s. His ideas were advanced in the following decade by the so-called "father of the post-war Japanese industrial renaissance",3 William Edwards Demings, Bell and...
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