...The Unified Process, a Project Management Approach The Unified Process, a Project Management Approach The Agile Unified Process is an easily understandable form of the Rational Unified Process (RUP).It defines a simple way of improving business applications (Methodsandtools.com, 2014). Organization’s changes to software development can be accepted at late stages of progression. The aim of any firm is to grow in future a trend observable in most businesses. It is right for the management to take into consideration the key indicators of a progressive service delivery. These will help in improving their structures through employing the best operational procedures. Improvements can be done on human skills, techniques used, and automations. The agile software delivery aims at developing mechanisms that will ensure a proper economy of the resources. It is achieved by targeting a lower value of risk and getting optimal utilization of the assets. This attributes to a higher chance of a successful business due to reduced negative impacts on the procedures. The management of modules such as projects and programs, should be performed in accordance with the business goal and the available resources. Each module should be designed to efficiently utilize the program budgets, timelines, resources, and uncertainties. The firm has then the capability to figure out how each portfolio will achieve the set goals. Then allocations of finances and human labor to different modules can be governed...
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...Living Total Quality Management-(The Agile way) Devyani Sharma, Saurabh Bagaria Pitney Bowes Business Insight Logix Techno Park, Tower - D Sector-127, NOIDA- 201301(U.P.) Phone 91-120-4026000 Fax 91-120-4026013/14 Devyani_sharma@mapinfo.com Abstract: Total Quality Management is used by organizations across the globe to ensure that every process from start to finish whether in product manufacturing, solution development or service distribution embraces quality as a guiding principle. In this paper we explore why TQM is such a powerful philosophy and how software development companies can benefit from TQM. We shall discuss how TQM can help when following Agile Model and how it complements the agile philosophy. The Paper will be divided in five sections:1. The Quality perspective 2. Agile Quality Management- a combined approach 3. Agile Quality Mindset 4. Challenges 5. Conclusion Keywords: TQM, Agile, Quality 1 Introduction In mid 1940s, Dr. W. Edward Deming introduced the world with concept of TQM. Dr Deming’s ideas had little impact on the American psychology but his management mantras were a huge success in Japan. As a result of which till date Japanese products are considered to of highest quality standards. Total Quality Management (TQM) is Intrinsic Quality Control, an integrative management philosophy aimed at continuously improving the performance of products, processes and services to achieve and exceed customer...
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...Group study (CHAOS) found that only 16.2% of IT projects were successful in meeting scope, time, and cost goals; over 31% of IT projects were canceled before completion Advantages of Using Formal Project Management: * Better control of financial, physical, and human resources * Improved customer relations * Shorter development times * Lower costs * Higher quality and increased reliability * Higher profit margins * Improved productivity * Better internal coordination * Higher worker morale What is project? A project is “a temporary endeavor undertaken to create a unique product, service, or result” Project Attributes: A project: * has a unique purpose * is temporary * is developed using progressive elaboration * requires resources, often from various areas * should have a primary customer or sponsor * The project sponsor usually provides the direction and funding for the project * involves uncertainty Program: group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually The triple constraint of project management: Scope, cost & time. Project management: is “the application of knowledge, skills, tools and techniques to project activities to meet project requirements” 10 knowledge areas (project management framework): 1. Scope management 2. Time management 3. Cost man. 4. Quality man. 5. Human Resource...
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...A Technical View of System Analysis and Design Abstract System Analysis and Design is a process. Analysis is the part that involves the study of the units working together. Design is an essential phase in the development process based on the user needs. System Analysis and Design is an approach towards reinforcing the analysis and design of information systems with the objective of improving the system performance by automation. This paper explores the Managers outlook and importance of System Analysis and Design as well as the exploration into organizations that utilize System Development and Design. We uphold that continual and extensive use of current System Analysis and Design Methodologies will assist in the development of an effective system. Key Words: System Analysis, System Design, Methodologies Introduction Computers are now becoming part of virtually every activity in an organization. This paper explores the relationship between the organizations and managers of IS projects and the usefulness and need for IS project managers to become more knowledgeable to be able to effectively anticipate and deal with conflicts that arise as a consequence of information systems creation or modifications in organizations. The development of a system basically involves two major parts: System Analysis and System Design. System Analysis is defined as the study of a business problem domain or area to recommend improvements and specify the business requirements...
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...Fore School of Management Roll No.92066 Quality Process – Wipro WMG XVIII B Neelandra Nath Goswami Introduction Reinvention and Wipro go hand-in-hand as far as technology and process advancement is concerned. Wipro is a global IT services company that provides Consulting, Business Process Outsourcing, Business Technology Services, Enterprise Application Services, Infrastructure Management, Testing, Product Engineering, Engineering Design and Product Support. Its services are spread across a range of strategic domains. It is the first CMMi Level 5 certified software services company and the first outside USA to receive the IEEE Software Process Award. However, when Wipro was formed as a vegetable oil refining company in 1947 the dramatic change in the company’s industry dynamics could only have been predicted considering the fact that it was always reinventing itself. Now, after three decades in the IT industry, backed with unmatched technical expertise and insights, it has maintained the highest levels of compliance and quality that go with the changing times and technologies. Our knowledge investments are backed by years of R&D and have led to the creation of labs and ‘Centers of Excellence’ that have produced innovative solutions. Wipro’s Quality Policy & Quality Management System As the world’s first SEI CMM Level 5 company, Wipro endeavors to deliver reliability and perfection to customers by maintaining high standards in service offerings and products...
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...2012 Waterfall vs. Agile Methodology Mike McCormick MPCS, Inc. Revised Edition 8/9/2012 Waterfall vs. Agile Methodology Contents Waterfall vs. Agile Model Comparison .........................................................................................3 Conceptual Difference.................................................................................................................3 Efficiency ....................................................................................................................................4 Suitability ....................................................................................................................................4 Waterfall Model Diagram .............................................................................................................5 Explanation of the Waterfall Model ..............................................................................................5 Phase I: Requirements................................................................................................................6 Phase II: Analysis .......................................................................................................................6 Phase III: Design.........................................................................................................................6 Phase IV: Coding ....................................................................................................
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...| Agile Testing Methodology | | | | Bhavik Bharat Mehta ) | | Table of Contents Traditional Software Development Process 3 Traditional Testing 4 Introduction to Agile Process 5 Agile v/s Traditional Process 6 Software Testing Process in Agile 7 Key features of Agile Tester 8 Limitation of Traditional QA in Agile Environment 9 Software Testing – An Agile Methodology 10 Change Mindset 10 Change Focus 10 Elimination of Bottleneck 10 Latency Reduction 11 Less Documentation 11 Test Driven Approach 12 Value working software over comprehensive documentation 13 Importance of team than processes 13 Challenges in Agile Testing 14 Speed and Volume change 14 Inconsistent/ Inadequate Unit Testing 14 Decision fatigue 15 Testing in the nth iteration 15 Testing within same iteration as coding 16 Poor changing and Missing Test Oracles 16 Various Process Agile Testing 17 Exploratory Testing 17 Scrum Testing 17 Lean and Kanban Testing 18 Extreme Programming 19 Agile Testing in Large Scale Project 21 References 22 Traditional Software Development Process Traditional software methodologies are based on a sequential series of steps that has to be defined and documented in detail; this process does not support changes of requirements also the complete system has to be known at start. Traditional methodologies employ a requirement-design-build format and are considered to be the traditional way to develop software...
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...CHAOS MANIFESTO 2013 Think Big, Act Small THE CHAOS MANIFESTO TABLE OF CONTENTS PREFACE Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Executive Management Support User Involvement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Optimization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13 Skilled Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17 Project Management Expertise . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21 Agile Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25 Clear Business Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .29 Emotional Maturity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .33 Execution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .37 Tools and Infrastructure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .41 Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .45 THE CHAOS MANIFESTO Copyright © 2013. The CHAOS Manifesto is protected by copyright and is the sole property of The Standish Group International, Incorporated. It may not under any circumstances be retransmitted in any...
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... B. Office automation systems (OAS) manipulate information and share it throughout the organization. Software, such as spreadsheets, word processing, email, teleconferencing and so on are routinely used in OAS. C. Knowledge work systems (KWS) help professionals to develop new knowledge, often in teams. D. Management information systems (MIS) are computerized information systems that support a broader range of business functions than do data processing systems. E. Decision support systems (DSS) are information systems that help support decision makers in making semi-structured decisions. F. Expert systems capture the expertise of a human expert or experts for solving particular organizational problems. G. Artificial intelligence research is part of expert systems and has two avenues: understanding natural language and analyzing the ability to reason through a problem to its logical conclusion H. Group decision support systems (GDSS) and computer supported collaborative work systems (CSCWS) allow group members to interact and help facilitate group problem solving. I. Executive support systems (EES) help senior management to make strategic decisions. 3. New technologies, such as ecommerce, Enterprise or Enterprise Resource Planning, wireless and mobile devices, and open source software are being integrated into traditional systems. 4. Ecommerce uses the Web to perform business activities...
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...PAPERS How Effective Are Project Management Methodologies? An Explorative Evaluation of Their Benefits in Practice Hany Wells, Business School, University of Hertfordshire, Hatfield, Hertfordshire, England ABSTRACT I INTRODUCTION I This article investigates the benefits and supports provided by project management methodologies (PMMs) to project managers for the management and delivery of information technology/ information system (IT/IS) projects. Using a qualitative approach, through case study strategy, the role of PMMs is examined in different business and project contexts. This article evaluates the benefit of PMMs based on their traits and characteristics and investigates PMMs in their operational context: where PMMs come from and how they support practitioners. The findings suggest a misalignment between the intended benefit of PMMs at the strategic level and the reported benefits by project managers at the project level. Additionally, it is shown that practitioners’ expertise, accountability, and attitudes all have a direct influence on the extent to which PMMs contribute to and benefit the management of projects. report from former UK Health Secretary Andrew Lansley captured the attention of many by highlighting that “Labour’s IT programme let down the NHS [National Health Service] and wasted taxpayers’ money by imposing a top-down IT system on the local NHS, which didn’t fit their needs” (BBC News, 2011). This report highlighted...
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...Thesis Software Engineering Thesis no: MSE-2011:64 September 2011 Adaptation of Agile Practices: A Systematic Review and Survey Budsadee Kongyai and Edi Edi School of Computing Blekinge Institute of Technology SE-371 79 Karlskrona Sweden This thesis is submitted to the School of Engineering at Blekinge Institute of Technology in partial fulfillment of the requirements for the degree of Master of Science in Software Engineering. The thesis is equivalent to 40 weeks of full time studies. Contact Information: Author(s): Budsadee Kongyai Address: Kungsmarksvägen 43 Karlskrona 371 44, Sweden E-mail: nune.budsadee@gmail.com Edi Edi Address: Kungsmarksvägen 57 Karlskrona 371 44, Sweden E-mail: edi198@gmail.com University advisor(s): Dr. Jürgen Börstler School of Computing EMSE Co-supervisors: Prof. Dr. Dr. h.c. H. Dieter Rombach (TU Kaiserslautern) Dr. Ove Armbrust (Fraunhofer IESE, Germany) School of Computing Blekinge Institute of Technology SE-371 79 Karlskrona Sweden Internet: www.bth.se/com Phone : +46 455 38 50 00 Fax : +46 455 38 50 57 Abstract Context. Due to the uniqueness of software projects there is no single Agile development approach that ideally fits all project contexts. Each software project is unique, whether in its subject area, development team, or project size. Because of this, adapting Agile practices according to project circumstances is a must. There has been a number of literature published discussing Agile practices adaptation...
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...Living Facility Expansion Project Table of Contents Project Charter 3 Project Scope Statement 7 Risk Register 10 Scheduling and Milestone Identification 14 Work Breakdown Structure 16 Cost Management Overview 17 Project Budget 21 References 24 Project Charter The project charter often intertwined with the project plan, “is the document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the proper manager with the authority to apply organizational resources to project activities” (PMI, 2013, p. 71). To clarify, this should “contain information that, at any time, the project manager knows what remains to be done, when, with what resources, by whom, when the task will be completed, and what deliverables the output should include” (Mantel, 2011, p. 79). As such, this document can be referenced throughout the life cycle of the project to clarify any questions regarding purpose and deliverables. “A significant part of the value of a project charter results from the dialogue that should surround its creation” (Moore, 2010). Therefore, the goals and descriptions included should be clear and concise. In addition, stemming from several discussions and roundtables conducted before the charter’s inception. Because this document will be available to all stakeholders, the language must be readable by all, meaning the use of jargon or terminology specific to the organization managing the project should not be used. All...
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...Master Thesis Software Engineering Thesis no: MSE-2008-21 November 2008 Applying Six Sigma in Software Companies for Process Improvement Adnan Rafiq Khan Long Zhang School of Engineering Blekinge Institute of Technology Box 520 SE – 372 25 Ronneby Sweden This thesis is submitted to the School of Engineering at Blekinge Institute of Technology in partial fulfillment of the requirements for the degree of Master of Science in Software Engineering. The thesis is equivalent to 2*20 weeks of full time studies. Contact Information: Author(s): Adnan Rafiq Khan Address: Folkparksvagen 1905, 37240 Ronneby, Sweden. E-mail: adnanrafiqkhan@gmail.com Long Zhang Address: Villa Flora 951, 37236 Ronneby, Sweden. E-mail: zhl10154@gmail.com University advisor(s): Conny Johansson (Head of Department, Department of Systems and Software Engineering) School of Engineering Blekinge Institute of Technology Box 520 SE – 372 25 Ronneby Sweden Internet Phone Fax : www.bth.se/tek : +46 457 38 50 00 : + 46 457 271 25 ii ACKNOWLEDGEMENT First of all we thank our supervisor, Conny Johansson, for continuously providing the support, encouragement and motivation during the thesis. His advices, suggestions and feedbacks were really helpful and made this effort an enjoyable one. We are thankful to our faculty reviewer Dr. Robert Feldt. His feedbacks and comments were very useful to design this thesis. We would like to thanks Mr. Kai Xiao, a student at BTH, for introducing...
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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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...Managing Projects Table of Contents Task 1 3 1.1. Network diagram 3 1.2. Total float 3 1.3. Critical path. 4 1.4 Timetable 4 1.5. Adjusted timetable 5 1.6. Limitations of the network diagrams 6 i. Time 6 ii. Costs 6 iii. Ambiguity 7 iv. Complexity 7 v. Reliability 7 vi. External factors 7 Task 2 7 2.0. Executive summary 7 2.1. Introduction 8 2.1.1. Project management 8 2.1.2. The roles and the scope of the project manager in a company 9 2.2. Project management techniques 10 2.3. Methodology 10 2.4. Project development stages and process 11 Initiation stage 12 Planning and designing stage 13 Execution of the project 13 Monitoring and controlling stage 14 Closing stage 14 2.5. Risks and control problems 14 2.6. Recommendations 16 2.7. Conclusion 16 Reference lists 18 Task 1 1. Network diagram [pic] 2. From the below snapshot derived from a programming software, the total float days is equal to 76 days [pic] 3. From the below diagram, the critical path is determined by the longest duration between the tasks that the project may take to complete. The red arrows denote the path. This time does not include the floats between the tasks but instead the period between the parallel tasks (Nigel 1995). [pic] 4. |ID |Task Name |Duration (Days) |Start ...
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