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Search Results: 1 - 10 of 26652 matches for " project management methodology "
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Metodologia singular de gest?o de projetos: condi??o suficiente para a maturidade em gest?o de projetos?
Bouer, Ruy;Carvalho, Marly Monteiro de;
Produ??o , 2005, DOI: 10.1590/S0103-65132005000300006
Abstract: the world in which organizations operate today is rapidly becoming more complex than ever before. major shifts in technology and in the business and economic environment present many opportunities, but also many challenges, to organizations striving to manage and thrive in the midst of great change. projects have become important instruments for change and development in organizations. project management maturity models have been studied and developed to sustain and drive project management strategies. the project management literature points out that the fact of one organization possesses a singular methodology to manage projects is a vital signal of maturity in terms of project management. this paper will address this issue through a review of project management maturity models and the presentation of a case study developed in a brazilian subsidiary of a multinational company from the lighting segment combining both a desk research of the singular methodology practiced by the company and a field research to evaluate its project maturity.
Managing Software Development Projects, The Project Management Process
Felician ALECU
Oeconomics of Knowledge , 2011,
Abstract: Software development projects are logically divided into phases that are composing the project life cycle. The name and number of these phases are industry dependent, so they are completely different from one field of activity to another. Typically, the phases are scheduled sequentially but in some cases a project may take clear advantages by running the phases concurrently.
Valoración de la gestión de proyectos en empresas de Bogotá Nivel de madurez en gestión de proyectos
Arce Labrada,Sigifredo; López Sierra,Hermes A;
Revista EAN , 2010,
Abstract: this article aims at describing the maturity level of companies in bogota, colombia, being requested in two different dimensions: on one hand, the degree of fulfillment according with each process of standardization, measurement, control and systematic improvement of project management processes; on the other hand, the connection among portfolio, programs and projects. this research has an exploratory character to define the different investigation lines for project management programs. the population sample was conformed by 5,187 companies of more than ten employees and a sample of 226 companies. this study concludes that the maturity level of all these companies' projects is low; 46,9 % in big companies, percentage that is reduced to 24,7 % when it is related with big companies; 13,6 % in medium- size companies; 8,6 % in small companies, and 6,2 % very small companies. when the whole analysis ends, the methodology level, the tool level, the competence development level, the portfolio and programs methodology level, the project management office level, we can have a clearer idea about the culture of bogota companies' projects.
Método para a descri??o da vis?o do produto no contexto do gerenciamento ágil de projetos
Benassi, Jo?o Luís Guilherme;Amaral, Daniel Capaldo;
Produ??o , 2011, DOI: 10.1590/S0103-65132011005000042
Abstract: the product vision is a graphical or textual representation of the product that will be developed. it was already recognized in the nineties as fundamental to the success of projects. the emergence of the approach called agile project management recommended replacing the traditional scope statement by the practice of describing the vision. this paper analyzes the differences between the practices, compares existing models to describe the vision and proposes a method to replace the scope statement by a vision, describing such application in a participant-observer study. it ends with the results of the application and makes a comparison between the proposed method and the traditional way of scope statement. the result indicates that the method complies with aspects like simplification and streamlining of the process and it can be a complement to the traditional scope statement mode.
Project Management Methodology for the Development of M-Learning Web Based Applications
Adrian VISOIU
Informatica Economica Journal , 2010,
Abstract: M-learning web based applications are a particular case of web applications designed to be operated from mobile devices. Also, their purpose is to implement learning aspects. Project management of such applications takes into account the identified peculiarities. M-learning web based application characteristics are identified. M-learning functionality covers the needs of an educational process. Development is described taking into account the mobile web and its influences over the analysis, design, construction and testing phases. Activities building up a work breakdown structure for development of m-learning web based applications are presented. Project monitoring and control techniques are proposed. Resources required for projects are discussed.
PEOPLE FACTORS IN AGILE SOFTWARE DEVELOPMENT AND PROJECT MANAGEMENT
Vikash Lalsing,Somveer Kishnah,Sameerchand Pudaruth
International Journal of Software Engineering & Applications , 2012,
Abstract: With the increasing popularity of Agile Methods, many software organisations are moving away fromtraditional methods to adopt Agile development methodologies. Instead of being predictive, Agile israther adaptive and people-focussed. It advocates a small and collaborative team that work closelytogether. But team size is a factor that is in turn constrained by people factors. When implementingAgile, these key factors are often overlooked. This study aims at identifying the underlying peoplefactors to consider when adopting Agile for a team to be effective. The method used is the study ofthree different sized Agile teams developing products based on the same technologies and using Scrum.Both objective and subjective measures were used and the results are supported by a survey. Theresults clearly show that for agile methodologies to work well, it is crucial to select the right people forthe right team.
La función gerencial en el dise?o de proyectos formativos
Barrera-Piragauta,Luis María;
Cuadernos de Contabilidad , 2009,
Abstract: the formative projects in educational institutions are the latter's life projects, which in turn must be coherent and relate to each student's particular life project, having in mind the strategies needed to develop or strengthen the required skills that ultimately will help the students to reach the particular goals that each one of them has set in order to improve his/her life and that of the social fabric in the midst of which he/she lives. educational institutions are organizations and as such need to consider the management function to fulfill the educational project's expectations. thus, they have to manage resources and execute plans in agreement with their needs and for the benefit of their direct users and the society which eventually will receive in its bosom the future professionals therein produced.
Installing an ERP System with a methodology based on the principles of goal directed project management
Zafeiropoulos, Ioannis;Pagourtzi, Elli;Litsa, Akrivi;Askounis, Dimitris;
JISTEM - Journal of Information Systems and Technology Management , 2009, DOI: 10.4301/S1807-17752009000300001
Abstract: this paper describes a generic methodology to support the process of modelling, adaptation and implementation (mai) of enterprise resource planning systems (erps) based on the principles of goal directed project management (gdpm). the proposed methodology guides the project manager through specific stages in order to successfully complete the erps implementation. the development of the proper mai methodology is deemed necessary because it will simplify the installation process of erps. the goal directed project management method was chosen since it provides a way of focusing all changes towards a predetermined goal. the main stages of the methodology are the promotion and preparation steps, the proposal, the contract, the implementation and the completion. the methodology was applied as a pilot application by a major erps development company. important benefits were the easy and effective guidance for all installation and analysis stages, the faster installation for the erps and the control and cost reduction for the installation, in terms of time, manpower, technological equipment and other resources.
INSTALLING AN ERP SYSTEM WITH A METHODOLOGY BASED ON THE PRINCIPLES OF GOAL DIRECTED PROJECT MANAGEMENT
Ioannis Zafeiropoulos,Elli Pagourtzi,Dimitris Askounis
JISTEM - Journal of Information Systems and Technology Management , 2009,
Abstract: This paper describes a generic methodology to support the process of modelling, adaptation and implementation (MAI) of Enterprise Resource Planning Systems (ERPS) based on the principles of goal directed project management (GDPM). The proposed methodology guides the project manager through specific stages in order to successfully complete the ERPS implementation. The development of the proper MAI methodology is deemed necessary because it will simplify the installation process of ERPS. The goal directed project management method was chosen since it provides a way of focusing all changes towards a predetermined goal. The main stages of the methodology are the promotion and preparation steps, the proposal, the contract, the implementation and the completion. The methodology was applied as a pilot application by a major ERPS development company. Important benefits were the easy and effective guidance for all installation and analysis stages, the faster installation for the ERPS and the control and cost reduction for the installation, in terms of time, manpower, technological equipment and other resources.
Método para a descri o da vis o do produto no contexto do gerenciamento ágil de projetos Method to describe the product vision in an agile project management context
Jo?o Luís Guilherme Benassi,Daniel Capaldo Amaral
Produ??o , 2011,
Abstract: A vis o do produto é uma representa o gráfica ou textual do produto a ser desenvolvido. Ela já era reconhecida como fundamental para o sucesso dos projetos na década de 90. O surgimento da abordagem denominada gerenciamento ágil de projetos destacou-a ao recomendar a substitui o da tradicional declara o de escopo pela prática de descrever a vis o. O artigo analisa a diferen a entre as práticas, compara os modelos existentes para se descrever a vis o e prop e um método para substituir a declara o de escopo por uma vis o, descrevendo sua aplica o com uma pesquisa de campo do tipo participante-observador. Finaliza com os resultados da aplica o e faz uma compara o entre o método proposto e a maneira tradicional de declara o de escopo. O resultado indica que o método atende aspectos de simplifica o e desburocratiza o do processo, previstos no gerenciamento ágil, e pode atuar como forma complementar ao modo tradicional de declara o de escopo. The product vision is a graphical or textual representation of the product that will be developed. It was already recognized in the nineties as fundamental to the success of projects. The emergence of the approach called Agile Project Management recommended replacing the traditional Scope Statement by the practice of describing the Vision. This paper analyzes the differences between the practices, compares existing models to describe the vision and proposes a method to replace the Scope Statement by a vision, describing such application in a participant-observer study. It ends with the results of the application and makes a comparison between the proposed method and the traditional way of Scope Statement. The result indicates that the method complies with aspects like simplification and streamlining of the process and it can be a complement to the traditional scope statement mode.
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