Complex software project development: agile methods adoption

Mishra, Deepti; Mishra, Alok

doi:10.1002/smr.528

Cited by 68 publications

(46 citation statements)

References 32 publications

(61 reference statements)

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“…2013. 213 complexity theory has been seen as an approach that allows some flexibility to deal with the main issues that impact project performance. The literature on this subject started gaining notoriety with Baccarini (1996)'s work and continued increasing with scholars that explored its application to a variety of situations and areas such as project ecologies (Newell, Goussevskaia, Swan, Bresnen, & Obembe, 2008), agile methodologies (Mishra & Mishra, 2011), problem solving (Ahern, Leavy, & Byrne, 2013), transportation projects (Owens, Ahn, Shane, Strong, & Gransberg, 2012), and knowledge sharing (Santos, Soares, & Carvalho, 2012), just to mention a few.…”

Section: Introductionmentioning

confidence: 99%

The Role of the Administrative Professional in the Management of Complex Projects

Piscopo

Silveira

2013

R. G. Secr.

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RESUMOComo uma profissão do tempo dos escribas, o secretariado se desenvolveu significativamente ao longo do tempo, contudo a pesquisa nesse campo parece não ter acompanhado o papel dos praticantes. Atualmente a especialização requerida do profissional de secretariado envolve não somente as habilidades que anteriormente caracterizavam seu trabalho mas também um conjunto de novas habilidades mais relacionadas com a administração da organização. Essas podem incluir mas não se limitam à viabilização de resultados que de forma geral inclui o envolvimento em gestão da mudança, criatividade e empreendedorismo, planos de aumento da produtividade, ações de corte de custos e gerenciamento de projetos. Devido à complexidade que caracteriza o ambiente de negócios e os projetos das empresas, este artigo busca investigar o papel do profissional de secretariado na gestão de projetos complexos. Como uma pesquisa exploratória, três casos foram estudados em empresas globais nas quais projetos complexos fazem parte de sua realidade e o profissional de secretariado existe oficialmente. Os resultados demonstram que o envolvimento desse profissional foi muito positivo para o desempenho do projeto devido à forma como ele forneceu suporte ao gerente do projeto e à equipe do projeto. Tanto as habilidades hard quanto as soft foram muito importantes para o desempenho do projeto, especialmente a comunicação, a negocição e a atitude. O secretariado executivo evoluiu de uma perspectiva operacional para uma estratégica. Para continuar crescendo na profissão o secretário precisa aprimorar seu conhecimento sobre gerenciamento de projetos.Palavras-chave: Profissional de Secretariado; Projetos Complexos; Gestão de Projetos. THE ROLE OF THE ADMINISTRATIVE PROFESSIONAL IN THE MANAGEMENT OF COMPLEX PROJECTS ABSTRACTAs a profession that dates back the scribes' time, the secretariat has significantly evolved over time but research on this field seems not to follow the practitioners' role. Nowadays, the specialization required from the administrative professional involves not only the previously skills that for long time characterized the secretary's job but also a set of new ones that are more related to the organization's management. They may include but are not limited to enabling results in a wide sense as getting involved in change management, creativity and entrepreneurship, productivity increasing plans, cost cutting actions, and project management. Due to the complexity that characterizes the business environment and companies' projects, this article aims at investigating the role of the administrative professional in the management of complex projects. As an exploratory research, three case studies have been conducted with global companies in which complex projects are part of their reality and the administrative professional is officially existent. Findings show that the involvement of this professional has been very positive to project performance due to the way he supported the project manager and the project team. Both secretary's hard an...

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Section: Introductionmentioning

confidence: 99%

The Role of the Administrative Professional in the Management of Complex Projects

Piscopo

Silveira

2013

R. G. Secr.

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“…[6] Lack of appropriate design and codes has influenced the team members to commit mistakes in higher level. [11] Schedule delay has failed to provide the improvements in the productivity, reliability and the simplicity. [16] Requirements validation, engineering issues, elicitation and specification issues are some of the requirements issues related to the agile software development.…”

Section: Discussionmentioning

confidence: 99%

“…Design flaws have created the negative impact on the organizational performance and it also has required high cost to correct the errors. Detailed dependencies have not discovered on the detailed level due to lack of design focus [11]. Agile methodologies have lack of upfront design and developing codes causes higher risk for instance and the team has engaged irrecoverable architectural mistakes due to the lack of appropriate design.…”

Section: Types Of Design and Code Changesmentioning

confidence: 99%

A Systematic Review of Software Security Issues Associated With Agile Software Development

Tijare¹,

Tanwar²,

Patil³

2016

IOSR

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“…Agile exists as a range of options, from faithful "by the book" implementations to highly customized (Wang, Conboy and Cawley, 2012;Cram and Newell, 2016). A number of agile systems represent hybrids, of either agile and waterfall (Boehm, 2002), different iterations of agile methodologies (Mishra & Mishra, 2011), or of agile and software configuration management practices (Durrani, Pita & Richardson, 2013).…”

Section: The Agile Literaturementioning

confidence: 99%

The amorphous nature of agile: no one size fits all

George

Scheibe

Townsend

et al. 2018

JSIT

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Purpose: This paper investigates the extent to which newly agile organizations followed 2001's Agile Manifesto, especially in terms of the 12 principles of the agile approach, as included in the Manifesto.Design/methodology/approach: The authors conducted in-depth case studies of groups in three large business organizations that had recently adopted agile. Two researchers spent one day at each site, attending daily standups and conducting interviews with managers, developers and customers.Findings: Across the three organizations, developers were faithful to two agile principles: the primacy of delivering valuable software continually, and regular reflections on the process with an eye toward improvement. The developers were uniformly unfaithful to the principle that requires face-to-face communication. Each organization varied in their adherence to the remaining nine principles. Obstacles to faithful adoption included the experience of the organization with agile, the extent to which the industry was regulated, and the extent to which developers and customers were physically dispersed.Originality/value: While past research on agile development is extensive, this paper examined perspectives on the method and its adoption through the lens of the original Agile Manifesto and its 12 principles. The principles were grouped into three broader categories -software delivery, people and process -to provide additional insights and to sharpen the analysis. Disciplines Business | Operations and Supply Chain Management CommentsThis is a manuscript of the article George, Joey F., Kevin Scheibe, Anthony M. Townsend, and Brian Mennecke. "The amorphous nature of agile: no one size fits all." Journal of Systems and Information Technology (2018) Journal of Systems and Information TechnologyThe amorphous nature of agile: no one size fits all Joey F George, Kevin Scheibe, Anthony M Townsend, Brian Mennecke, Article information:To For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. The amorphous nature of agile: no one size fits all Abstract• Purpose: This paper investigates the extent to which newly agile organizations followed 2001's Agile Manifesto, especially in terms of the 12 principles of the agile approach, as included in the M...

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Complex software project development: agile methods adoption

Cited by 68 publications

References 32 publications

The Role of the Administrative Professional in the Management of Complex Projects

The Role of the Administrative Professional in the Management of Complex Projects

A Systematic Review of Software Security Issues Associated With Agile Software Development

The amorphous nature of agile: no one size fits all

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