About 436 results found.
  • The subject of hybrid approaches, drawing on agile and traditional techniques, comes up more frequently in my conversations with project managers these days. But deviation from textbook agile methods inspires heated reaction (much of it negative) from experts and makes many practitioners anxious.
  • Using a composite of large-scale public sector projects, this paper illustrates how a hybrid agile and waterfall approach can help organizations effectively achieve the goal of rapidly developing a working software solution. Many projects are launched with aggressive schedules, vague scope, and resource constraints, which raise implementation risks. The agile approach has been used effectively to mitigate these risks, yet some projects may not be well suited to adopt full-fledged agile techniques. Using a composite of large-scale public sector projects, this paper illustrates how a hybrid agile and waterfall approach can help organizations effectively achieve the goal of rapidly developing a working software solution.
  • This article examines how these Chilean developers and IT project managers used an agile hybrid to bring a fractured Chile back together. It details the hybrid recipe used by the team to make the most of its resources. It then identifies the multiple features that were required by the project: creating the website interface; integrating Google's Person Finder app with a Twitter stream; integrating an interactive map; and creating a Facebook app to help people search for missing family members and friends. It describes how the project was organized and overviews the decision-making processes. It then discusses how the dedicated agile coaches and project
  • In this article, the authors focus on the quantitative project scheduling problem in IT companies that apply the agile management philosophy and scrum, in particular. The authors combine mathematical programming with an agile project flow using a modified multi-mode resource constrained project scheduling model for software projects (MRCPS). The authors combine mathematical programming with an agile project flow using a modified multi-mode resource constrained project scheduling model for software projects (MRCPS). The proposed approach can be used to generate schedules as benchmarks for agile development iterations. Computational experiments based on real project data indicate that this approach significantly reduces the project cycle time.
  • However, in 2010, the focus shifted to "ensuring that results matter more than plans" (Kundra, 2010, p. 33). Agile is better suited for achieving the goal of "breaking projects into more manageable chunks and demanding new functionality every few quarters" (Kundra, 2010, p. 1). However, federal governance directives to produce and deliver plans before results have not changed. How then is it possible for federal projects to be Agile? This paper presents a case study of how this challenge has been addressed. The client is a United States federal agency and programmatic responsibilities center on the development of workflow applications designed to increase the efficiency of agency business processes.
  • There are a number of distinct approaches and methods available to base application software development on. More recently, agile methods have been gaining momentum, obtaining critical mass and endorsement from well-established information technology (IT) organizations among others. A brief history of the evolution of the methods is presented in this paper. The advantages and disadvantages of the various approaches are briefly examined, and the agile concepts are further explored.
  • The challenge is that most organizations are, in practice, not agile at all. They may have teams using agile methods, but are in fact, hybrid agile and traditional organizations. Very often, agile at the team level is not enough to achieve true end-to-end business agility. Ten years after the signing of the Agile Manifesto, agile methods have gained significant mindshare, attention of the industry, and public interest, across the software product development community. The promise of agile is great and the benefits are well demonstrated; many people are open to considering an alternative approach.
  • In doing so, it details how project teams can break out of the typical agile framework and use workflow boards from lean manufacturing process Kanban or task backlogs borrowed from Scrum, which may lead to using traditional practices, such as those in A Guide to the Project Management Body of Knowledge (PMBOK® Guide). It explains one of agile's basic tenets, explores how adopting an agile hybrid lets teams adapt the documentation processes as the project progresses, and discusses how traditional quality-assurance tests help shape the documentation process. This article explores how project managers are taking adaptability to the next level by blending methodologies to make new agile hybrids. In doing so, it details how project teams can break out of the typical agile framework and use workflow boards from lean manufacturing process Kanban or task backlogs borrowed from Scrum, which may lead to using traditional practices, such as those in A Guide to the Project Management Body of Knowledge (PMBOK® Guide).
  • In addition, it explores what transpired when The Kroger Co. began the transformation journey with a service-provider with agile experts that assisted them in developing an enterprise agile transformation program that would fit their existing corporate culture. Kroger's experience illustrates how a hybrid approach (one that bringsAs a result, Kroger has struggled in its transformation to adopt agile practices. This case study shares the company's experiences in transitioning from a waterfall approach to become a more agile organization, with full knowledge that a unilateral adoption of agile practices would not be effective in this environment.
  • Future research should explore the correlation between APM practices and enablers in order to develop "hybrid" management models for different industries.This research paper presents evidence from an exploratory survey on the use of agile project management (APM) practices and the presence of APM enablers in 19 medium- and large-sized companies from different industry sectors considering innovative projects.
 
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