Browsing Dissertations for Project Management (PM) by Subject "agile project management"
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ItemBeing Agile: The Influence of Agile Project Practices on the Project Team Productivity(The British University in Dubai (BUiD), 2018-11) AL HAMMADI, ZAINAB AHMEDAgile project practices and methods have gained more popularity and broadly used due to various benefits. The agile project management sound alternative to the traditional project management and its methods characterised as being flexible and the project is done in iterative approach where deliverables or outcomes are expected at the end of each sprint. It is reported that agile project practices have both negative and positive impact on the project team productivity. The main purpose of this qualitative research is to critically assess the concept of agile project management and to better understand the effect of using agile project practices on the project and how does it affect team’s productivity. In this research both primary and secondary sources are used to collect necessary data concerning the research topic. The secondary date is collected from relevant literatures, selected government departments’ websites and their periodic documents, while the primary data is gathered through in-depth semi-structured interviews with employees at different position and from different department. The theoretical reviews show that agile project management and practices lead to positives results and also some negative outcomes have been identified. The study shows the results of the group interviews conducted at three different government organisations based in the U.A.E. with a total of 13 people from different departments. The findings show that the implementation of agile practices result in positive impacts and outcomes in the three selected projects, although the results vary among the three, as the practices are found to be implemented partially in some projects or ineffectively. In addition, some negative impacts of using practices have been identified. In terms of productivity, most of the used practices showed positive impact on productivity and some affected the productivity indirectly. Whereas, practices such as open office design is found to have both negative and positive impact on productivity, but actions have been taken to minimise its negative impacts. The main limitation to this study is that it only examined three projects and the respondents’ number is thirteen, where the researcher believes that more projects and respondents will add more insight and value to the outcomes. Thus, for future studies, it is recommended to examine more projects and interview more respondents to get more accurate and valid results. ItemThe Impact of Agile Project Management on the Effective Delivery of Innovative Products(The British University in Dubai (BUiD), 2016-05) Sowaidan, AmnaIn the recent years organization are focusing on delivering innovative products to gain a competitive advantage in the market with the other organizations, therefore some organizations are shifting from traditional project management to agile project management. Agile project management emerged from the need of having a flexible development method that enables the organization to develop innovative products that satisfy the customers and return value to the organization, as opposed to traditional methods that consist of steps that could pose an obstacle in case a change emerged. This research paper focuses on the relationship between the use of agile project management and product innovation, through the examined case studies and questionnaire finding innovation can be achieved by using agile management with the support of users engagement in the development process and also with the association of skilled team members and effective management and with using advanced tools. In order to support agile principles several recommendation were presented that could be adopted by organizations to be innovative and achieve high user satisfaction. ItemThe Influence of Kanban Project Management Methodology Success Factors on Data Science Project Teams(The British University in Dubai (BUiD), 2022-06) AHMED, ARWAThe current study targeted the issue of Kanban methodology integration for the needs of effective management of Data Science project teams. The rapid growth in the number of Data Science projects that are being implemented in the contemporary world has increased the relevance of the study in this sphere. It is vital to develop effective and reliable project management methods that can enhance the productivity and quality of cooperation among members of a Data Science project team. To address this question, the researcher reviewed the following key variables: Data Science project team challenges, and success factors of the Kanban methodology. It was important to estimate the potential influence of specific challenge factors on the performance of the Data Science project teams. In addition, the role of Kanban success factors as instruments of mitigating and preventing challenges was assessed. The results of the study were based on the collection of survey data from the target population of project managers and other members of the Data Science project teams. The data analysis methods included descriptive statistics and regression analysis. The study outcomes demonstrated the effectiveness of the Kanban methodology in dealing with some pre-identified project management challenges in the field of Data Science. The study produced a significant premise. This suggests that the target population may not have the necessary knowledge and experience to effectively benefit from the Kanban project management techniques. Further research will be required to evaluate this premise. ItemThe Influence of Stakeholder Management on the Successful Implementation of Agile Project Management Methodology in Mega-Events Projects(The British University in Dubai (BUiD), 2019-07) ALI HASSAN, KHADIJAHMega-events bring challenges of different scale and complexities, and many scholars demanded flexible strategies and plans in managing hallmark events giving their complexity and unpredictability. Conventional methods in managing projects are considered unqualified and ill-prepared to handle these dynamic settings. Agile methodologies have acquired considerable vogue, significant interest and growing attention from the public as well as industries. The possibilities it brings are tremendous, and its benefits and values are well manifested and potentially more to offer in the other fields than software. Nowadays, agile has surpassed the small scale projects, and recently, many companies are keener to apply it on organisational level and large scale projects. This research is geared toward exploring the different characteristics that support and promote agile project management methodology within the context of mega-events. It will also investigate from the stakeholder perspective, how this application can be influenced and boosted through effective management of stakeholders. A conceptual framework developed from the thorough and critical review of the literature is proposed to determine the influence the effective stakeholder management framework (adopted after Yang et al. 2009) has on these ‘scaled’ agile characteristics and eventually on agile implementation in mega-events. The framework was applied in an exploratory survey with experienced people from diverse mega-events environments. The data gathered were processed via specialised software packages and thoroughly analysed against statistical standards. Due to the scarcity of scholarly papers that tackle mega-events from a project management perspective, and the modernity and novelty of agile methodology and its confined application within information technology and software development sectors, it was quite a challenge to find literature that explored this methodology in megaprojects. Hence, a broader approach in reviewing the scholarships was followed. Non-IT industries focusing primarily on large-sized organisations, construction sectors, enterprise-level agility and programme/ portfolio management levels (agile-at-scale) were investigated. The literature revealed of eleven peculiar features of agile in the mega-events context covering the following dimensions; project output & business values, customer involvement, communication and transparency, planning approach, team structure, leadership and culture, organisation structure, governance, learning & coaching, and hybrid method. The adopted framework for stakeholder management identified fifteen factors bundled into four groups; namely, information inputs, stakeholder estimate, decision making and stakeholder sustainable support. All stakeholder factors have proved evident influence on the agile characteristics. The study suggested the comprehension of all these factors to achieve an optimum influence. It also proposes – given the level of influence of these factors – classifying “information inputs” and “stakeholder estimate” as primary factors and “decision making” and “stakeholder sustainable support” and secondary. The study ends with a set of recommendations concluded from the study's outcomes and the literature review. These propositions mainly target organisations and decision makers within the mega-events industry and agile practitioners to shape the path forward in managing projects in mega-events.