TAILIEUCHUNG - AGILE PROJECT MANAGEMENT METHODS FOR IT PROJECTS

What then becomes critical is that project and programme managers and senior management make efficient and effective use of the services and capabilities of the PMO. And finally it is important to define the metrics by which the performance of the PMO will be assessed and evaluated, both directly (the effectiveness of its services) and indirectly (the improvements it enables in project, programme and portfolio decision making and outcomes). But that is not the end of the story. Research shows that few PMOs are stable: as issues evolve, business circumstances change and the PMO achieves some or all of its. | In The Story of Managing Projects A Global Cross- Disciplinary Collection of Perspectives Dr. E. G. Carayannis and Dr. Y. H. Kwak editors Greenwood Press Quorum Books 2002 Chapter X. AGILE PROJECT MANAGEMENT METHODS For it projects Glen B. Alleman Niwot Colorado 80503 The difference between failure and success is the difference between doing something almost right and doing something right. Benjamin Franklin Agile project management methodologies used to develop deploy or acquire information technology systems have begun to enter the vocabulary of modern organizations. Much in the same way lightweight and agile manufacturing or business management processes have over the past few years. This chapter is about applying Agile methods in an environment that may be more familiar with high ceremony project management methods - methods that might be considered heavy weight in terms of today s agile vocabulary. Agile PM Methods 1 High ceremony projects include projects based on formal or semi- formal project management methods ones like Prince2 1 PMI s PMBOK 2 or processes based on the Software Engineering Institute s Capability Maturity Model 3 . These methods are traditionally associated with organizations that operate in software engineering centric business domains. These domains view software activities as an engineering process rather than a creative process based in the skill of individuals or small teams. Organizations with mature processes often define their activities in a formal manner applying methods with rigor and monitoring the processes and results carefully. These practices are many times built up over time and come about through direct experiences - either good or bad. Many times they follow the formal structure of the underlying business process. 1 Projects IN Controlled -Environments PRINCE is a structured project management method used in the United Kingdom. 2 Project Management Body of Knowledge PMBOK is an ANSI Standard PM- 99- 001- 2000 describing .

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