...registration 3. Registration to verification of subjects and courses 4. Validate whether the student has completed prescribed courses 5. Approval from the respective course coordinators 6. Final billing made on the student to make payment of his fees. In this entire process one has to understand what the needs of the student are and then we need to bill him as per the requirements of the course which he is bound to enroll. There should not be blind system of billing everybody without any purpose. Hence in this case the validation of subjects and needs has to be clarified at all instances. Appendix B 1. When should you use an Agile method, and when should you use an engineering-based method for developing a system? Support your answer Agile methods are adaptive in nature. Their nature is to welcome and adapt changes. And also the agile processes focus on people rather than process so in a case where a system to be developed is about to change rapidly and also depended upon the persons; the agile methods must be a good approach. Also the documentation part is too less in this case. Engineering processes are predictive in nature and they do not support changes and also they are process focused. So when there is a system that will remain stable for a long period of time engineering approach is good...
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...Agile Methodology Brian Crites System Analysis and Design July 16, 2012 Summer Term B 2012 Professor David A. Ostrowski Agile Methodology is an approach to project management that for the most part is used with software development. Agile Methodology is a very important part of software development. Throughout this paper I intend to discuss what the movement toward agility means for the future of systems analysis and design (Hoffer, George, & Valacich, 2011). In the year of 2001 many proponents met in Utah and came to discuss and agree on underlying principles (Hoffer, George, & Valacich, 2011). Through this discussion they came up with the “The Agile Manifesto” (Hoffer, George, & Valacich, 2011). There is very important information listed in the Agile Manifesto as you can see from the information I have provided, according to my textbook, below. “The Manifesto for Agile Software Development Seventeen anarchists agree: We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: • Individuals and interactions over processes and tools. • Working software over comprehensive documentation. • Customer collaboration over contract negotiation. • Responding to change over following a plan. That is, while we value the items on the right, we value the items on the left more. We follow the following principles: • Our highest priority is to satisfy the customer through early and...
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...for Succeeding with Agile “Understanding the mechanics of an agile process is just not enough. Mike Cohn has compiled a superb and comprehensive collection of advice that will help individuals and teams with the intricate task of adopting and adapting agile processes to fit their specific challenges. This book will become the definitive handbook for agile teams.” —Colin Bird, Global Head of Agile, EMC Consulting “Mike Cohn’s experience working with so many different organizations in the adoption of agile methods shines through with practical approaches and valuable insights. If you really want agile methods to stick, this is the book to read.” —Jeff Honious,Vice President, Innovation, Reed Elsevier “Mike Cohn has done it again. Succeeding with Agile is based on his experience, and all of our experience, with agile to date. He covers from the earliest days of the project up to maturity and offers advice for the individual, the team, and the enterprise. No matter where you are in the agile cycle, this book has something for you!” —Ron Jeffries, www.XProgramming.com “If you want to start or take the next step in agile software development, this book is for you. It discusses issues, great solutions, and helpful guidelines when scaling up in agile projects. We used the guidelines from this book extensively when we introduced agile in a large, FDA-regulated department.” —Christ Vriens, Department Head of MiPlaza, part of Philips Research “If making the move to agile has always baffled...
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...Running head: GROUP SOFTWARE DEVELOPMENT Team Programming Environments Information Technology for Teams Course Team Programming Environments Programming teams are achieving advances in deployment of more modular software products through the use of adaptive techniques in software development. Companies implementing large scale enterprise planning and control systems, product data management tools and complex back office systems for global service and support are finding these techniques to be more cost effective, adaptable and lean improving user requests for changing software functionality, processes and improved deployment strategies (Applegate, Austin, & McFarlan, 2002). This paper will compare and contrast three team oriented programming environments including Rational, Unified Modeling and Extreme Programming and will describe the impact of these programming environments on group software development. Literature Review of Software Trends The traditional methods of systems planning and investment decision making in the last century have given pause to leaders who witnessed costs in design, implementation and deployment of software skyrocket, created armies of support teams to operate and manage the software products and forced many firms into bankruptcy. Companies who have successfully implemented enterprise systems are now seeking more adaptive infrastructure deployments, software end-user functional value, and more adaptable...
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...Replacing PeopleSoft Using the Agile Methodology Development January 8th, 2015 IT Project Manager Group F’s College of Technology Mid-West, USA 12345 College President Group F’s College of Technology Mid-West, USA 12345 Dear College President: Per the goals of the IT department our project: Replacing PeopleSoft using the agile methodology, is designed to replace the current software at our college. By doing this we will create a more time and cost efficient software program at our college that will be used throughout all our campuses. The new software will be maintained and updated internally which in turn will result in a reduction of expenses. We are hoping to start and complete this process within a year. Throughout the year our internal staff will gain the knowledge necessary to maintain and update the new software. They will also use the agile methodology to ensure that this process is done successfully. We also understand that this will cause complications at times with our means of communication between stakeholders and employees. Liaisons will be in place to communicate updates and other information to our stakeholders and employees in the case of complications. We are requesting your approval to start this project by the end of January 2015 once you have reviewed this project report. You will see in our report that requests for finances will be minimal as we own all of the hardware. We plan on using most of the existing hardware, if not all of it...
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...Malaysian Airlines TIME TO TRAVEL……. Preliminary Consultancy Report (Update) Of Developing An Agile/Adaptive Organization by Concentrating HR Capabilities Perspective: Malaysian Airlines Prepared by Anupam Mazumdar Vidya Md. Mohsin Zaki Derrick Bungo Malaysian Airlines TIME TO TRAVEL……. ADOPTED APPROACH & METHOD JUSTIFICATION THIS REPORT IS BASED ON MALAYSIAN AIRLINES IN WHICH INDUCTIVE CONTEXT WILL BE DEVELOPED BY USING DIFFERENT SOURCES SUCH AS JOURNALS, ARTICLES, COMPANY DATABASE, COMPANY & CASE STUDY WEBSITE, COMPANIES ANNUAL AND LATEST REPORT REPORTS OF OTHER HOMOGENEOUS ORGANIZATIONS (RITCHE ET AL., 2014) CONCLUSION AND RECOMMENDATION (HOW HR CAN ADOPT AGILE/ADAPTIVE APPROACH) WILL BE DERIVED FROM MALAYSIAN AIRLINES DATA, INFORMATION, FINANCIAL STATEMENT, PRESS RELESE, FINDINGS AND ANALYSIS OF PAST AND PRESENT STATUS OF MALAYSIAN AIRLINES (SILVERMAN, 2014) Malaysian Airlines TIME TO TRAVEL……. THEORIES THE FOLLOWING THEORIES WILL BE USED TO IDENTIFY THE KEY ISSUES OF MA THEORIES ü ü ü ü ü ü ü ü ü PESTEL ANALYSIS SWOT ANALYSIS PORTER’S 5 FORCES CULTURAL AND LEADERSHIP STYLE OF MA (HARD & SOFT) KNOWLEDGE BASED VIEW & RESOURCE BASED VIEW FORCE FIELD ANALYSIS BLUE OCEAN STRATEGIES STRATEGY GROUP MAP SEVEN “S” MODEL KEY ISSUES ü COMPANY PROFILE OF THE MALAYSIAN AIRLINES ü CURRENT STATUS OF THE THE MALAYSIAN AIRLINES ü CURRENT STRATEGIC POSITION OF MALAYSIAN AIRLINES ü CURRENT HR PRACTICES IN MA ü STAKEHOLDER ANALYSIS...
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...Inspiration from: When I was young, I never go out door and play with my fellow kids. The reason was I was scared that I would get hurt while I play. Then, one day my brother took me to the nearby ground. I was watching the boys playing Cricket. All of sudden I heard a loud noise, it is because the whole ground was cheering for a boy who reached the strikers end to take the strike. And realized the reason for the cheer that boy had no legs. The very first ball he faced, he sent the ball to the boundary. I was shocked and just observed him closely. He can’t run as like others and comes to ground on his wheel chair but still manages to play cricket. I found from others that he met with an accident couples of years back and lost his both legs be. As a grown up person now, I could understand “How did he managed to play cricket without legs”. The change he understood, the change he adapted, the technique he developed, the change he made to himself…. It is true and evident that you can’t live every day in the same style. Change is Eternal. If the person in the above story had thought, it is going to hurt him if he tries to play cricket after the accident, then he will be just called as Handicap. But now, he accepted and fought the battle and won. His name is 'Aghoram'. It has truly inspired me in many ways; in fact I have started playing outdoor games. Being in IT industry for these many years, I have realised most of the IT industries were stick to the traditional...
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...Study on Agile software development methodologies A B M Moniruzzaman abm.mzkhan@gmail.com Dr Syed Akhter Hossain aktarhossain@daffodilvarsity.edu.bd Abstract Today‘s business environment is very much dynamic, and organisations are constantly changing their software requirements to adjust with new environment. They also demand for fast delivery of software products as well as for accepting changing requirements. In this aspect, traditional plan-driven developments fail to meet up these requirements. Though traditional software development methodologies, such as life cycle-based structured and object oriented approaches, continue to dominate the systems development few decades and much research has done in traditional methodologies, Agile software development brings its own set of novel challenges that must be addressed to satisfy the customer through early and continuous delivery of the valuable software. It‘s a set of software development methods based on iterative and incremental development process, where requirements and development evolve through collaboration between self-organizing, cross-functional teams that allows rapid delivery of high quality software to meet customer needs and also accommodate changes in the requirements. In this paper, we significantly indentify and describe the major factors, that Agile development approach improves software development process to meet the rapid changing business environments. We also provide a brief comparison of agile development...
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...serena.com An IntroductIon to AgIle SoftwAre development June 2007 tAble of contentS Executive summary............................................................................................................................................................ 3 Agile vs. waterfall: practical differences in methodology .............................................................. 4 Two agile software development methodologies ................................................................................. 6 Xp ......................................................................................................................................................................................................... 6 The XP development process ....................................................................................................................................................... 6 XP rules and concepts ......................................................................................................................................................................7 Scrum ................................................................................................................................................................................................. 8 Scrum management........................................................................................................................................................................ 8 Scrum...
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...February 2013 IMPROVING THE MANAGEMENT OF COST AND SCOPE IN SOFTWARE PROJECTS USING AGILE PRACTICES Mariana de Azevedo Santos1, Paulo Henrique de Souza Bermejo2, Marcelo Silva de Oliveira3, Adriano Olímpio Tonelli2, Enio Júnior Seidel4 1 2 3 Mitah Technologies, Lavras, Minas Gerais, Brazil mariana@bsi.ufla.br Department of Computer Science – Universidade Federal de Lavras (UFLA) bermejo@dcc.ufla.br, tonelli@dcc.ufla.br marcelo.oliveira@dex.ufla.br 4 Department of Mathematical Sciences – Universidade Federal de Lavras (UFLA) Universidade Federal do Pampa (UNIPAMPA) ejrseidel@hotmail.com ABSTRACT While organizations want to develop software products with reduced cost and flexible scope, stories about the applicability of agile practices to improve project development and performance in the software industry are scarce and focused on specific methodologies such as Scrum and XP. Given these facts, this paper aims to investigate, through practitioners' perceptions of value, which agile practices are being used to improve two performance criteria for software projects—cost and scope. Using a multivariate statistical technique known as Exploratory Factor Analysis (EFA), the results suggest that the use of agile practices can be represented in factors which describe different applications in software development process to improve cost and scope. Also, we conclude that some agile practices should be used together in order to get better efficiency on cost and scope...
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...AGILE PROJECT MANAGEMENT "On February 11-13, 2001, at The Lodge at Snowbird ski resort in the Wasatch mountains of Utah, seventeen people met to talk, ski, relax, and try to find common ground... What emerged was the Agile Software Development Manifesto." (www.agilemanifesto.org) The precursor to Agile project management was the brainchild of Dr. Winston Royce. Introduced in his 1970 treatise, “Managing the Development of Large Software Systems,”1 Dr. Royce presented a 5-point rebuttal of the sequential development Waterfall Model, which had been the status quo for project managment. The waterfall model views a process as a series of steps cascading downwards as shown in the illustration below: Fig. 1: The Waterfall Model Originating in industries concerned with complex physical structures such as skyscrapers, vehicles, and machines, the waterfall model suited these type of projects. The underslying assumption was that late-stage modifications were constrained by the high costs and difficulties inherent in physically modifying a large, complex structure after construction or assembly had begun. The first sequential project management protocol is attributed to Walther Shewhart at Bell Labs, who coined the phrase "Plan-Do-Study-Act"2 in the 1930s. His ideas were advanced in the following decade by the so-called "father of the post-war Japanese industrial renaissance",3 William Edwards Demings, Bell and...
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...Optimization in Agile Data Warehouse Design Matteo Golfarelli, Stefano Rizzi, and Elisa Turricchia DEIS - Univ. of Bologna, V.le Risorgimento 2, 40136 Bologna, Italy {matteo.golfarelli,stefano.rizzi,elisa.turricchia2}@unibo.it Abstract. Agile methods have been increasingly adopted to make data warehouse design faster and nimbler. They divide a data warehouse project into sprints (iterations), and include a sprint planning phase that is critical to ensure the project success. Several factors impact on the optimality of a sprint plan, e.g., the estimated complexity, business value, and affinity of the elemental functionalities included in each sprint, which makes the planning problem difficult. In this paper we formalize the planning problem and propose an optimization model that, given the estimates made by the project team and a set of development constraints, produces an optimal sprint plan that maximizes the business value perceived by users. The planning problem is converted into a multi-knapsack problem with constraints, given a linear programming formulation, and solved using the IBM ILOG CPLEX Optimizer. Finally, the proposed approach is validated through effectiveness and efficiency tests. Keywords: Agile methods, Optimization, Data warehouse design. 1 Introduction As empirical studies suggest [9,2], agility is one of the most promising directions to overcome the problems of traditional software engineering approaches. The twelve principles stated in the Agile Manifesto [3]...
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...Agile Project Management What are the Benefits and Challenges? What is Agile Project Management? ○ Agile Project Management is family of incremental, iterative development methods for Completing Projects What is Agile Project Management? ○ Agile project management is related to a rolling wave and scheduling product Methodology ( Larson, 594) ○ This type of project management allows more things to get completed using the same people and resources. What is Agile Project Management? ○ This type of project management allows more things to get completed using the same people and resources. Agile Project Management When the project team makes the change from traditional project management to agile project management there will be some adaption of the process needed by the team. The team will need to change their entire thought process. https://www.youtube.com/watch? v=ioYMSyCCVgc ○ The use of communication in agile project management ○ Communication is the Key process in Agile Project management Communication ○ Customer Involvement helps to make sure that the customer is satisfied with the project on each step of the process. ○ Stakeholders and Business owners may initiate a project but may not actually do any of the work Iterations ○ Agile project management users Iterations ○ Iterations are short time frames that typically last from one to four weeks in length Variety of...
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...In my opinion less is more. Although, I’ve used different types of other software before and felt “this is too much to learn and master”, but after some time on the software there didn’t seem to be enough features. The biggest problem I'll have in regards to MS Project is no patience, and wanting to get it, right away. Secondly, after having waterfall versus agile methods explained in class, and looking more in-depth to MS Project, and reading that this software doesn't lend itself to an agile type of model. I could easily use Excel for tracking simple tasks, but you don't get the flexibility of using MS Project. I foresee that being a problem because it’s stated: “agile development is taking more of a front seat now”. Not only would it be an issue for me learning to utilize this software, but I’d be working twice as hard because the agile method isn’t great to use on the MS Project. Lastly, after getting a better understanding of the agile versus waterfall approach, the agile process is ten times better than the waterfall method. I understand some businesses work better with the waterfall approach, but the overall agile method is the way to...
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...PMI- ACP : Lesson 1 : Quiz : Agile Framework Q 1 : As per agile manifesto, which of the following is given more value ? a. b. c. d. Comprehensive Documentation Customer Collaboration Process and tools Following a plan Q2 : Which of the following is coming from Agile Manifesto ? a. b. c. d. Deliver reliable results by engaging customers in frequent interactions Make continuous flow of value our focus Following a Plan over Responding to Change Customer Collaboration over Contract Negotiation Q3: Which of the following is NOT true about the agile team? a. Agile teams are empowered to make the necessary decisions in order to get the work done b. Agile teams are composed of a mix of skills—everyone necessary to create the product increment is on the team c. Agile team members are specialist and has titles based on their job description, their performance is measured based of individuals contribution for the project d. Agile team values power of team members collaborating in person to solve a mutual problem. Q4: Which of the following statement is true about measuring progress of agile projects? a. In Agile we measure project’s progress by the percent complete of the functional milestones (that is, analysis complete, documentation complete, code complete and so on). b. In Agile we measure project’s progress by measuring number of functionality developed c. In agile we trust the team, we trust them for project completion so we do not measure project ...
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