An ICT based Project Management Learning Framework

The objective of this paper is to present a framework that can facilitate the university level learning process in the Project Management of different students who are enrolled in different universities in different locations and attending their own Project Management courses, but running a virtual experience in executing and managing projects. The framework includes both information systems and methodological procedures that are integrated in the information system, making it possible to assess learning performance.

Project Management : Gestión de la remedición mediambiental de las plantas de gas manufacturado

Para hacerse cargo del legado de las Plantas de Gas Manufacturado (MGP) en el Estado de Nueva York, la División de Remediación Medioambiental del Departamento de Conservación Medioambiental, creo las Investigaciones de las áreas afectadas y el Programa de Remediación Medioambiental. Con el paso de los años, la conciencia y entendimiento de la importancia y complejidad de estos proyectos fue creciendo, ya que las investigaciones realizadas daban fe del tamaño y extensión de la contaminación asociada a las plantas de gas manufacturado, propiedad ahora de las diversas compañías de gas que operan a lo largo y ancho del Estado de Nueva York. Tras varios años dentro del Programa de Remediación Medioambiental, muchas de estas compañías han intentado manejar estos vastos y complejos proyectos como han podido, dejándose llevar un poco, subestimando y pasando por alto muchos detalles, ya que al fin y al cabo son proyecto regulados por el estado y que, por tanto, son financiados enteramente por este. Esto ha ido causando en los últimos años grandes problemas a algunas Compañías que a la hora de reportar estos proyectos se han encontrado con una falta total de control y grandes lagunas que resolver. Una técnica para resolver estos problemas es hacer uso de grandes técnicas de gestión empresarial como es el Project Management. En este proyecto se exponen y desarrollan las técnicas que han de utilizarse para integrar la Gestión de Proyectos con el fin de poder gestionar y coordinar las competentes demandas de alcance, tiempo, costes, calidad, recursos, y riesgos con el fin de alcanzar los requerimientos y objetivos del proyecto y de la Compañía. ABSTRACT To address the Manufactured Gas Plant (MGP) legacy in New York State, the Department of Environmental Conservation’s Division of Environmental Remediation has established the MGP Site Investigation and Remediation Programs. With the passage of time the Department’s understanding of the complexity of these sites grew, as investigations identified the extend of the contamination problem associated with many MGPs, property of the Operating Companies in the State. Through many years under the Remediation Programs, some Operating Companies have tried to manage these large and complex projects as they could, underestimating and overlooking them, as they were, in fact, regulated and financed by the Department. This has cause a lot of controlling issues and gaps to solve to the companies. Now the companies are trying to solve this kind of problems using the more innovative management techniques, as Project Management. This project expose and explains how to integrate the project management processes into the MGP Projects under the Remediation Program, to manage and balance the competing demands of scope, time ,cost, quality, resources, and risk to meet the project and company’s requirements and objectives.

Categorization of Anti-Patterns in Software Project Management

In the last decades, software systems have become an intrinsic element in our daily lives. Software exists in our computers, in our cars, and even in our refrigerators. Today’s world has become heavily dependent on software and yet, we still struggle to deliver quality software products, on-time and within budget. When searching for the causes of such alarming scenario, we find concurrent voices pointing to the role of the project manager. But what is project management and what makes it so challenging? Part of the answer to this question requires a deeper analysis of why software project managers have been largely ineffective. Answering this question might assist current and future software project managers in avoiding, or at least effectively mitigating, problematic scenarios that, if unresolved, will eventually lead to additional failures. This is where anti-patterns come into play and where they can be a useful tool in identifying and addressing software project management failure. Unfortunately, anti-patterns are still a fairly recent concept, and thus, available information is still scarce and loosely organized. This thesis will attempt to help remedy this scenario. The objective of this work is to help organize existing, documented software project management anti-patterns by answering our two research questions: · What are the different anti-patterns in software project management? · How can these anti-patterns be categorized?

An Analysis Of The Recommended Knowledge For The Software Project Management Discipline

According to the PMBOK (Project Management Body of Knowledge), project management is “the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements” [1]. Project Management has proven to be one of the most important disciplines at the moment of determining the success of any project [2][3][4]. Given that many of the activities covered by this discipline can be said that are “horizontal” for any kind of domain, the importance of acknowledge the concepts and practices becomes even more obvious. The specific case of the projects that fall in the domain of Software Engineering are not the exception about the great influence of Project Management for their success. The critical role that this discipline plays in the industry has come to numbers. A report by McKinsey & Co [4] shows that the establishment of programs for the teaching of critical skills of project management can improve the performance of the project in time and costs. As an example of the above, the reports exposes: “One defense organization used these programs to train several waves of project managers and leaders who together administered a portfolio of more than 1,000 capital projects ranging in Project management size from $100,000 to $500 million. Managers who successfully completed the training were able to cut costs on most projects by between 20 and 35 percent. Over time, the organization expects savings of about 15 percent of its entire baseline spending”. In a white paper by the PMI (Project Management Institute) about the value of project management [5], it is stated that: “Leading organizations across sectors and geographic borders have been steadily embracing project management as a way to control spending and improve project results”. According to the research made by the PMI for the paper, after the economical crisis “Executives discovered that adhering to project management methods and strategies reduced risks, cut costs and improved success rates—all vital to surviving the economic crisis”. In every elite company, a proper execution of the project management discipline has become a must. Several members of the software industry have putted effort into achieving ways of assuring high quality results from projects; many standards, best practices, methodologies and other resources have been produced by experts from different fields of expertise. In the industry and the academic community, there is a continuous research on how to teach better software engineering together with project management [4][6]. For the general practices of Project Management the PMI produced a guide of the required knowledge that any project manager should have in their toolbox to lead any kind of project, this guide is called the PMBOK. On the side of best practices 10 and required knowledge for the Software Engineering discipline, the IEEE (Institute of Electrical and Electronics Engineers) developed the SWEBOK (Software Engineering Body of Knowledge) in collaboration with software industry experts and academic researchers, introducing into the guide many of the needed knowledge for a 5-year expertise software engineer [7]. The SWEBOK also covers management from the perspective of a software project. This thesis is developed to provide guidance to practitioners and members of the academic community about project management applied to software engineering. The way used in this thesis to get useful information for practitioners is to take an industry-approved guide for software engineering professionals such as the SWEBOK, and compare the content to what is found in the PMBOK. After comparing the contents of the SWEBOK and the PMBOK, what is found missing in the SWEBOK is used to give recommendations on how to enrich project management skills for a software engineering professional. Recommendations for members of the academic community on the other hand, are given taking into account the GSwE2009 (Graduated Software Engineering 2009) standard [8]. GSwE2009 is often used as a main reference for software engineering master programs [9]. The standard is mostly based on the content of the SWEBOK, plus some contents that are considered to reinforce the education of software engineering. Given the similarities between the SWEBOK and the GSwE2009, the results of comparing SWEBOK and PMBOK are also considered valid to enrich what the GSwE2009 proposes. So in the end the recommendations for practitioners end up being also useful for the academic community and their strategies to teach project management in the context of software engineering.

Project management in cloud

Este proyecto consiste en la construcción de un prototipo para la gestión de proyectos, destinada a usuarios del entorno profesional. La herramienta pretende servir de soporte a los equipos que realicen un proyecto dotando al usuario con la posibilidad de gestionar los tiempos del proyecto, gestión de requisitos, gestión de recursos, gestión de la documentación, etc. Adicionalmente, este trabajo llevará asociado un plan de negocio para poder estudiar la viabilidad del proyecto, en este plan de negocio se analizará; el entorno externo (competencia); análisis de las debilidades, fortalezas, amenazas y oportunidades; plan de marketing; plan económicofinanciero; análisis de riesgos del proyecto. A grandes rasgos, la herramienta desarrollada se compone de dos bases de datos (una relacional y otra no relacional), un conjunto de módulos que implementan la funcionalidad y una interfaz gráfica que proporciona a los usuarios una forma cómoda de interactuar con el sistema, principalmente ofrecerá las siguientes opciones:  Gestión de proyectos  Gestión de usuarios.  Gestión de recursos  Gestión de tiempos  Cuadro de mando y notificaciones. ---ABSTRACT---This Project consist of the construction of a prototype for Project management, intended for users of the profesional environment. The software aims to support teams conducting a project by providing the user with the ability to manage time, requirements management, resource management, document management, etc. In addition, this work includes a business plan to study the viability of the project. This business plan addresses the following; analysis of the external enviroment; analysis of the strengths, weaknesses, opportunities and threats; marketing plan; economic and financial plan; analysis of project risks. In general terms, the developed tools are composed of two databases (relational and nonrelational), a set of modules that implement the functionality and a web interface that gives users a convenient way to interact with the system. The options that the system offers are:  Project management  User management  Resource management  Time management  Dashboard and notifications

Agile it project management professional

La gestión de las tecnologías de la información tiene cada vez más importancia dentro de un mundo totalmente digitalizado y donde la capacidad de respuesta al cambio puede marcar el devenir de una compañía, y resulta cada vez más evidente que los modelos de gestión tradicionales utilizados en la mayoría de las compañías no son capaces de dar respuesta por si solos a estas nuevas necesidades. Aun teniendo identificado este área de mejora, son muchas las empresas reacias a abordar estos cambios, principalmente por el cambio rupturista que significa a nivel interno. De cara a facilitar esta transformación, se propone en este documento un modelo de transición controlada donde las grandes compañías puedan incorporar nuevas alternativas y herramientas ágiles de forma paulatina y asegurando que el proceso de cambio es seguro y efectivo. Mediante una modificación del ciclo de vida de proyecto dentro de la compañía, se incorporan en las áreas, equipos o dominios de la empresa que se identifiquen los nuevos modelos de gestión ágil, permitiendo así una transición gradual y controlada, y pudiendo además analizar los detalles sobre todo en etapas tempranas de la transformación. Una vez seleccionada el área o dominio objeto de la transformación, se realiza un análisis a nivel de Portfolio de proyectos, identificando aquellos que cumplen una serie de condiciones que les permiten ser gestionados utilizando modelos de gestión ágil. Para ello, se plantea una matriz de decisión con las principales variables a tener en cuenta a la hora de tomar una decisión. Una vez seleccionado y consensuado con los interesados el modelo de gestión utilizando la matriz de decisión, se plantean una serie de herramientas y métricas asociadas para que la gestión ágil del proyecto dé una visibilidad completa y detallada del estado en cada momento, asegurando un correcto proceso de gestión de proyectos para proveer visibilidad regular del progreso, riesgos, planes de contingencia y problemas, con las alertas y escalaciones adecuadas. Además de proponerse una serie de herramientas y métricas para la gestión ágil del proyecto, se plantean las modificaciones necesarias sobre las tipologías habituales de contrato y se propone un nuevo modelo de contrato: el Contrato Agile. La principal diferencia entre este nuevo modelo de contrato y los habituales es que, al igual que las metodologías ágiles, es ejecutado en segmentos o iteraciones. En definitiva, el objetivo de este documento es proveer un mecanismo que facilite la inclusión de nuevos modelos ágiles de gestión en grandes organizaciones, llevando a cabo una transición controlada, con herramientas y métricas adaptadas para tener visibilidad completa sobre los proyectos en todo momento.---ABSTRACT---The information technology management is every time more important in a totally digitized world, where the capacity to response the change could mark the future of a company, and results every time more evident that the traditional management models used in the most of the companies are not able to respond by themselves to these new necessities. Even having identified this improvement area, many companies are reluctant to address these changes, mainly due to the disruptive change that it means internally in the companies. In order to facilitate this transformation, this document proposed a controlled transition model to help the big companies to incorporate new alternatives and agile tools gradually and ensuring that the change process is safe and effective. Through a modification the project life cycle inside the company, the new agile management models are incorporated in the selected areas, teams or domains, permitting a gradual and controlled transition, and enabling further analyze the details above all in the early phases of the transformation. Once is selected the area or domain object of the transformation, a portfolio level analysis is performed, identifying those projects that meet a some conditions that allow them to be managed using agile management models. For that, a decision matrix is proposed with the principal variables to have into account at the time of decision making. Once the management model is selected using the decision matrix and it is agreed with the different stakeholders, a group of tools and metrics associated with the agile management projects are proposed to provide a regular visibility of the project progress, risks, contingency plans and problems, with proper alerts and escalations. Besides the group of tools and metrics proposed for agile project management, the necessary modifications over the traditional contract models and a new contract model are proposed: the Agile Contract. The main difference between this new contract model and the traditional ones is that, as the agile methodologies, it is executed in segments or iterations. To sum up, the objective of this document is to provide a mechanism that facilitates the inclusion of new agile management models in big companies, with a controlled transition and proposing adapted tools and metrics to have a full visibility over the project in all the phases of the project life cycle.

A practical approach to project management in a very small company

This article shows how a very small company has tailored Scrum according to its own needs. The main additions made were the “sprint design” phase and the “sprint test” phase. Before the sprint 0, the requirements elicitation and the functional specification were made in order to meet deadlines and costs agreed with clients. Besides, the introduction of an agile project management tool has supported all the process and it is considered the main success factor for the institutionalization of the Scrum process.

Bibliography on peace, security, and international conflict management.

Includes indexes.

International logistics management.

Supersedes FM 38-8, dated Oct. 17, 1966.

Computer software management : a primer for project management and quality control /

Includes bibliographical references (p. 48-49).

Project management in NASA; the system and the men,

Bibliography: p. 123-127

Benchmarking project management practices of Caribbean organizations using analytic hierarchy process

Effective management of projects is becoming increasingly important for any type of organization to remain competitive in today’s dynamic business environment due to pressure of globalization. The use of benchmarking is widening as a technique for supporting project management. Benchmarking can be described as the search for the best practices, leading to the superior performance of an organization. However, effectiveness of benchmarking depends on the use of tools for collecting and analyzing information and deriving subsequent improvement projects. This study demonstrates how analytic hierarchy process (AHP), a multiple attribute decision-making technique, can be used for benchmarking project management practices. The entire methodology has been applied to benchmark project management practice of Caribbean public sector organizations with organizations in the Indian petroleum sector, organizations in the infrastructure sector of Thailand and the UK. This study demonstrates the effectiveness of a proposed benchmarking model using AHP, determines problems and issues of Caribbean project management in the public sector and suggests improvement measures for effective project management.