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This case study describes the embedding of the Scrum project management framework as an innovation and operational improvement tool within a manufacturing Small to Medium Enterprise (SME) in the UK. The teaching notes inform 1) other UK manufacturing SMEs with novice teams, and 2) students at undergraduate and postgraduate level exploring innovatio...
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Context 1
... differs from the traditional approach to project management as it is a design-oriented approach which relies on constantly recurring feedback to the client. Feedback takes the shape of small recurring project life cycles ( Stettina and Hörz, 2015), as shown in Figure 2. This allows for intermediate results to be realised during the course of the project in contrast to the more linear and plan-driven approaches of traditional project management where key deliverables are generally realised towards the end of the project (Dybå and Dingsøyr, 2008). ...
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In today’s highly dynamic and unpredictable project environment, companies need to be able to manage changes quickly and effectively, otherwise, the final product will not be current and will only go to waste. Traditional project management approaches that focus on planning are no longer efficient and companies are forced to adopt new ways of worki...
Citations
... Por otro lado, con relación al enfoque APM se identifica el trabajo de (Battle & Rodríguez, 2022) "Modelo de gerencia de proyectos para pymes de consultoría informática en Bogotá, basado en marcos ágiles de trabajo", con el cual se involucra el enfoque ágil de la gestión de proyectos a través de la metodología SCRUM en la industria del software, por otra parte, el modelo planteado por (Ariza Sánchez, 2021) aplica el pensamiento LEAN (perteneciente a la corriente del enfoque APM) para implementar la estrategia de fabricación Six Sigma en una organización del sector industrial, y la investigación (Lalmi, Fernandes, & Boudemagh Souad, 2021) aborda la aplicación del enfoque ágil en proyectos de la construcción. Aunque no son investigaciones colombianas cabe resaltar a (Cano, M., Garzás, Moguera, & Sánchez, 2021) y (Javed, Bamford, & Abualqumboz, 2021), debido al uso de la metodología ágil SCRUM en la fabricación de implantes dentales y fabricación de camas. ...
En las pequeñas y medianas empresas (PYMEs) del sector industrial con producción por encargo, la gestión de proyectos adquiere una importancia crucial para garantizar resultados exitosos en términos de calidad, tiempo y costos. Este artículo examina la aplicación de diferentes enfoques de gestión de proyectos, desde los modelos tradicionales hasta los ágiles mediante una revisión sistemática, usando como herramienta las bases de datos Scopus, Science Direct, Scielo, ResearchGate y Web of Science; además, de consultar diversos repositorios de universidades en Colombia. A través de este análisis de la literatura es posible establecer diversas investigaciones donde se evidencia la aplicación de los enfoques de trabajo de la gestión de proyectos en la industria. Dando a lugar la discusión sobre cuál es el mejor enfoque de trabajo para las pymes del sector industrial con producción por encargo. El artículo Contribuye a la comprensión de la utilidad de todos los enfoques de trabajo de la gestión de proyectos son útiles para las pymes del sector industrial, por otra parte, la selección del enfoque de trabajo más adecuado depende de múltiples variables relacionadas con el tipo de proyectos a gestionar, el equipo de trabajo dispuesto, el director de proyecto e incluso la cultura organizacional de la empresa ejecutora del proyecto.
... Thus, several studies have been carried out to investigate the overlapping notations of these concepts (Bernardes & Hanna, 2009;Dwaikat et al., 2018;Purvis et al., 2014). The common notion among these concepts is acting quickly to uncertainty in business settings such as market volatility, demand and supply changes (Javed et al., 2021). Therefore, there are similarities between these terms, but also there are differences. ...
... It involves fine-tuning production function parameters to include adaptive parameters in response to the emerging disruption. This is essential, as recalibrating production functions ensure accuracy and consistency for quality assurance (Javed et al., 2021). Therefore, recalibration can improve flexibility and ensure smooth material flow in SC (Bag & Rahman, 2021). ...
During the coronavirus disease 2019 (COVID‐19) pandemic, the demand and supply for many products fluctuated. Thus, many companies around the globe have repurposed their operations and reconfigured their supply chains (SCs) to switch production and produce new products. Literature provided various models and frameworks to explain the concepts of supply chain resilience. However, it remains unclear how companies could quickly and temporarily repurpose their SCs and what are the required capabilities during the COVID‐19 crisis. Therefore, this study investigates the role of developing dynamic capabilities such as manufacturing, logistics, production capacity and procurement in facilitating production changeover. Based on 36 semistructured interviews conducted with multinational corporations, the study findings demonstrate four specific capabilities known as the 4Rs: retooling, repurposing, recalibrating and reconfiguring. Hence, the study provides a conceptual framework of operational resilience to understand how production changeover could be achieved. In addition, this 4Rs framework helps decision‐makers to improve SC resilience and capabilities when facing a crisis such as COVID‐19.
... Thus, several studies have been carried out to investigate the overlapping notations of these concepts (Bernardes & Hanna, 2009;Dwaikat et al., 2018;Purvis et al., 2014). The common notion among these concepts is acting quickly to uncertainty in business settings such as market volatility, demand and supply changes (Javed et al., 2021). Therefore, there are similarities between these terms, but also there are differences. ...
... It involves fine-tuning production function parameters to include adaptive parameters in response to the emerging disruption. This is essential, as recalibrating production functions ensure accuracy and consistency for quality assurance (Javed et al., 2021). Therefore, recalibration can improve flexibility and ensure smooth material flow in SC (Bag & Rahman, 2021). ...
During the COVID-19 pandemic, the demand and supply for many products
were fluctuating and thus many companies around the globe have
repurposed their operations and reconfigured their supply chains (SCs)
to switch production and produce new produces. Literature provided
various models and frameworks to explain the concepts of supply chain
resilience. However, it remains unclear how companies could quickly and
temporarily repurpose their SCs and what are the required capabilities
during COVID-19 crisis. To fill this research gap, this study aims to
investigate the role of developing dynamic capabilities such as
manufacturing, logistics, production capacity, and procurement in
facilitating production changeover. A qualitative research methodology is
used, with 36 semi-structured interviews conducted with multinational
corporations. The study findings demonstrate four specific capabilities
known as the 4Rs which are retooling, repurposing, recalibrating, and
reconfiguration. Hence, the study provides a conceptual framework of
operational resilience to understand how production changeover could be
achieved. In addition, this 4Rs framework helps decision-makers to
improve SC resilience and capabilities when facing a crisis such as
COVID-19.
... each phase involves a collection of demarcating rituals before it transitions into another phase (van den Ende and van Marrewijk, 2014). While this linear transition has been criticized for being incapable of dynamically engaging with complex projects, the project lifecycle remains a powerful tool to visualize transitioning projects from concept to handover ( Javed, Bamford and Abualqumboz, 2020). Traditionally, a typical construction project consists of four main phases: initiating, planning, construction, and closure. ...
The construction industry is well-known
for generating the largest amount of waste
amongst other industries, which significantly pollutes the environment. This study,
therefore, examines the causes and sources of waste in construction projects, considering
activities, inputs, and outputs of each phase of the construction projects’ lifecycle (i.e.,
concept, definition, deployment, and transition). Thirty semi-structured
interviews were
conducted with professionals in construction projects in Jordan, including architects,
contractors, and project administrators. The findings reveal that waste resulting from
construction projects passes across several organized operations from generation to final
disposal. Furthermore, waste is generated in small amounts at the early stages of the
project construction but grows as the project progresses towards the end. This paper’s key
contribution is to supplement the literature on waste management solutions by providing
a holistic approach to tackling waste at its root by including waste management strategies
across the project lifecycle phases, not only during the construction phase. This is done
with a management readiness view to develop a suitable strategy for construction waste
minimization and improve the management of construction projects. This study’s practical
implication is providing a holistic waste management framework for practitioners to adopt
in the early stages of the project.
This chapter explores the most popular AI-powered tools used in software project management, focusing on their functionalities and applications in real-world scenarios. It provides an overview of how these tools enhance project planning, monitoring, and execution. Additionally, the chapter analyzes the benefits, such as increased efficiency and automation, as well as the challenges, including implementation costs and data quality, that come with integrating AI into software project management tools.
Objectives
The main aim of this article was to present the use of traditional and agile project management methodologies in companies in the communication and information technology (ICT) industry.
Material and methods
The following methods were used to obtain research material and present the obtained results: literature studies, diagnostic survey, descriptive, tabular and graphic.
Results
The following results were obtained in the study: (1) most of the respondents had the opportunity to work with both traditional and agile project management methodologies; (2) PRINCE2® was the popular traditional methodology and Scrum was the most popular agile methodology among the respondents; (3) the respondents valued higher the agile methodologies included the study (Scrum, XP, FDD) than the traditional ones (PMBoK®, PRINCE2®) in terms of the quality and efficiency of work; (4) according to the respondents, the most important advantage of traditional methodologies is the use of a transparent structure, whereas the most important advantage of the agile methodologies is defining the project success as an ability to deliver business value to the end-user; (5) according to the respondents, the biggest disadvantage of traditional methodologies is late testing of the implemented solutions, and the biggest disadvantage of the agile methodologies is their lower predictability.
Conclusions
The article succeeded in achieving the main objective and research tasks as well as verifying the research hypotheses. Due to its limitations, it constitutes a starting point for further analyses of the problem area undertaken.
This paper examines the change management process throughout the servitization strategy. Evidence was collected through 41 semi-structured interviews from four case studies. The study finds that synergistic interaction between product and service systems will create greater customer value when following the servitization strategy. This paper complements extant research on change management in servitization by proposing apparent change as a relaxed strategy to allow for changes following servitization with delicate alignment with existing organizational values and culture. The paper provides theoretical and managerial implications that draw on a balanced focus on both product and service instead of evolutionary or revolutionary strategies toward service.
This case focuses on how a lifestyle enterprise has used strategies to survive amidst the COVID-19 crisis. It explores how a lifestyle enterprise, ‘The Square Inch’, a quilting studio, (a) conducts teaching workshops, (b) stitches and sells quilts and (c) sells raw materials and accessories, including sewing machines required for quilting. The case provides a detailed account of the risks, uncertainties and crises faced by a lifestyle enterprise and its entrepreneur during its founding and growth. This case also highlights how resilience, entrepreneurial orientation and innovation can be used as survival strategies to overcome challenges. The case engages students to understand the survival strategies employed by a lifestyle entrepreneur in times of crisis.
