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The new new product development game

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... У результаті аналізу спеціальної літератури [15][16][17] встановлено, що основні засоби фізичної підготовки майбутніх офіцерів НПУ (поліцейських різних категорій та вікових груп) є достатньо ефективними, збалансованими та функціональними, що забезпечує сталий розвиток та удосконалення спеціальної фізичної підготовленості (формування прикладних професійних компетентностей) правоохоронців зазначеної категорії. Однак, враховуючи результати контрольних перевірок у системі службової підготовки поліцейських (освітньому процесі майбутніх офіцерів НПУ), нами встановлено, що техніка та тактика надягання кайданків правоохоронцями зазначених вище категорій потребує відповідної трансформації відповідно до наявного досвіду службово-оперативної (бойової) діяльності практичних працівників НПУ (представників різних інституцій сектору безпеки і оборони України). ...
... Наприкінці педагогічного експерименту з досліджуваними Ег було організовано контрольну перевірку рівня сформованості прикладних навичок надягання кайданків відповідно до розроблених вимог. Варто зауважити, що основним критерієм оцінювання зазначених вище прикладних фізичних вправ є мінімальний час виконання вправи з урахуванням ключових вимог до неї, які не допускають порушення алгоритму її виконання та не порушують вимог керівних документів стосовно оцінювання зазначених вище техніко-тактичних дій [15][16][17]. ...
... Аналіз останніх досліджень і публікацій. Scrum-методологію розробив американський про-граміст Джефф Сазерленд, запозичивши термін "Scrum" (сутички і штовханина, які виникають у грі регбі) із дослідження японських фахівців Такеучі і Нонака [17]. Пізніше ідеї Scrum-методології були детально обґрунтовані й викладені у книзі автора [4; 16], а також у стислому посібнику [15]. ...
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АСПЕКТИ РЕАЛІЙ СЬОГОДЕННЯ: ПСИХОЛОГО-ПЕДАГОГІЧНІ ВИМОГИ ДО НАУКОВО-ПЕДАГОГІЧНИХ ПРАЦІВНИКІВ ЗВО Студіювання освітнього процесу закладів вищої освіти виявило, що саме заклади вищої освіти формують інтелектуальний, культурний, творчий потенціал суспільства і несуть відповідаль�ність за підготовку майбутнього викладача високого рівня. Також з’ясовано, що сучасній вищій школі необхідні такі викладачі, які не тільки володіють необхідними для успішної педагогічної діяльності компетенціями, а й здатні оновлювати, удосконалювати, розвивати свою педагогічну діяльність, більш якісно навчати студентську молодь, застосовуючи сучасні технології навчання. Ситуація, що склалася сьогодні у сфері освіти, вимагає проектування нової структури спеціальної психолого-пе�дагогічної підготовки як майбутніх викладачів вишів, так і діючих. Окреслено коло питань і доведено існування суперечностей між рівнем сформованості психолого-педагогічної компетентності викла�дачів і сучасними вимогами щодо викладання у вищій школі. Тому виникає необхідність у аналізі психо�лого-педагогічних вимог до науково-педагогічних працівників вищої школи та обґрунтування струк�тури спеціальної психолого-педагогічної підготовки як майбутніх викладачів вишів, так і діючих, що адаптуватиме суб’єктів вищої освіти до професійно-педагогічної діяльності в реаліях сьогодення. Автором обґрунтовано структуру психолого-педагогічної підготовки науково-педагогічних праців�ників на основі аналізу загальноприйнятих вимог до педагогічних працівників і реалій сьогодення сто�совно студентської молоді, що з кожним роком стає все більш різноманітною за багатьма аспектами: від мови, культури та віросповідання до способу життя тощо. Не може не звернути увагу на себе і той факт, що для здобувачів вищої освіти змінилася траєкторія ціннісних орієнтацій науково-педа�гогічних працівників. Професіоналізм поступився місцем таким особистісним якостям педагога, як справедливість, чесність, доброта, чуйність, порядність, розуміння, сучасність, почуття гумору, простота у спілкуванні, уміння захопити, тактовність, товариськість, об’єктивність, дбайливість і довіра, совісність, емпатія. З’ясовано й доведено, що педагогічну компетентність викладача вищої школи сьогодення становить фундаментальна професійна педагогічна підготовка в тісному зв’язку із професійно спрямованою психолого-педагогічної підготовкою, що адаптуватиме суб’єктів вищої освіти до професійно-педагогічної діяльності в реаліях сьогодення. Ключові слова: науково-педагогічні працівники, викладачі вищої школи, психолого-педагогічні вимоги, здобувачі вищої освіти, компетенції, компетентність.
... However, with a high degree of coordination, called the "agile" model, the criterion agility is the leading competitive factor (Leybourne, 2009;Conforto et al., 2016). Nevertheless, to achieve project management processes improvement in technological environments, it is necessary to use alternative methods, which can accommodate agility and flexibility criteria for the development of capabilities that contribute to the project processes improvement and the creation of the organization's competitiveness -by considering the reduction of deadlines and product delivery cycles, cost control, multifunctional teams trained through self-management and collective learning involving groups of projects, employees and customers (Rigby et al., 2016(Rigby et al., , 2018Takeuchi & Nonaka, 1986). ...
... Agile project management practices include: prioritization (Cocco et al., 2011;Rigby et al., 2016;PMI, 2017;Sutherland & Sutherland, 2014;Zuzek et al., 2020); iterative planning (Conforto et al., 2014;Sutherland & Sutherland, 2014;PMI, 2017;Rigby et al., 2016;Highsmith, 2001); holding Scrum ceremonies (Conforto et al., 2014;Cervone, 2011;Sutherland & Sutherland, 2014;PMI, 2017;Saisa et al., 2019;Zuzek et al., 2020); agile mindset (Dikert et al., 2016;Albuquerque et al., 2020;Conforto et al., 2016;Nicholls et al., 2015); multidisciplinary and self-managing teams (Nicholls et al., 2015, Azanha et al., 2017Dingsoyr et al., 2012;Rigby et al., 2016;PMI, 2017;Sutherland & Sutherland, 2014;Conforto et al., 2014;Takeuchi & Nonaka, 1986); decision making at the team level (Rigby et al., 2016;PMI, 2017;Sutherland & Sutherland, 2014;Conforto et al., 2014;Ruark, 2015); teams located in a single physical space (Cervone, 2011;Sutherland & Sutherland, 2014;PMI, 2017;Saisa et al., 2019;Hidalgo, 2019;Ruark, 2015); and visual management (Conforto et al., 2014;PMI, 2017;Sutherland & Sutherland, 2014). Implementing agile methodologies in companies is a significant challenge, as it implies a transformation movement involving several processes and individuals. ...
... Scrum was created in 1993 by Ken Schwaber and Jeff Sutherland for faster, more reliable, and efficient software development (Sutherland & Sutherland, 2014). Its conception was inspired by the work of Takeuchi & Nonaka (1986). They present characteristics of successful teams identified through interviews with executives and engineers from large companies in Japan and the United States. ...
Article
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There is a growing academic and industrial interest in how firms can adopt agile project management to meet the demands of dynamically fast-moving environments. However, organizations face difficulties using agile methods in developing a physical product, like the companies found in the automotive industry. This article aims to study agile project management from the perspective of dynamic capabilities. It presents a strengthened analysis of the adoption of agile methods needed for developing physical products in the automotive industry. To address this issue, we formulated the following research question: “what are the dynamic capabilities associated with the agile project management of product development in the automotive sector?”. The article presents a case study of a multinational organization in the automotive sector that implemented concepts and practices of agile methods in the project management of new vehicles. Results evidenced the manifestation of dynamic capabilities in the organization's agile project management scope at sensing, seizing, and reconfiguring levels. Furthermore, findings showed the presence of agile methods in the projects and their implications for the organization regarding benefits (like communication, time, effectiveness, autonomy, and motivation gains) and challenges (like resistance to organizational changes). Finally, we propose a framework for analyzing relationships between dynamic capabilities’ microfoundations and agile project management practices to guide the choice and implementation of agile methods in the automotive sector. Keywords: Agility; Agile project management; Agile methods; Dynamic capabilities; Automotive sector.
... The Boehm and many others. [1][2][3][4][5][6][7][8][9][10][11][12][13][14][15][16] who introduced a variety of project management methodologies while adapting them to ever changing economic and business environment. In general, their finding were mostly industry and task oriented though further they were extended beyond the initial framework. ...
... The term Scrum ,as related to project management, was introduced by Hirotaka Takeuchi and Ikujiro Nonaka in 1986 [5].Then in the early 1990s Ken Schwaber and Jeff Sutherland developed it further to help organisations struggling with complex projects [6]. Scrum methodology emphasises empirical observations and formulates six basic principles : control over the empirical process, self-organisation, collaboration, value-based prioritization, time-boxing and iterative development. ...
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The article is devoted to the study of the main project management methodologies, their origins and authorships, advantages and disadvantages in terms of their implementation. The published scientific resources on the project management evolution are processed and analysed. The modern concepts in formulating project objectives towards “faster-efficient-effective” were traced. The three perspectives of evaluating project success which involve project stakeholders, project managers and project end users are introduced. The main categories of the project management methodologies are outlined and diagrammed; the characteristics of every category are specified; the examples of the most established methodologies recognised in the business community are given. Brief conceptual explanation of each methodology is outlined together with its pros and cons and the most suitable areas of implementation are explored. The comparison of CPM and CCM is presented in a graphical manner. The latest statistics on the current trends in the methods’ usage is presented and analysed. It was revealed that there is a strong tendency in preferring and applying hybrid methodologies and a strong decline in consistent usage of traditional methodologies. Scrum as the most popular agile methodology at team level has been identified followed by Kanban and others. The extension of using agile methodologies beyond IT-related and software development applications has been detected. Basic diagrams demonstrating logical structure and principles of some methods are shown. Recommendations for considering specific project features in the context of its scope, collaborating team characteristics, level of certainty and predictability of affecting factors coming from external and internal environments, customer and stakeholder involvement, objectives and project success evaluation criteria are developed.
... Our empirical evidence repeatedly points to the application of agile product/hardware development. Agile product development involves a quick method of product development in which sub-solutions are developed and tested iteratively with the customer (Takeuchi and Nonaka 1986). Agile product development revolves around six characteristics: built-in instability, self-organizing project teams, overlapping development phases, multi-learning, subtle control, and organizational transfer of learning (Takeuchi and Nonaka 1986). ...
... Agile product development involves a quick method of product development in which sub-solutions are developed and tested iteratively with the customer (Takeuchi and Nonaka 1986). Agile product development revolves around six characteristics: built-in instability, self-organizing project teams, overlapping development phases, multi-learning, subtle control, and organizational transfer of learning (Takeuchi and Nonaka 1986). This concept was further advanced by Schwaber (1997) into the SCRUM 2 framework as a process for software product release. ...
Article
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The repurposing of manufacturing facilities has provided a solution to the surge in demand for healthcare products during the COVID-19 pandemic. Despite being a widespread and important phenomenon, manufacturing repurposing has received scarce research. This paper develops a grounded understanding of the key factors that influence manufacturing repurposing at the macro and micro levels. We collected rich qualitative data from 45 case studies of firms’ repurposing initiatives during COVID-19. Our study focuses on four types of healthcare products that experienced skyrocketing demand during the first months of the COVID-19 pandemic: face shields, facemasks, hand sanitizers, and medical ventilators. Based on the case studies, we identify and generalize driving factors for manufacturing repurposing and their relationships, which are summarized in causal loop diagrams at both macro and micro levels. Our research provides practitioners, policymakers, and scholars with a conceptual understanding of the phenomenon of manufacturing repurposing. It helps manufacturing managers understand why, when, and how they should engage in manufacturing repurposing and informs policymakers when and how to tailor incentive policies and support schemes to changing situations. Scholars can build on our work to develop and test dynamic system–behavior models of the phenomenon or to pursue other research paths we discover. The world stands to benefit from improved manufacturing repurposing capabilities to be better prepared for future disruptions.
... Kaizen stands for, continuously improve the business while always driving for evolution and innovation evolution and Genchi Genbutsu means to make correct decisions, go to the source to find the facts which any modern product manager will recognize both. Harvard Business Review published, "The New Product Development Game", the article by Takeuchi and Nonaka (1986) to describe the case studies of these new eras. In 1987, Ken Schwaber published "SCRUM Development Process" and describe how it is hard to plan&estimate the work from the beginning, especially for software development and introduce the term "iteration". ...
... With a holistic view, it includes organizational constructs, project governance, employee or team interaction and people management (Packendorff, 1995). In 1986, Takeuchi and Nonaka (1986) are first introduced a holistic "rugby approach" which is an actual change from linear to an integrated approach and includes project management perspective towards product development. They emphasize that product development should not be handled with a sequential approach and suggest a crossorganizational project management approach for larger organizations. ...
Conference Paper
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Software Product Management (SPM) has higher interest both in our country and globally. Many companies operating in the IT or software sector are renewing their project-based approach to product-based visions, with the influence of success stories of “Big Tech” companies especially. The situation is not only affected by the strategy change but most IT companies also change their working styles such as remote working, digitalization and development methodologies such as agile or lean approaches. Moreover, the definition of the product management itself is still trying to be structured with many on-going specifications around the project management (PM) versus product management discussions. Product management neither have a special branch in universities nor a specific certification in official industrial organizations. And in the field, in most companies, product management does not have a well-defined framework and is often treated as an ad hoc discipline. The aim of this study is to provide a comprehensive view on SPM and PM professions. First the roles, definitions, responsibilities, and differences are elaborated based on academic search. Then, with an active software project and product management field experience, the major functionalities are mapped to areas of expertise and the overlap between SPM and PM are shown in this functional map. Thus, it is expected to understand the actual needs of productization in software companies and specify the challenges in combination with academic approach and field experience.
... La historia de scrum se remonta a laépoca de los 80's, cuando Takeuchi y Nonaka (1986) realizan un estudio en el que analizan una nueva tendencia para el desarrollo de productos entre varias empresas de manufactura. Los autores comparan estas prácticas con una jugada de rugby en la se unen varios jugadores en un solo grupo con el objetivo de obtener la posesión del balón. ...
Thesis
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This work describes the development of an information system that allows to automate the evaluation and accreditation process of Universidad Nacional de Chimborazo. The SCRUM met�hodology, Visual Studio development environment, SQL Server database engine and Power BI as a business intelligence tool are used for its implementation. During the development process, a pro�duct backlog was carried out with the product representative and the Evaluation and Accreditation Department (DEA). Based on this, sprints are planned and subsequently checked by the aforemen�tioned department. Once the observations and suggestions are resolved, each approved sprint is published in the production environment, where new correction items are also detected, according to the observations of the end users, which allows to obtain a high quality final product. On the other hand, for the quality validation of the developed system, questionnaires based on software quality standards are applied, allowing to get information of the user’s point of view about the system in regard to different indicators. Once the data was gathered it is possible to infer in a general way that the developed system is considered as a tool that optimizes and improves the daily tasks of the users that are involved in the evaluation and accreditation process at Universidad Nacional de Chimborazo (UNACH). Keywords: Information System, Scrum, Dashboard, Evaluation and accreditation
... Moreover, alterations more than need is there, might lead to bad brand image in the minds of the final consumers. (Pinchot, 1987 March-April) (Pisano, 1997) (Takeuchi & Nonaka, 1986 (Shiu, 2006)  How to develop the healthy environment in the organizations which will make easier for the organization to adopt changes wholeheartedly and easily. Also, how to generate new ideas and apply them? ...
Book
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The purpose of this research is to analyze the determinants of product innovation and its impact on the financial performance of the organizations. Specifically, the study examines the impact of intelligence generation, intelligence dissemination, product-process innovation, marketing support of the product, quality, Dependability/ Delivery, Technology selection, Flexibility on the financial performance of the automobile companies. The models of product innovation provided the theoretical framework for the research. The model of product-process innovation provides the basis for further research. The first concept explains the link between organizations surroundings and its innovation targets (Utterback JM 1974, 1975) (Miller & Friesen, 1982) (Milling, 1996) whereas the second concept explains the connection between firm’s performance level i.e. innovative performance, financial performance, organizational performance and marketing performance and its innovation types i.e. product innovation, process innovation, organizational innovation and marketing innovation (Abernathy & Townseed, 1975) (Abernathy & Utterback, June/July 1978) (Gunday, et al., 2011). From these concepts evolved this study i.e. to evaluate the impact of product innovation on the financial performance of the organizations.
... The notion of agility, coined in 2001 with the Manifesto for agile software development (agilemanifesto.org) but previously practised at Toyota (Takeuchi & Nonaka, 1986), spread to multiple sectors, promoting post-bureaucratic organizing (Annosi, Foss & Martini, 2020). Organizational agility is a "cultivated capability that allows the organization to make timely, effective, and sustained change when changing circumstances require it" (Winby & Worley, 2014, p. 226). ...
Book
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Presenting the emergence of new organizational designs in a novel way, this insightful book blends theory and practice to examine major trends and directions, the key ideas that underpin organizational design and how these ideas might be applied. The authors explore how, in a world characterized by relentless change and volatility, traditional bureaucracies of the past are increasingly regarded as being too slow and centralized. Instead, emerging ideas, such as platforms, ecosystems, holacracies, agility and improvisation are gaining purchase. Focusing on key trends and forms of design, the book offers an approach to organizing that accommodates paradoxes and offers a fresh view on managing organizational design. Rich in anecdotes and examples, the Elgar Introduction to Designing Organizations will be a useful guide for business and management scholars and advanced students with a focus on organizational studies and innovation. It will be beneficial for business managers thinking about how to design their organization so that it is fit for contemporary purposes.
... The Scrum methodology was originally developed for product development processes in the manufacturing industries (Takeuchi and Nonaka 1986). The transfer to software development processes goes back to the 1990s (e.g. ...
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The importance of agile methods has increased in recent years, not only to manage IT projects but also to establish flexible and adaptive organisational structures, which are essential to deal with disruptive changes and build successful digital business strategies. This paper takes an industry-specific perspective by analysing the dissemination, objectives and relative popularity of agile frameworks in the German banking sector. The data provides insights into expectations and experiences associated with agile methods and indicates possible implementation hurdles and success factors. Our research provides the first comprehensive analysis of agile methods in the German banking sector. The comparison with a selected number of fintechs has revealed some differences between banks and fintechs. We found that almost all banks and fintechs apply agile methods in IT projects. However, fintechs have relatively more experience with agile methods than banks and use them more intensively. Scrum is the most relevant framework used in practice. Scaled agile frameworks are so far negligible in the German banking sector. Acceleration of projects is apparently the most important objective of deploying agile methods. In addition, agile methods can contribute to cost savings and lead to improved quality and innovation performance, though for banks it is evidently more challenging to reach their respective targets than for fintechs. Overall our findings suggest that German banks are still in a maturing process of becoming more agile and that there is room for an accelerated adoption of agile methods in general and scaled agile frameworks in particular.
...  1986-Introduction of Scrum: Takeuchi and Nonaka publish "The New New Product Development Game" in Harvard Business Review (Takeuchi & Nonaka, 1986), which introduces key ideas of agile product development in Scrum-albeit in a general context not specific to software development. Note that there was no discussion of user stories initially in Scrum. ...
Article
Over the past three decades, user stories and use cases have become increasingly dominant systems analysis and design (SA&D) requirements techniques. Both support articulating functional requirements for software projects, although they evolved within different software development approaches—user stories from agile development and use cases from traditional software engineering—and they differ significantly in terms of their grammar, syntax, and the level of detail they can capture. As such, user stories and use cases are neither synonyms nor mutually exclusive alternatives. Rather, they can and should be complementary in the systems requirements process. Unfortunately, this mix of similarities and differences—coupled with a lack of formal standards for either—make understanding and synergistically employing user stories with use cases confusing and challenging for practitioners and students alike. To address this, this paper first provides a descriptive overview of the evolution of user stories, use cases, and their interrelationship. Second, it fills a gap in the literature by providing a prescriptive, detailed approach to employing user stories and use cases together. This prescriptive approach is illustrated via a comprehensive tutorial example, providing practitioners with actionable skills and SA&D teachers and students with a new pedagogical tool.
... 4 The business model of an established B2B software business can be further investigated starting from its revenue stream structure. 5 This means that the source of revenue streams, reasons for the existence of those streams, and the method of converting value to revenue in each stream should be considered. This type of analysis will be employed to determine the details of the contextual landscape of the case firm in this paper. ...
Article
Agile methodologies are sometimes adopted, with the assumption that benefits can be attained by only using a set of best practices, which can sometimes work to a degree. In this paper, a case is discussed where a software‐producing organization of seven teams achieved significant improvements. The goal of the research was to answer two questions: how an already agile organization could improve its performance further and what is the impact of promoting quality aspects? The questions were answered by implementing interventions based on prior literature and data emerging from semi‐structured interviews. The context was an established business with a complex revenue stream structure, meaning the mix of various project/service/product based work rendered the adoption of agile methods a challenge. Action research comprising three rounds of interventions was conducted to improve the organization and its quality culture while enforcing code review practices. Interventions resulted in a significant improvement in quality, as measured by reported defects. Therefore, it is suggested that agile methods are not sufficient on their own to take software business forward unless a quality‐focused culture is simultaneously achieved through a mindset change and organizational structures to enforce quality practices. The paper contributes to research on the managerial practices of software business and agile transformation by providing empirical support to introducing formal quality improvement to the agile mix as a method for practitioners to improve organizations with complex business models and multiple teams. Agile transformations tend to ignore accompanying implementation of software quality or it is considered a developer skill rather than organizational practice. This paper presents an empirical investigation of improving a multi‐team organization. It is demonstrated that significant software defect reduction is possible with small quality related cultural and procedural changes. Further, it is suggested that existing agile organizations with complex business models can enhance performance through quality improvements.
... Agile Scrum (Takeuchi and Nonaka 1986) arose from analysis of the reasons for failure in major software development programmes and evidence that these were often driven by a failure to fully capture or understand the fundamental requirements. This in turn often led to an early commitment to an inappropriate system architecture or design, with erroneous or incomplete requirements flow-down to sub-systems and components. ...
Preprint
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Due to the nature of most postgraduate theses in control engineering and their similarities to industrial and software engineering projects, invoking novel project control techniques could be effective. In recent decades, agile techniques have attracted popularity thanks to their attributes in delivering successful projects. Hence exploiting those methods in education and thesis supervision of engineering topics can facilitate the process. On the other hand, because of the limitations imposed by the CoVid19 pandemic, the integration of well-established online tools in collaborative education is noteworthy. This paper proposes an application of the agile project management method for the supervision of postgraduate students' theses in the general field of engineering. The study extends a Scrum technique combined with approved systems engineering and team working tools such as Jira Software, Microsoft Teams, and Git version control (Github website). A custom designed V-model to nail an outstanding thesis is presented. The overall blended method is beneficial to provide feedback and self-assessment aid for the students and the supervisors. Employing this technique has shown promising progress in easing the supervision of students whilst helping them to manage their projects.
... This process is characterized by clear separation between concept development and implementation (Biazzo, 2009). Each activity is carried out once the previous one has been completed, which results in increased development time and costs (Takeuchi and Nonaka, 1986;Cordero, 1991). This approach suffers from a lack of integration of the functional areas involved in the execution of the process. ...
... In this work, we present an educational experience where we try to join the best practices of each learning methodology and apply it to students in the second year of a vocational training, working with a low-income non-profit organization. To do that, students are organized in groups and apply scrum (Takeuchi & Nonaka, 1986), a well-known agile project management, to manage the project and the team. This section continues with a review of literature about project-based learning and service-learning methodologies, and scrum methodology and its use in the educational context. ...
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... Persevering is an essential and influential strategy in crisis (Stieglitz et al., 2016' Carolic et al., 2009; bringing enormous contributions to survive a firm in times of crisis is better than changing and renewing one's business in times of crisis, which is not always the best response (Wezel et al., 2020). Innovation is always an opportunity and inevitable response in times of crisis (Takeuchi & Nonaka, 1986). The uncertainties caused by the crises, which we have mentioned and discussed above, push businesses towards innovation and new ideas (Wezel et al., 2020). ...
... In this work, we present an educational experience where we try to join the best practices of each learning methodology and apply it to students in the second year of a vocational training, working with a low-income non-profit organization. To do that, students are organized in groups and apply scrum (Takeuchi & Nonaka, 1986), a well-known agile project management, to manage the project and the team. This section continues with a review of literature about project-based learning and service-learning methodologies, and scrum methodology and its use in the educational context. ...
... In this work, we present an educational experience where we try to join the best practices of each learning methodology and apply it to students in the second year of a vocational training, working with a low-income non-profit organization. To do that, students are organized in groups and apply scrum (Takeuchi & Nonaka, 1986), a well-known agile project management, to manage the project and the team. This section continues with a review of literature about project-based learning and service-learning methodologies, and scrum methodology and its use in the educational context. ...
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Chapter
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Chapter
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Chapter
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Chapter
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Different software development approaches (SDAs) are developed with broad portfolios of development processes. Each of the approaches has certain exclusive principles, practices, thinking, and values, which are informally represented, implemented, and improperly institutionalized. Ontologies are developed for the representation, assessment, and adaptation of SDAs separately without having a shared terminology which may lead to terminological conflict and confusion affecting the simultaneous representation and implementation in software development industry and academia. The software engineering approaches does not consider and support sustainability as priority concern. However, the approaches have capabilities of supporting sustainable software development in different sustainability aspects. This research article aims for the designing and development of an integrated ontology of software engineering approaches (i.e., agile, lean, and green) named OntoSuSD (ontology for sustainable software development) to support sustainable software development knowledge, awareness, and implementation. The goal of OntoSuSD is to propose, design and develop a formal, generic, consistent, and shared knowledge base containing semantic terminology and description of concepts and relationships generated around the representation and implementation of lean, agile, and green approaches in software development processes, which will facilitate their simultaneous implementation and assessment for sustainable software development. The OntoSuSD is developed using practical ontology engineering methodology by reusing relevant ontologies and explicit concepts and properties are defined to fulfill knowledge requirements and representations of the domain. The OntoSuSD is evaluated, and results infer OntoSuSD has high ontological design, good domain coverage, potential applications and achieves purpose of the ontology development.
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Uma “instituição viva”, em uma “rede viva”, deve manifestar a qualidade de “rede viva de si própria”, contribuindo para a vida nas redes às quais pertence, fomentando e movendo-se em um “sistema vivo”. Seu fluxo e refluxo de informações é importante para a autorregulação que surge com o aprendizado, perante os desafios da imprevisibilidade e impermanência. Trata-se de um estudo de reflexão, fundamentado na fenomenologia como base teórica filosófica, além da percepção dos autores sobre os temas abordados. Para permanecer viva, a instituição, mais do que fortalecer padrões e estruturas, deve ser capaz de criar padrões e estruturas, ganhando em flexibilidade, adaptabilidade e antifragilidade. Precisa-se de uma liderança distribuída que se articule em cima de consensos mobilizadores e colaborativos, sem perder sua própria autonomia; que forme e controle, de forma sutil, equipes autônomas e motivadas que sejam capazes de auto-organização e transcendência, de tomar iniciativas a partir de um diálogo interno de qualidade, assumir riscos, inovar e transferir seu aprendizado; que não manda, mas busca o consenso, não castra, não inibe, não restringe; que orienta, incentiva e convence, que não está querendo aparecer e está sempre aberto ao diálogo; capaz de promover o diálogo de sua equipe com o silêncio.
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Due to the nature of most postgraduate theses in control engineering and their similarities to industrial and software engineering projects, invoking novel project control techniques could be effective. In recent decades, agile techniques have attracted popularity thanks to their attributes in delivering successful projects. Hence exploiting those methods in education and thesis supervision of engineering topics can facilitate the process. On the other hand, because of the limitations imposed by the CoVid19 pandemic, the integration of well-established online tools in collaborative education is noteworthy. This paper proposes an application of the agile project management method for the supervision of postgraduate students’ theses in the general field of engineering. The study extends a Scrum technique combined with approved systems engineering and team working tools such as Jira Software, Microsoft Teams, and Git version control (Github website). A custom designed V-model to nail an outstanding thesis is presented. The overall blended method is beneficial to provide feedback and self-assessment aid for the students and the supervisors. Employing this technique has shown promising progress in easing the supervision of students whilst helping them to manage their projects.
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Current construction projects tend to use frameworks in complex environments, with more variable scopes and less clear requirements, and more complex technology to solve them. Therefore, we use Agile management systems, which are capable of adapting the work of the teams to these environments as a fast and flexible response to succeeding. Besides, the digital transformation of the sector is a game-changer for all known processes, mainly due to the implementation of the BIM methodology into the whole asset lifecycle. This study includes two successful pioneering examples in the university that include the Agile and Scrum frameworks in the management of successful projects, with multidisciplinary and collaborative project-based learning, extracting a proposal for addition including principles already evaluated in previous studies. As it happened a few years ago with the emergence of the BIM methodology within the sector, it is necessary to bring these knowledge frameworks into the curriculum sector qualifications, enabling its transversal integration, with the lack of major changes in teaching plans. This will allow the involvement of professionals educated in Agile environments and enabling to speed up the digital transformation of this industry. Resumen En los proyectos actuales de construcción se tiende a utilizar marcos de trabajo en entornos complejos, con alcances más variables, requisitos menos claros y tecnología más compleja. Por esta razón, recurrimos a la gestión Agile, capaz de adaptar el trabajo de los equipos a estos entornos como respuesta rápida y flexible para tener éxito. La transformación digital del sector está modificando los procesos conocidos por la implementación de la metodología BIM en todo el ciclo de vida de los activos. Este estudio recoge dos ejemplos de éxito pioneros en la universidad que incluyen Agile y el marco de trabajo Scrum, desde el punto de vista de la metodología BIM y de la gestión de proyectos, con aprendizaje basado en proyectos multidisciplinares y colaborativos, extrayendo una propuesta de incorporación con principios ya evaluados en anteriores estudios. Como ocurrió hace unos años en el origen de BIM en el sector, es necesario que el conocimiento de estos marcos de trabajo se incorpore en los currículums de las titulaciones del sector, siendo más sencilla su integración transversal, sin necesidad de grandes cambios en planes docentes. Esto permitirá incorporar profesionales educados en entornos Agile y que aceleren la transformación digital del sector.
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Objectives: The digital transformation of the healthcare sector involves the procurement and implementation of new health technologies, which will likely be a challenge to healthcare providers who are not part of large organizations. In response to the needs of small and middle-sized health and care organizations, we have developed a process navigator to guide providers of healthcare through the processes of innovation, the procurement of mature products, and their implementation in telehealth and telecare projects. Methods: A narrative overview identified health-technology-assessment-inspired models. Conversations with national and international colleagues identified project and implementation models. The origin of the included models was identified, and relevant articles were referred to to describe the essential principles, including the nature of stakeholder involvement and the evaluation processes when appropriate. Based on the inputs, we proposed the process navigator GoTO. Results: Six health-technology-assessment-inspired models, six project models, one implementation model, and one innovation model were identified and informed the creation of the GoTO process navigator. The navigator consists of four parts: inception (eight steps); materialization (three tracks, depending on the maturity of the planned solution); implementation (five steps); and the final assessment and evaluation. Conclusion: The GoTO process navigator is an intuitive guide for innovation, procurement, and implementation in telehealth and -care. The GoTo navigator can assist providers of digital health and care services throughout the process from the initial identification of goals to the final evaluation of outcomes.
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Features of modern military operation, observed from the aspect of the theory of management, determine the military operation as a project. This paper presents a comparative analysis of quantitative and qualitative characteristics of the life cycle of a complex investment projects and military operations. Explained the phases and stages of military operations to focus on the planning process as a function of management.
Chapter
While people around the world constantly come up with ingenious ideas to solve problems, the expressions of their ingenuity and their underlying motivations and experiences may vary greatly across cultures. Currently, the role of culture is often overlooked in research and practice aimed at understanding and promoting creativity. The lack of understanding of cultural variations in creative processes hinders cross-cultural collaboration in problem-solving and innovation. We challenge the unexamined American perspectives of creativity through a systematic analysis of how ideas, policies, norms, practices, and individual tendencies around creative problem-solving are shaped in American and East Asian cultural contexts, using the culture cycle framework. We share initial findings from several pilot studies that challenge the popular view that only agentic change-makers are seen as creative problem solvers. In the context of design, designers are culturally shaped shapers who are motivated to solve problems in creative ways that resonate with their cultural values. Our research seeks to empower designers from non-Western societies. We urge design educators and practitioners to explicitly incorporate culturally varied ideas about creative problem-solving into their design processes. Our ultimate goal is to ground the theories and practices of design thinking in cultural contexts around the world.
Chapter
In summary, the process of innovation has a number of phases, from the initial research and discovery phase, through definition of the opportunity to product development and other late-stage aspects of commercialising a finished product. Each phase will need a different mix of tacit and codified knowledge inputs.
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