Abstract This paper discusses project management and several causes of project failure. At the core of these reasons for project failure are communication issues within the project. These issues are related to software development methodologies and how Agile Development is becoming more effective for software and program development than tradition project management structures. Finally, Microsoft is noted as well-known adoptee of Agile Development methodologies with its use of the Scrum method as well as a host of other Agile Development techniques.
From the Paper "Projects and project management are of singular importance to any business enterprise because they form the nexus of the primary activity of the business. Without projects and project management, no work would be completed or, at best, limited work of questionable quality would be the result. Researchers have observed that one of the most basic causes of project failure is a lack of real-time updates and poor visibility into ongoing tasks (Oates, 2006, para.2). While traditional project management has always recognized the need for periodic updates to both executive management as well as line employees regarding a project's status, contemporary project management recognizes these periodic updates as outdated and not suited to the technological environment within which most organizations operated today."
Abstract This paper discusses the Agile Manifesto, a conceptual framework for software development. The paper focuses primarily on Martin Fowler, one of the pioneers of the Agile Manifesto and one of the gurus of design patterns. The paper discusses how Fowler is able to emphasize the importance of this methodology in writing software.
From the Paper "Although Fowler strives to achieve simplicity in his software design and development, other critics view the simplistic approach "as not realistic (Fowler, 2006)" and then on the other hand, a rebuttal can be made by stating, "but if you make it too complex then people have to understand a bunch of stuff that's nothing to do with the pattern in order to understand the pattern. (Fowler, 2006)" Still, Fowlers style promotes an easier understanding of any system and renders the output as usable, reusable and understandable not only to other developers by the lay users as well. Like a well written English literature, Fowler divides his pattern work into the Alexandrian form wherein (Fowler, 2006)"
Abstract This paper explains that legality is the ability of a supply chain design to maintain a balance of lean and agile supply chain practices during the course of productivity, which is applicable in an environment that is highly volatile and where demand is flexible. The author points out that the supplier must maintain a lean production schedule up to the decoupling point, followed by an agile one that responds and, thereafte,r takes advantage of volatile market conditions. The paper relates that the supply chain in the case of food production is not flexible in nature; therefore, most food suppliers are required to maintain lean operations to reduce waste, though waste does occur due to the perishable nature of goods.
From the Paper "After this point, a corporation can focus on agility, or its ability to exploit profitable opportunities when a market is volatile and unpredictable. So one might assume that prior to the agility point, a company is working in a fairly straightforward environment where demand is relatively stable and profit margins are low. After the decoupling point; however, it is more likely that profit margins will rise if a company is willing to gamble and use the volatile marketplace associated with innovation and versatility to its advantage."
Abstract This paper relates that terrorist activities can be examined as features of a general structural process, but it should be noted that al Qaeda's AGIL process is often distorted by factors not commonly faced by other organizations. The author explains that, in applying the AGIL process to the terrorist organization known as al Qaeda, factors such as adaptation, goal attainment, integration and latency are evident. The paper points out that these factors operate in al Qaeda to a more limited degree than they do in more traditional and mainstream organizations.
From the Paper "In applying the AGIL process to the terrorist organization known as al Qaeda, it is evident that factors such as adaptation, goal attainment, integration, and latency continue to al Qaeda, but to a more limited degree than they do in more traditional and mainstream organizations. Terrorist activities can be examined as features of a general structural process, but it should be noted that al Qaeda's AGIL process is often distorted by factors not commonly faced by other organizations. For example, many of al Qaeda's functions are in conflict more often and are "on" or "off" more frequently and unexpectedly because of the global war on terror, which compels al Qaeda leaders, strategists, financiers, and cell members to be reactive much more often than they can be proactive."
Abstract This paper presents a case study of a fictitious company, XYZ which is a UK-based PC manufacturing company that has worldwide operations. The paper analyzes supply chain management in this company. It then discusses the company's key areas of supply chain development, agility and integration. It looks at the importance of each area and how they can be successfully implemented into the organization.
Table of Contents:
Introduction
What is Supply Chain
Supply Chain Management
Supply Chain Decisions
Supply Chain Integration
SCM, CRM ERP and Extranets
Agile Supply Chains
Supply Chain ICT
Conclusions
From the Paper "In the case of Dell ICT, it enables individual customers to customise their purchase (i.e. configure to order). The greater the extent to which you can allow customers to customise product offerings, the greater the overall quality of the relationship becomes. In this case, technology can become the key contributor to improving communication with the supply chain and providing configuration tools for both suppliers and end customers. This is done through the interactive nature of the Internet, which is a key attraction to building a relationship with customers (Hoffman, Novak & Chatterjee, 1995). The involvement of the customer in the design, production, or delivery process before the actual sales transactions, using technology to limit the cost is a key competitive strategy providing customer intimacy and product leadership."
Abstract The paper discusses a fixed budget proposal. This proposal as reviewed by the paper, is specifically designed for a company named 'Agile Software Development.' The paper states that when developing software programs, details should be provided on the different elements, and compares and contrasts four principles of proposal design. The paper concludes suggesting that a fixed budget proposal with a variable element provides the most flexibility when designing and developing software programs for a company.
Outline:
Introduction
Fixed Budget - "Agile on a Fixed Budget" Proposal
Conclusion
From the Paper "A fixed budget typically entails many restrictions, meaning a defined amount of money is available for defined purposes. This amount should not vary much on a fixed budget proposal. Ambler reviews three factors of "resources, schedule, and scope" noting that even in a fixed budget, "at least one must vary" because if it does not quality production will "suffer" (Ambler, p. 1). Why is this? Quality will often decrease because technical staff may have to conform to "budgetary constraints" typically introduced by a fixed budget. This may lead according to Ambler (2007) the technology team to taking shortcuts which will also sacrifice quality. In any other type of budget, like a flexible budge, all three factors (resources, schedule and scope) could vary in terms of funding. This allows more flexibility for management (Ambler, 2003). However, Ambler (2007) notes that rarely in the technology field do software applications or development teams utilize a flexible budget fully (Ambler, 2003). Some resources, especially funding when considering the fixed budget, can vary (Ambler, 2007). Typically when someone is using a fixed budget, all financing options are fixed. However, one may provide a fixed estimate at the start of a project which allows the stakeholders to "minimize" their perceived risk; then stakeholders can treat an IT investment like "a true investment" by increasing the amount of money they provide to effective teams and decreasing funding to inefficient or ineffective teams. "
Abstract The paper analyzes the many roles that strategy and its concepts contribute to in the development of SMEs' ability to fulfill their strategic plans and grow. The paper examines the propensity of SMEs to plan formally versus informally, the frequency of planning and the extent to which results are measured and monitored. The paper also shows how strategies are the essential element in every SME that serves as the catalyst for future growth.
Outline:
Introduction
Origins of SME Strategy: Comparing Formal versus Informal Planning Methods
Strategies as the Foundation for Market Agility and Growth
Using Strategies as a Basis for Synchronizing Processes
Measuring Performance Based on Strategic Planning
How Strategies Extend SMEs' Value Chains
Summary & Recommendations
From the Paper "The concepts and practices of strategy form the foundation for every SME's ability to successfully execute their strategies and remain viable financially and continually execute business models to retain customers and attract new ones. The concept and practices of strategies also requires a high level of coordination and synchronization across processes as well. SMEs getting the highest level of performance within their organizations are relying on both the content of their strategies in addition to streamlining of processes between their own departments, between and with suppliers, and with customers."
An outline of the principles of optimal performance and the continual strengthening and sustaining of trust, which are required for any organization to survive.
Abstract The theoretical and practical issues on organizational theories are discussed in this paper, concentrating on how the forces of compliance, the use of offshore facilities and outsourcing, the influence of the Internet on transparency and also speed of communications, and the lack of trust generally throughout organizations are all influencing the development and use of organizational theories. The paper evaluates and analyzes these factors from the perspective of why organizations need to be transformed from their hierarchical, inflexible structures into more agile organizations capable of responding more quickly to market dynamics.
Outline:
Synopsis
Analyzing the Theoretical and Practical Issues Driving Change
Organization Theory Concepts on Managing for Optimal Performance
Realigning Power Topologies for Higher Effectiveness
Sustaining and Solidifying Trust
Summary
From the Paper "The one factor that has been researched in the context of both its theoretical and practical applicability to organization theory is trust. The lack of trust exacerbated by the growth of offshoring, outsourcing and the concentration on transparency and compliance. Often in responding to these factors organizations leave their employees sensing a lack of relative status, uncertainty about their futures, and a tendency to become negative about the changes as the subordinate is not involved in the decision process."
Abstract The paper relates that contemporary organizational theories have shifted the focus of control from the organizational structure itself to the value and contribution of the individual. The paper explains this to mean that today's theories have changed from being essentially hierarchical, rigid and lacking agility. The paper shows how theories today take a more integrated approach to responding to customers and the broader market influences.
Outline:
Introduction
Organizational Theories' Evolutionary Pattern of Growth
The Future of Organizational Theories' Evolution
Conclusion
From the Paper "In analyzing how contemporary organization theories are a product of an evolutionary process, the progression of theories can't be viewed in isolation, they must be seen as influenced by the broader demographic, economic, sociological and more immediate knowledge management and managerial trends within organizations. The progression of top-down organizational structures that were heavily influenced by both the military chain-of-command concepts (Mutch, pp. 751 - 769) and the bureaucratic approach to management have dramatically changed as organizational theories have transitioned over the last century. From theories that were centered purely on the creation of closed-loop systems that had as their catalyst military chains of command to the more contemporary theories today that stress agility and responsiveness, organizational theories have gone through significant change over the last century."
This paper is a complete research project including an extensive literature review that analyzes demand-driven supply networks (DDSN) in an increasingly globalized marketplace.
Abstract This paper explains that demand-driven supply network (DDSN) is an IT strategy that uses a system of technologies and processes to sense demand and react to it in real time, across a network of linked customers, suppliers and employees. The author uses both a case analysis methodology and quantitative surveys. The paper states that the hypothesis of the study is that, because physical supply chains in a global economy operate at the speed of ocean-going ships, U.S. manufacturers should re-engineer their supply networks to remove bottlenecks from the system and match the speed of innovation that operates in a flat world by adopting appropriate demand-drive supply networking techniques. The paper includes many charts, figures and tables and the survey questionnaires.
Table of Contents:
Introduction
Statement of the Problem
Hypothesis
Rationale
Overview of the Study
Literature Review
Background and Overview
The Flat-Round Dichotomy
Supply Chain Tactics for a Round World
Different Approaches Used to Deliver Round-World Returns
Level One: Business Process Improvement
Level Two: Business Process Redesign
Demand-Driven Supply Networks
Four-Stage Maturity Model Helps to Plot Long-Term Track
DDSN Implementation
Sensing and Consolidating Demand
DDSN Methods
Alignment is Key
Existing Supply Chain Initiatives and Techniques that Contribute/Mirror Demand-Driven Supply Network Approaches
Efficient Consumer Response (ECR)
Time-Based Competition (TBC)
Product Development
Strategic Importance
Product Life-Cycle Times are Getting Shorter
Product Development Considerations
Cross-Functional Teams
Strategies for Cross-Functional Team Management
Concurrent Engineering
Japanese Paradox
Supply Network Strategy
Just in Time (JIT), Just in Time II (JIT II) and Vendor Managed Inventory (VMI)
Case Vignette - Pure Vendor Managed Inventory in Action.
Agility in the Supply System, Agile Manufacturing, Strategically Flexible Production or Proximity Manufacturing
Case Vignette - Agile Manufacturing
Virtual Operations Strategy
Strategic Outsourcing
Case Vignette - Strategic Outsourcing
World-Class Manufacturing (WCM)
Lean Production and Lean Thinking
Strategic Postponement
Case Vignette - Strategic Postponement.
Logistics Strategy
Strategic Purchasing or Sourcing, Strategic Procurement, Network Sourcing, Materials Management
Case Vignette - Strategic Purchasing and Sourcing
LL Bean Replenishment Schedule
Collaborative Planning, Forecasting and Replenishment (CPFR)
Case Vignette - CPFR at Levi Strauss
Methodology
Data Analysis
Part I: Case Studies
Case Example No. 1: Rexam
Supply Chain Strategies
Case Example No 2. Dell Computer Corp
Dell Geographic Business Segments
Action Strategy
Supply Chain Control
Strategy Applications
Case Study No. 3: Wrangler Jeans
Action Strategy
Selecting Distributors
Most Common Selection Criteria for Developing a Strategic Relationship
Evaluating Distributors
Case Example. Owens & Minor Inc.
Action Strategy
Innovations in Supply-Chain Strategies
Case Examples. United Technologies Corp.
McAfee's Strategy
Results
Action Steps
Defining a Global Perspective
Product Design
Online Survey Results
Survey No. 1. Survey of Distributors
Section One: Distributor Overview
Number of Employees
Annual sales revenues (MM$)
Supply Chain Management Techniques Used in Past
Supply Chain Management Techniques Now Using
Most Valuable Initiative in Streamlining Supply Chain
Key to Likert-Scaled Questions
Familiar with Demand-Driven Supply Network Techniques
Company Currently Uses Demand-Driven Supply Network Techniques
Section Three: Open-Ended Comments.
Survey No. 2. Survey of Manufacturers
Section One: Manufacturer Overview
Number of Employees
Annual sales revenues (MM$)
Past Initiative
Current Initiative
Most Valuable Initiative
Familiarity with Demand-Driven Supply Network Techniques
Company Currently Uses Demand-Driven Supply Network Techniques
Section Three: Open-Ended Comments.
Conclusion
Results
Discussion
Recommendations
Explore Technologies That Deliver Demand
From the Paper "Therefore, one of the most important elements in CPFR is the forging of proactive links between partners or allies at different stages of the supply pipeline. These need to be both strategic and tactical and require proper management as one of the resources of the organization. An excellent example of this in action is to be found in the approach that Levi Strauss and Company take with its main suppliers and customers. According to Lowson, since the mid-1980s, the firm has constantly been trying to establish closer working links in the supply in a coordinated pipeline with the aid of its 'Levilink'..."
Abstract The paper attempts to show how Dell, Gateway and HP's IT systems, strategies and processes are uniquely aligned to their mission statements. The paper offers an assessment of each company's ability to align IT with mission statements and go-to-market strategies, while staying agile enough to respond to changing customer needs. The paper shows how the mission statements of each company have varying levels of commitment to customers, yet in the service to customers, all the companies continually struggle to make their systems strategies agile enough to keep up with changing demand.
Outline:
Abstract
Table of Figures
List of Tables
Dell Computer Corporation
Gateway
HP (Compaq)
Conclusion
From the Paper "Dell Computer Corporation attained revenue of $55.9B in the latest fiscal year period ending February 3, 2006 (Dell Investor, 2006). At the time of this writing Dell had not yet released its fiscal 2007 figures. Dell is a global leader in the selling, manufacturing and servicing of laptop, desktop, server, storage area networks, and enterprise-class rack-mounted systems for both the consumer and business markets. Dell is also a recognized leader in the sales of Intel-based systems of all types to educational and government institutions. The company rose to prominence in this industry due to its unique direct selling model combined with build-to-order manufacturing that is considered the most efficient in this industry."
This paper introduces and discusses the Pitts S-2B aircraft, and the history of the company that manufactures this aircraft, along with the inventor, Curtis H. Pitts.
Abstract The following paper examines how the Pitts planes revolutionized aerobatic performance and competition. The writer discusses how flying in the 60's was redefined with the introduction of the S1-S Pitts Special, a small, powerful and agile biplane that dominated the sport during the period. This paper argues that the tiny Pitts was a marked contrast to the large Yak-52 monoplane used by the USSR and other eastern block countries.
From the Paper "Pitts Specials, in all their varieties, are eager to please. And they respond well to a loving touch. They become transparent and take on the personality of the pilot, making him, or her, the composer. The Pitts lets them write the melody as they alone hear it" (Davisson).
While it is still a very popular training and show aircraft, the Pitts S-2B is no longer in production, is has been superceded by the Pitts S-2C. Replacement parts can still be purchased from Aviat Aircraft of Afton, Wyoming. ?To many pilots, their Pitts Special becomes more than an airplane. It becomes a living, breathing entity that completes them both as people and as pilots. Maybe that's the real gift of Curtis Pitts. It's not so much the victories, as what he has added to so many lives. Few people make that kind of contribution to the world. But then, few people have designed the likes of a Pitts Special.?
From the Paper "Introduction
The term "agile manufacturing" has recently been coined in the manufacturing industry. While it lacks a clear or formal definition (Maskell, 1994, p. 39), it is does embody the spirit of the changes, which are taking place in the global manufacturing industry today. In order for an organization to compete effectively in the world markets of today, more is required than just an implementation of new manufacturing techniques or the latest in Enterprise Requirements Planning (ERP) software such as PeopleSoft, SAP, or Oracle. Instead, the company must change its basic business processes and operations such that products, quality and service become second to none. Therefore, "agile manufacturing" represents not simply a set of techniques; rather, it represents a total, perhaps radical, changes in the way the ..."
Abstract Adaptive automation is apparently a solution to the problems arising from the shortcomings of the more traditional automations. This paper deals with the practical application of adaptive automation to the world of information technology and the revolution it can bring in the ever changing and ever-agile world of business.
Paper Outline:
Abstract
Adaptive Automation
Implementation of Adaptive Automation
Application of Adaptive Automation to IT
Removal of the Human Factor in Support
Changing Business Rules
Conclusion
Bibliography
From the Paper "As the adaptive automation is brought into the lime light not only will it help decreasing human errors but would also eliminate the unnecessary human intervention.
This technology would itself adapt as its name suggests to the changing data processes, make the necessary changes automatically and thus improve the system's function and agility".
Abstract This paper examines how logic is, quite simply, one of the most important elements of the critical thinking process and how it is the opposite extreme from empiricism and permits the agile mind to balance the often-irrational beliefs created through empirical observation with more intellectual rigor. It looks at how logic becomes a lens through which we can filter the sometimes irrational and contradictory beliefs that our perceptions generate and which our brains entrench and how logic has the great potential to temper the passions of perception in the mind.
