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as line employees regarding a project's status, contemporary project management recognizes these periodic updates as outdated and not suited to the technological environment within which most organizations operated today."

Tags:agile, development, project

Abstract
This paper describes the Scrum method of Agile software architecture development and includes a UML activity diagram.

From the Paper
"The Scrum method of Agile software development employs an iterative process in which projects progress via a series of month-long iterations called sprints. Scrum works well in projects where the requirements are not yet fully identified or that are changing at a rapid pace. Scrum starts with the Product Backlog; a list of all desired changes to the product. A sprint planning meeting is held at the..."

Tags:Scrum, Agile, software development, UML activity diagram

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)"

Tags:K.I.S.S., principle, development, simplistic, technology, core, solution

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."

Tags:ICT, SCM, CRM, ERP, marketing, design, technology, customer

Abstract
The paper discusses managing for optimal performance, capitalizing on power taxonomies to enable and sustain change and the critical need for trust. The paper explains that these three elements must be considered as foundational areas of management theories for meeting the challenges of leading an organization in the 21st century.

Outline:
Synopsis
Managing for Optimal Performance
Capitalizing on Organizational Power Topologies for Higher Effectiveness
Sustaining and Solidifying Trust
Summary

From the Paper
"Given the increasingly turbulent and competitive nature of many industries including property and construction management, the need is greater than ever for understanding management constructs, theories and strategies that can increase the likelihood of strategic change being accomplished. No longer is a hierarchical model of management relevant; the need today is for agile organizations that can quickly react and capitalize on changing conditions. Underscoring the pervasive need for understanding organizational management principles is the ability to keep an organization lean, focused and agile. The management theories as discussed in this course are the essential elements of an organizational foundation that supports agility and responsiveness."

Tags:performance, power, topologies, trust

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."

Tags:al, qaeda, analysis

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. "

Tags:budget, design, money

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."

Tags:agility, responsiveness, military, chain-of-command, management, knowledge

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."

Tags:markets, processes, planning, agility, frameworks

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'..."

Tags:shipping, levi, dell, case, transforming, world-class