Extending Agile Processes with Creativity Techniques

Agile processes seek just-enough requirements. However, this focus on simple software solutions can be at the expense of ones that meet more creative requirements. To explore alternatives, this paper reports the extension of one agile process with creativity techniques in a project in a large media organization. Domain experts ranked the requirements generated with the process as more novel than baseline epics from the product backlog of the same project, while usefulness of the requirements increased overall after incubation over the duration of a sprint

The Dynamics of Creativity in Software Development

Software is primarily developed for people by people and human factors must be studied in all software engineering phases. Creativity is the source to improvise solutions to problems for dominating complex systems such as software development. However, there is a lack of knowledge in what creativity is in software development and what its dynamics are. This study describes the current state of the research plan towards a theory on creativity in software development. More specifically, it (1) states the motivation for studying creativity in software development under a multidisciplinary view; it (2) provides a first review of the literature identifying the shortcomings in the field; it (3) proposes a research design, which includes rarely employed methods in software engineering. To understand creativity in software development will provide a better knowledge of the software construction process and how individuals intellectually contribute to the creation of better, innovative products.Comment: 6 Pages. To be presented in the 14th International Conference on Product-Focused Software Process Improvement (PROFES 2013) - Doctoral Symposium, 12 June 2013, Paphos, Cyprus. This is the final, accepted version (after peer review

The business of invention: considering project management in the arts and industry

Project management has well developed theoretical constructs and is becom- ing increasingly well established in core strategy beyond the industrial and corporate sec- tors from which it first emerged. With a concurrent increase in the significance of innova- tion, project managing for creativity is an area of research and enquiry of considerable sig- nificance. Notionally occupying polar opposite cultural positions in terms of perspectives and processes of creativity, project management in the arts is widely considered to vary significantly from corporate strategy and process. If business were to be more generally characterised by ‘organisation’ and discipline, the arts are more commonly celebrated for disorganisation, indiscipline, and the fundamental challenge to organisation itself. Consid- ering both the confluences and variations between established project management theory in business and practice in the arts, this text introduces theoretical constructs pertaining to creative processes and highlights areas for consideration in the understanding and further development of project management theory

Is project management the new management 2.0?

This paper considers the evolving nature of project management (PM) and offers a comparison with the evolving nature of management generally. Specifically, we identify a number of management trends that are drawn from a paper that documents a proposed ‘Management 2.0’ model, and we compare those trends to the way in which PM is maturing to embrace the challenges of modern organizational progress.Some theoretical frameworks are offered that assist in explaining the shift from the historically accepted ‘tools and techniques’ model to a more nuanced and behaviorally driven paradigm that is arguably more appropriate to manage change in today’s flexible and progressive organizations, and which provide a more coherent response, both in PM and traditional management, to McDonald’s forces. In addition, we offer a number of examples to robustly support our assertions, based around the development of innovative products from Apple Inc. In using this metaphor to demonstrate the evolution of project-based work, we link PM with innovation and new product development.

Innovation through Agile Project Management

The traditional, waterfall, project management processes were at a certain moment the latest versions creating a competitive advantage for the business using them. But, the development of technology within business, finds the waterfall methodology confining the implementation of innovation through its requirements. Conversely, the earlier used in agile methods satisfactorily proofed to re-energize project management in huge organizations that do not develop the application. The researcher focused on finding the ways innovations are possible under agile project management through the following research question. First, how agile project management methodology enable to big organizations to succeed in their life settings by quickening modifications? Secondly, how does the big organization positioning benefit from unending modern opportunities brought by the changes in agile project management? Thirdly, does the big organization embrace a rigorous innovation procedure associated with the agile project management? Finally, how can the big businesses consider sufficiently agile to succeed and survive the modern life changes? The conclusion that will be derived from this research will be used to make inferences that will enable seamless agile project management in big organization and companies. This will accelerate the productivity of these organizations. If the modern trends and analysis can be obtained, then the big organizations can benefit by learning of the opportunities that will be brought about by the agile project management

Interactive situation modelling in knowledge intensive domains

Interactive Situation Modelling (ISM) method, a semi-methodological approach, is proposed to tackle issues associated with modelling complex knowledge intensive domains, which cannot be easily modelled using traditional approaches. This paper presents the background and implementation of ISM within a complex domain, where synthesizing knowledge from various sources is critical, and is based on the principles of ethnography within a constructivist framework. Although the motivation for the reported work comes from the application presented in the paper, the actual scope of the paper covers a wide range of issues related to modelling complex systems. The author firstly reviews approaches used for modelling knowledge intensive domains, preceded by a brief discussion about two main issues: symmetry of ignorance and system behaviour, which are often confronted when applying modelling approaches to business domains. The ISM process is then characterized and critiqued with lessons from an exemplar presented to illustrate its effectiveness

Project management and music in education and related fields

Project Management (PM) is a well-established field of research with the scope of inquiry now ranging far beyond the industrial and corporate sectors from which it first emerged. Starting from the premise that PM expertise is a valuable professional attribute and life skill of relevance to many if not all educational disciplines, questions emerge both as to how relevant techniques can be most effectively applied in educational contexts, and how insights might potentially be drawn from the study of different disciplines to enrich the PM profession. This paper focuses initially on higher education (specifically university level study) within the United Kingdom (UK) and other countries, and provides a contextual analysis of the discourse and practice of PM in undergraduate degree subjects. Discussion then narrows in on the discipline of music, as a specific context for consideration of PM through the educational and professional continuum. Identifying a relative absence of explicit PM theory or terminology in the vast majority of degree subjects at least in the UK, there is, nevertheless, an underlying presence of project-based activity at least implicit in all university education and music, in particular, presents a distinctive example of a creative, cultural, educational, where PM is an integral component and experience of subject and discipline. This paper concludes by identifying significant value in the development of a more explicit approach to PM in educational contexts and considerable scope for the development of professional relationships between PM organizations and the higher education sector in particular