Essays on Project Operations and Supply Chain Management Assignment

Download full paperFile format: .doc, available for editing

The paper "Project Operations and Supply Chain Management" Is a great example of a Management Assignment. Agile project management approach refers to the management approach whereby there is room for changes and the whole process is made flexible. This methodology is based on management that embraces interactions and incremental processes depending on the upcoming technological changes in the area where the project is based upon. The methodology focuses on individuals and interactions within the processes as well as the tools that are used in delivering the required results. It also focuses on customer collaboration over the period for the contract negotiations and responding to changes while honoring the set plan.

(Cunha & Sousa 2010) There are various types of agile project management methodologies such as Scrum, Extreme Programming (XP), and DSDM among others. However, all these methodologies have common characteristics that make them different from the traditional waterfall methods in project management. These principles are the ones that make these approaches are referred to as the agile methodology. The approach involves active user involvement. This is because in an agile project management approach there is room for making changes during the implementation process as well as any other stage of accomplishing the project.

Active user involvement is very imperative in this approach since it makes it possible for the project managers to come up with the best results possible depending on the current technology and the information as well. (Cervone 2011) The agile approach ensures that the team that is involved in project management has the power to make decisions. This principle ensures that every team member is involved in decision making so that there will be no autonomy of decision making in the project implementation or evaluation.

This also gives the team members a sense of ownership of the product as well as the responsibility for what is delivered. The team must establish and clarify the requirements together, prioritize them together, agree to the tasks required to deliver them together, and estimate the effort involved together. Another agile principle is that timescale is always fixed although the requirements can evolve depending on the project management team’ s decision. This is a total contrast from the traditional development project where one of the goals requires that all known requirements and baseline the scope so that any other differences in the project or any other changes would be subject to change control.

Traditionally it has been believed that it is very costly to change or add more requirements during or after the implementation software is created. They argue that once the first phase is over and a given percentage of benefits have been realized it is quite difficult to introduce other changes to the users.

They add that even if the requirements are analyzed very carefully and prioritized, it is impossible to think of everything, things change, and things are understood differently by different people. Agile development works on a completely different premise. Agile Development, on the other hand, works on the premise that requirements emerge and evolve, and that however much analysis and design you do, this will always be the case because you cannot really know for sure what you want until you see and use the software. And in the time you would have spent analyzing and reviewing requirements and designing a solution, external conditions could also have changed.

This is why the agile project management approach works on the fact that it is possible to take into consideration various requirements during and after the software development while still within the timescale. (Zhu & Fukushima 2009)


Andersen, E, S, & Grude, K, 2009: ‘Goal directed project management: effective techniques and strategies,’ Kogan Page Publishers.

Cervone, H, F, 2011: ‘Understanding agile project management methods using Scrum OCLC Systems & Services,’ vol. 271, pp. 18-22.

Cunha, M, D, C, & Sousa, J, J, D, O, 2010: ‘Robust design of water distribution networks for a proactive risk management,’ Journal of Water Resources Planning and Management, vol. 1362, pp. 227-236.

Highsmith, J, 2009: ‘Agile project management: creating innovative products,’ Pearson Education.

Ika, L, A, 2009: ‘Project success as a topic in project management journals,’ Project Management Journal, vol. 404, pp. 6-19.

Kerzner, H, R, 2013: ‘Project management: a systems approach to planning, scheduling, and controlling,’ John Wiley & Sons.

Lee, S, & Yong, H, S, 2010: ‘Distributed agile: project management in a global environment,’ Empirical software engineering, vol. 152, pp. 204-217.

Rummler, G, A, & Brache, A, P, 2012: ‘Improving performance: How to manage the white space on the organization chart’ John Wiley & Sons.

Wysocki, R, K, 2011: ‘Effective project management: traditional, agile, extreme,’ John Wiley & Sons.

Zhu, S, & Fukushima, M, 2009: ‘Worst-case conditional value-at-risk with application to robust portfolio management,’ Operations research, vol. 575, pp. 1155-1168

Download full paperFile format: .doc, available for editing
Contact Us