DRAFT Research Project Mid-term Paper

Literature Review Assignment

Naga Srinivas Guntupalli

Professor Stephen Wall Smith

Research Methodology and Writing

Harrisburg University

Abstract

This paper talks about the four resources which were utilized and provide paragraph discussions with the help of literature reviews. Gaps and future opportunities are clearly explained. Paper also discusses and share the thoughts on the plan incorporation into the research including identified gaps. Finally, paper provides refinement of the problem according to the selected topic.

Student Name: ____Naga Srinivas Guntupalli_________________________________

GRAD 695 Project Management Research Topic: _Implementation of agile methodology in agile methodology______________________________________

1. Review the following guidance for Literature Reviews and complete the information below using the template provided.

Texas A&M Writing Center Video 1: Get Lit: The Literature Review (45 Min)

Texas A&M Writing Center Video 2: The Literature Review (46 Min)

UNC Writing Center: Literature Reviews

2. Using your proposed project management topic as refined in your Topic Refinement Assignment and a scholarly research tool, i.e., Google Scholar, HU Library locate four literature reviews for your proposed GRAD695 topic. Literature Reviews usually contain the terms “Literature Review” in the title. Submitting general research articles or articles that contain a literature review is not acceptable for this assignment. Your selections must be a literature review. If you have limited success, try to modify the keywords that you are using for the search and/or contact the library for assistance.

3. List the reference to your resource in APA format. Use your APA for resources and citations including the HU Library and Purdue OWL. Points will be deducted if resources and citations are not in APA format (double-spacing, hanging indents, page numbers, etc.)

4. Read all four literature reviews and, for each, provide a 1-2 paragraph discussion (250 words) on the specific research problem the researcher(s) have addressed. In addition, identify and discuss how the literature review is organized (chronological, major theme). Include at least one citation for each source.

5. List any gaps in the literature and/or future opportunities in research for a specific field discussed in the literature review. What suggestions did each set of researchers make for future research in this topic/field? This information is often found in the Conclusion Section.

6. Discuss how you plan to incorporate this research into your 695-research paper and address any of these identified gaps.

7. Discuss if this review has altered or refined your problem statement in any way. Restate your problem statement using the template formula.

Literature Review 1

Reference (in APA format): Gunasekaran, A. (2001). Agile manufacturing: The 21st century competitive strategy. ProQuest E-book Central https://ebookcentral.proquest.com

Link to Literature Review 1: https://ebookcentral.proquest.com/lib/harrisburg-ebooks/reader.action?docID=320647&ppg=54 (Page 346)

Summary of Literature Review 1 (250 words):

Womack et al, 1990 says that “lean manufacturing concept deploys the most crucial Japanese production principles since 1970s and 80s which include just in time principle which is well known in the whole supply chain, the employees empowerment, and the TQM principles in taking on the responsibility of their own network. He says that the mean manufacturing concept was originally coined in the International Motor Vehicle Program whereby a collection of the automobile assembly plants in North America, Europe and Japan were analyzed and described in a number of performance and measurement areas, that is flexibility, productivity and quality performance.

Goldman et al, 1995 argues that lean manufacturing was started as a concept of describing the best practice inside the automotive industry and experienced slow revolution but today, the concept is well utilized in the industry. While the Lean Manufacturing offer a well-structured collection of methods and enablers, agile manufacturing is a wide philosophy which started from the work of Agile Manufacturing Enterprise Forum, which is has its roots to the Lehigh University and was started in 1991. The work is well documented in the 21st century manufacturing enterprise strategy. He says that the point of departure for agile manufacturing is the increased unpredictability and dynamics of industrial enterprise environment. He says that agility can be defined as the ability of operating profitably in a competitive environment of continuous and unpredictably changing customer opportunities.

Gunnison, (1996) says that agility is more than just the traditional organizational flexibility interpretation. The organizational mastery of changes is in focus in the agile organization; thus, knowledge and people are taken as the most crucial organizational assets. In addition, the capability and organizational learning to reconfigure the business on a continuing basis are key features of the agile enterprise, which is often associated with the ability to intelligently innovate and invent new responses, that is to new markets and business processes.

Gunnison, (1996) goes on to say that agile manufacturing accepts the major trends for industrial enterprises towards working in networks and resulted seeking enablers to facilitate appropriate responses to the dynamics imposed on companies’ network. Frequently, a total product cycle design philosophy is implemented, in such a manner that the design is deployed into a holistic production process incorporating the company business processes from a supplier relationship to product disposal.

Gaps in Literature/ Future Research Ideas:

A retail project vision could comprise of a combination of agile and lean strategic components suited to the specific circumstances of the industrial enterprise. The five-step process aims at engaging employees and managers in a constructive dialogue that result to a commonly shared appreciation of the need to change and a common vision of the operation and structure of future production. There are three challenges that are associated with formulating a retail vision, that is integrating different elements and perspectives of a production system, ensuring a collaborative process with a high degree of participation, and including innovative characteristics. These are areas that need serious future research.

A retail project vision could play various roles. When the corporate strategy is robust and clear, the retail project vision will comprise of a blueprint for designing and designing of a production system. However, when the environment is turbulent, a direct planning approach can be applied (Gunasekaran, 2001). Two opposing retail project visions might serve as a means of generating a constructive dialogue and could contribute to clarifications of potentials ad direction for the whole company.

Application to your GRAD 695 research:

Various industrial enterprises can have different strategic situations regarding turbulent environment, the agile retail project vision can play various roles. It could serve as a coordinating role in aligning the present improvement activities in securing maximum synergy, thus acting as a vehicle for a constructive dialogue with other functions of the industrial enterprise.

The retail project vision could be used in pointing to a new paradigm of operations. A few investments might be necessary though a shift in mentality is required. This way, the vision might help in orchestrating a concerted effort in different functional areas. The manufacturing vision can serve as a blueprint for future investments and as a master plan for an innovative and concerted effort through which production engineering, management systems and organization initiatives are integrated into a new and coherent solutions. Thus, vision helps in coming up with a basis for coordinated detailed development and design of the production system”.

Literature Review 2

Reference (in APA format): Babar, M. A., Brown, A. W., & Mistrik, I. (Eds.). (2013). Agile software architecture: Aligning agile processes and software architectures. ProQuest E-book

Link to Literature Review 2: https://books.google.com/books?hl=en&lr=lang_en&id=wJb9pG1gcUsC&oi=fnd&pg=PP1&dq=Babar,+M.+A.,+Brown,+A.+W.,+%26+Mistrik,+I.+(Eds.).+(2013).+Agile+software+architecture+:+Aligning+agile+processes+and+software+architectures&ots=uncyW-aSC4&sig=nvSUO5EoBxjjWU_KrRPszT5-3k4

Summary of Literature Review 2 (250 words):

Markovich and Fink have given a description of three various verification plans for the IT development companies. They argue that horizontal strategies are just but general solutions that are suitable for multiple sectors that potentially appeal to all market users. The vertical strategies are tailored products that are designed specifically for one sector. Medium and small business companies opt for this strategy because of capacity limitations while the large and specialized companies could develop multiple vertical solutions to different markets, deploying a multivariable strategy.

The MT2 breaks up this limitation to small and medium businesses, because with just one application example, they can manage not only many customers but also several targets. Contribution is meant for a cloud multitenant environment, whereby sharing is important (Babar et al., 2013). A vertical solution can be better for only one client and one project, though not for SaaS model. MT2 attempts to go further and use the same application for clients with various requirements.

Zaid man propose an architectural model for the MT SaaS applications in avoiding maintenance problems. It defines the key features in MT and described opportunities in SaaS MT applications, like the security or zero downtime but does not consider different business logics coexistence for the same system, which MT2 does.

Kr et al. offered a backend customization approach for MT SaaS applications. Customization and Extensibility of data models is well known and there are several approaches. On the other hand, user interfaces personalization and more so the business logic models are still a challenge. This approach is related to customization of the business logic but within the same functionality for all tenants. It does not consider multifunctionality.

Banks et al., also introduced a prototype, known as Fractal, which is an application for collaboration among tenants inside an MT environment. It explores the important requirements for creation of a collaborating platform.

Gaps in Literature/ Future Research Ideas:

There is a recent argument on the coexistence between the architecture and agility, claiming that the two cultures ought not to be considered opposite. In cloud surroundings, architectures supporting claims like the quick delivery of working software to clients out not to be left separate from the agile movement.

Due to the reuse of common features, the MT2 allows traditional mono target applications to support many functionalities and selectively deploy them depending on the subscription contract. MT2 A is an instance of the successful combination of architecture and agility in the sense that it makes it possible for a rapid delivery of working, multifunctional software to clients by taking advantage of the proven and the consolidated software architecture. MT2 looks forward to supporting agility not just for deployment because of the unification but also for development purposes.

Even though the MT2 is already being implemented in Blobalgest, this approach novelty opens a big field for future study of this architecture. New challenges and new benefits are to be found. The architectural model complexity requires further study and details, more so in administrative tier. There are multiple aspects that should be considered when providing a multifunctional service: functionalities, for example, could be depending on each other. The dependency control needs to reflect in the MT2 architecture.

Application to your GRAD 695 research:

Global guest is just an example of a business-oriented application which is based on MT2 architecture. It has been used close to 21 companies and deploys more than 100 functions. The combinations of this portfolio allow Global guest to serve businesses from various industries like an IT company or a retail company, by opting for different industries without duplication of development efforts. Since, the retail requirements are high and more. To my research, I think business-oriented application helps and adds value towards the agile project methodology in retail companies so the more functionalities under can be easily deployed into the production environment.

MT2 architecture allows the Global guest to deploy and host many functionalities by configuring a client functional subscription on demand. Rapid provisioning is important in Global guest in the sense that customers need a fast response that is achieved thanks to the administrative level of the architecture, the MT2 master panel. Setting up a new client account in Global guest is easy and it comprises of only a few steps. In retail sector also customer order the products on online where this adds more value to customer services. So, when the retail projects are been accomplished it is important to develop the features correctly and perform testing at various levels in order verify who customer services can be maintained so that when the new latest retail features deployed then it would be satisfying the customer needs.

Literature Review 3

Reference (in APA format): Deuff, D., & Cosquer, M. (2013). User-centered agile method. ProQuest E-book Central https://ebookcentral.proquest.com

Link to Literature Review 3: https://books.google.com/books?hl=en&lr=lang_en&id=YVjSAQAAQBAJ&oi=fnd&pg=PT5&dq=Deuff,+D.,+%26+Cosquer,+M.+(2013).+User-centered+agile+method.+&ots=yoaeGSPXX6&sig=_dzSCIBIIJVCl-qD18u4Edas_gY

Summary of Literature Review 3 (250 words):

Sy put forward the D. Sy’s model which proposes the iterative evaluation and design flow performed by a UX team in parallel to the interactive flow of the agile team.

Beyer et all put forward the rapid CD model. It stresses on the importance of a preliminary stage to lay down the basic design of a product in advance of the developments and for the development stage, the authors suggest an iterative model like D Sy’s model.

Memel et al. brought about the four-phase model. The first phase comprises of the determining the different users targeted by the product and the functional perimeter with the goal of obtaining the possible visions of the product. This phase lasts longer than the demand analysis in the agile method extreme programming, that, one to three weeks; this results to limitation in performing the in-depth research regarding users and their circumstances.

There is another model known as the agile model driven development which was developed by Ambler. In this model, the UX expert is part if the agile team and therefore must conform to the method pace. For this model to work, Ambler recommends that anybody engaged should make effort in understanding the philosophy of another person’s disciplines, in the interest of being able to work together (Deuff, & Cosquer,2013). He as well points that the feedback relating to the usability needs to be considered in much the same way as a technical problem.

Gaps in Literature/ Future Research Ideas:

Based on what Duchting said, it is risk not to have the global view of the product. In fact, he lack of a stable global vision leads to an excess workload in terms of designing the screen layouts, loss of direction markers in relation to the products needing to be designed and also increases the time needed to finalize the product.

The UX experts do not have the time to stand back in the iterations and to put forward a coherent HCI as they do with a conventional project. To defeat this entanglement (loss of heading because of an absence of a worldwide vision), a few articles propose having a cycle that is consistently committed to the worldwide intelligence of the item. It appears to be critical to take note of a last point identifying with the assets. Apparently the more the UX specialists need to walk in sync with the engineers, the less time they have ahead of time of the advancement eliminate to convey their work, and the more prominent are the assets which must be

Application to your GRAD 695 research:

UCD is very much applicable in ergonomics, ergonomic is basically how employees are being efficient in the professional environment. Based on the definition put forward by the International Ergonomics Association, “ergonomics (or human factors) is the scientific discipline concerned with the understanding of the interactions among humans and other elements of a system, and the profession that applies theoretical principles, data and methods to design in order to optimize human well-being and the overall retail organization system.” The advantages of UCD are numerous and increment the Return on Investment which can be executed in retail domain projects. Buccino et al. offer a summed-up perspective on these advantages as: diminished expenses regarding advancement and client uphold, improved efficiency, fulfillment, wellbeing, quality and learning, lastly expanded incomes. So, when agile methodologies are implemented the projects can get delivered in less budget with return on investment with help of creating efficiency among the employees to work in the agile environment.

Literature Review 4

Reference (in APA format): White, K. R. (2013). Practical project management for agile nonprofits: Approaches and templates to help you manage with limited resources. ProQuest E-book Central https://ebookcentral.proquest.com

Link to Literature Review 4:

https://books.google.com/books?hl=en&lr=lang_en&id=5nlvBgAAQBAJ&oi=fnd&pg=PP12&dq=White,+K.+R.+(2013).+Practical+project+management+for+agile+nonprofits+&ots=q5rzBfA77W&sig=o-pZolfKwJ1yzKQ9qNhafNEZCPE

Summary of Literature Review 4 (250 words):

Many organizations, “especially larger ones, have found the establishment of a formal project management office (PMO) to be of value. Research has shown that organizations with PMOs report significantly more projects coming in on time and on budget and meeting intended goals, improvements in productivity, and increased cost savings compared to those without a PMO (PM Solutions Research, 2012; Project Management Institute, 2011; Forrester Research, 2011; ESI International, 2011). Just as there are different forms of organizations, there are several forms of PMOs. The PMO can be part of the organization’s strategy-setting team, identifying projects aligned with the organization’s strategies. The PMO can be a support function, supporting project managers with processes, tools, and training. The PMO can also be a line unit, providing project managers for specific projects. Or it can be a business unit that provides all the above. In his PMI award-winning book, The Strategic Project Office: A Guide to Improving Organizational Performance, Kent Crawford identifies six primary PMO functions: processes/standards/methodologies, project management software tools, project managers, consulting/mentoring, project support, and training . It is important to note that for project management to be successful you need to address each of these functions to some degree, whether you have a PMO or not, and even if you’re an agile nonprofit. The maintenance of repeatable practices and effective tools and support, as well as the leadership of experienced managers, all contribute to the success of your organization’s projects”.

Your agile “nonprofit needs to consider the risks it faces with its projects and identify the PMO functions most critical to success (White, 2013). In most nonprofits those functions will include the establishment of basic common practices, standardized project and portfolio reporting, integrated volunteer engagement and oversight, and mentoring and training. And while it might be nice to have a centralized PMO to oversee these functions, the reality is that many nonprofits cannot carry the associated overhead. Rather, these functions will be integrated into the job responsibilities of existing staff, primarily the chief development officer or operations manager, plus the human resource manager and the volunteer manager (if there is one)”.

Gaps in Literature/ Future Research Ideas:

One challenge that many project teams encounter, and which needs further research is the unavailability of the project sponsor when a key decision needs to be made. Should a project sponsor not be available, the project manager needs to be able to obtain that decision from an authorized delegate or be empowered to make the decision himself or herself. The project manager, to be able to comfortably make that decision, needs to feel that he or she understands the organization’s strategic objectives and how this project fits into the picture. Hence the project sponsor needs to be able to share that information with the project team as a whole and especially with the project manager. Likewise, the sponsor needs to communicate organizational changes. I recall one project on which I worked that was going to be significantly impacted by an organizational realignment. The project sponsor was aware of the pending realignment but was not able to share it with our team. As a result, some decisions our team made resulted in wasted volunteer efforts and disgruntled volunteers.

Application to your GRAD 695 research:

For profit retail organizations have recognized the benefit of the functions typically found within a project management office and have made PMOs a core management structure in their organizations. While it’s not necessary for your nonprofit retail firm to establish a formal PMO, the performance of the key functions of that office, especially those related to the oversight and development of project management capabilities, will enhance the overall performance of your organization”. The agile methodologies in retail domain whether it is for profit or non-profit, the development of agile principles is important so that organization can be benefits from the projects.

Restate your Problem Statement (making any adjustments as necessary):

Agile “project management methodologies for software development have been around since the 1990s. There are thousands of organizations using them and hundreds of thousands of trained agile coaches. The Agile Manifesto (The Agile Alliance), published in 2001, represented a seminal point at which the software community acknowledged that requirements evolve, and cannot be fully pre-defined. Today, there are several software development methodologies, frameworks, and processes that embody the Agile Manifesto's values and principles [for example, Scrum, Lean, Kanban, Feature Driven Development (FDD), Extreme Programming (XP), Crystal, and Dynamic Systems Development Methodology (DSDM)].

Projects using agile methodologies deliver sooner, are more flexible for change, and produce higher-quality software. Teams and stakeholders perceive greater satisfaction due to improved communications, smoother collaborations, and increased flexibility. Furthermore, agile projects deliver business results faster than transitional methodologies and deliver high benefit-to-costs ratios. In Dan Rico's report, traditional methodologies delivered higher on the benefits-to-cost ratio than agile. Thus, there is no definitive proof that the return on investment from agile projects is higher than that from traditional projects. However, on average agile projects report achieving the expected business benefit more often than traditional projects”.

Conclusion

Therefore, this paper has covered every information by referring all the four literature reviews by providing links to the literature. The paper mainly focused on the summary of the literature and did in depth gap analysis and how the gap analysis can be helpful towards the GRAD 695 research work. Finally, the paper has restated the problem statement as per the selected topic.

GRAD 695 Literature Review Assignment JUN 2019	1