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? Journal Paper ?(Individual)
The assignment will require students to submit a structured ?journal paper? of 2,000 words on a selected research topic of interest(my topic is Changing Scope in Agile Projects: Opportunity or Threat?) that they will have identified and developed throughout the course of this module. This work should identify current thinking in the discipline and how it relates to their topic, a clear framing of their research question, present a critique and findings based on their analysis with justification, and indicate areas or directions for future research. It is not expected that students will undertake significant primary research to produce recommendations in their journal paper, but an extensive and critical review of the literature leading to an evaluative summary and reasoned conclusions is expected.
This assignment is to be submitted to the Faculty Office on or before Thursday 26th April 2012. Turnitin is to be used before submission, and this will be set up on the MLE. PLEASE DO NOT LEAVE THIS WORK TO THE LAST MINUTE!
Assessment Breakdown
Journal Paper:
Structure/Style/Presentation 10
Critical Discussion 50
Analysis and Findings 30
Referencing 10
————-
TOTAL 100 %
Indicative Reading
– Essential Reading Materials
A number of specialist articles and directed study materials will be provided to students during the delivery of this module.
ARRAS PEOPLE (2009), Project Management Benchmark Report 2009; www.arraspeople.co.uk
CICMIL, S., (2006), ?Understanding Project Management Practice Through Interpretative and Critical Research Perspectives?, Project Management Journal, Vol. 37; Issue 2, June, pp.27-37
COOPER, D.F., (2004), Project Risk Management Guidelines: Managing Risk in Large Projects and Complex Procurements, London: John Wiley & Sons
LYSONS, K., FARRINGTON, B., (2006), Purchasing and Supply Chain Management, 7th Edition, UK: FT Prentice Hall
MEREDITH, J.R., MANTEL, S.J., (2009), Project Management: A Managerial Approach, 7th International Edition, US: John Wiley & Sons
OFFICE OF GOVERNMENT COMMERCE (2009), Managing Successful Projects with Prince 2TM, London: The Stationery Office
PINTO, J.K.; (2007), Project Management: Achieving Competitive Advantage, New York: Pearson Prentice Hall
ROBSON, C., (2002), Real World Research, London: Sage
SAUNDERS, M., LEWIS, P., THORNHILL, A., (2007), Research Methods for Business Students, UK: FT Prentice Hall
– Supplementary Reading Materials
ASSOCIATION FOR PROJECT MANAGEMENT (APM) – Body of Knowledge (APMBoK)
ASSOCIATION FOR PROJECT MANAGEMENT (APM) ? Competencies Framework
COLLIS, J., HUSSEY, R., (2009), Business Research: A Practical Guide for Undergraduate and Postgraduate Students, UK: Palgrave Macmillan
PROJECT MANAGEMENT INSTITUTE (PMI) – Body of Knowledge (PMBOK)
– Journals and Electronic Learning Resources
International Journal of Project Management
Project Management Journal
Project Manager Today
Project
PM Network
BCS ?Project Eye? Blog
Association for Project Management: http://www.apm.org.uk/
BCS Project Management Specialist Group (PROMS-G):
http://www.proms-g.bcs.org/main/index.php
International Project Management Association: http://www.ipma.ch/
Office of Government Commerce (OGC): http://www.ogc.gov.uk/
Online Wikipedia Resource: http://en.wikipedia.org/wiki/Project_management
Project Challenge: http://www.projchallenge.com/
Project Management Institute: http://www.pmi.org/
Project Manager Today: http://www.pmtoday.co.uk/
Rethinking Project Management: http://www.rethinkingpm.org.uk
8. Professional Status
Content in this module is mapped to the APM Body of Knowledge.
MARKING SCHEME ? SEMINAR, JOURNAL PAPER
PROJECT FUTURES
Generic Marking Scheme:
Generic assessment scale (see university regulations) to be employed for grading the two assessments is included below:
Grade % Comment
A16
A15
A14 81-100
75-80
70-75 Excellent: demonstrates intelligent understanding of the material with an insightful interpretation of its relevance in context, provides a thorough discussion of the implications with some original observations or recommendations.
B13
B12
B11 67-69
64-66
60-63 Very Good: demonstrates an appreciation of the material with an informed interpretation of its relevance in context, provides an appropriately critical discussion of the implications covering the expected observations or recommendations.
C10
C9
C8 57-59
54-56
50-53 Good: demonstrates a correct but limited grasp of the material with adequate interpretation of its relevance in context, attempts some critical discussion of the implications covering many of the obvious observations or recommendations.
D7
D6
D5 47-49
44-46
40-43 Satisfactory: demonstrates a correct but superficial grasp of the material with a superficial or incomplete interpretation of its relevance in context, attempts a little critical discussion of the implications covering some of the obvious observations or recommendations.
E4
F3
F2
F1 35-39
31-34
16-30
0-15 Marginal Fail/Fail: demonstrates a lack of understanding of the material with minimal interpretation of its relevance in context, provides minimal or incoherent discussion of the implications covering very little in the way of observations or recommendations.
Minimum Details required in the Assignment are as follows
Changing Scope in Agile Projects: Opportunity or Threat?
? Background
? Rapid evolution of Agile Methodology.
? The nuances of managing scope in Agile projects.
? Need of a concrete model to illustrate whether to accept or reject scope changes amidst a project phase.
? Objectives
? To illustrate that how a scope change can actually prove to be beneficial to the project rather than a hindrance.
? To fine tune a model that underlines the pros and cons of scope change in Agile Projects.
? Ex: Change Request to be raised (as per SOW) More the CR?s, more is the leverage to increase the profitability of the project.
? Ex : Frequent changes in scope Attempt to incorporate those changes Major modifications in the design Attempt to complete it within given ‘sprint? Quality compromised CSAT (Customer satisfaction) impacted
? Literature
? Agile ALM: The Future of Delivery Automation
? Jim Highsmith, 7 June 2011 | Agile Project Management
? Agile Adoption Success Factors
? Scott Ambler, 9 March 2012 Agile Adoption, The Agile Blogosphere
? Estimating and Planning Are Necessary for Maximizing Delivered Value
? Mike Cohn, 6 February 2012
? Research Question
? Under what scenarios is it feasible to incorporate the deviations in the scope into the project ?
? When should the Project Manager refrain from including a scope change request even though it may increase the profitability of the project ?
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