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This book is intended to provide project management office (PMO) executives practical information to promote enterprise Agile for business value compatibility within their organization. The primary benefit of this book is to promote a sense of common purpose and collaboration between the project delivery and the organization. Agile project delivery methods are adaptable to the emergence of unknown requirements identified in the later part of the project delivery lifecycle. Transparency is improved through the Agile characteristics of continuous feedback loops, daily stand-up meetings, demonstrations, retrospectives, prototypes, and project management tools such as Kanban boards, burn-down charts, and pie chart dashboards. The key success factor is direct business participation and collaboration to ensure that a business focus determines the output. Agile project management delivers business value rather than following a plan by using prioritized backlogs to ensure early and consistent delivery of features and products from the customer perspective without the overhead of low-value artifacts and bureaucracy. The Agile Advantage encourages technology deployment as a paradigm shift rather than a planned incremental improvement to existing systems and processes. Agile promotes innovation and creates synergies through a business focus viewing technology deployments as a catalyst for change rather than the final objective. Technology investments implemented through Agile processes result in improved market leadership, organizational alignment, and resource efficiency delivering competitive advantage.

Project management. --- Agile software development. --- Agile method --- business process --- project management --- prototyping --- resource optimization

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No matter how perfect a project plan may be on paper, it is worthless if nobody actually uses it. This innovative guide shows you how to ensure that your team has the process capabilities needed to successfully carry out any project plan you put to paper. By using the SEI's Capability Maturity Model, The Project Management Maturity Model, and PMBOK Knowledge areas, you can baseline your team's process level to see how it measures up to those required by a project plan.

Reengineering (Management). --- Project management --- Reengineering (Management) --- Management --- Business & Economics --- Management Styles & Communication --- Project management. --- Business process reengineering --- Re-engineering (Management) --- Industrial project management

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This book describes an array of management programs and groups them to indicate their primary purpose. It also outlines a process that will enable managers to select the most appropriate management program to meet their immediate and long-term needs. An important feature of this resource is that it can be updated periodically to add new programs and phase out programs no longer relevant. Topics include: a comprehensive description of the most popular management improvement programs and their primary applications to their organizations; the philosophy and principles of these programs and discussions; matching the improvement program with the specific needs in an organization. --

Industrial management. --- Reengineering (Management) --- Performance. --- Competence --- Work --- Business process reengineering --- Re-engineering (Management) --- Management --- Business administration --- Business enterprises --- Business management --- Corporate management --- Corporations --- Industrial administration --- Management, Industrial --- Rationalization of industry --- Scientific management --- Business --- Industrial organization --- Industrial management --- Performance --- E-books

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Go from Business Process Modeling to Orchestration and Service Oriented Architecture with this book and eBook

Business enterprises --- Computer network architectures --- Entreprises --- Réseaux d'ordinateurs --- Computer networks --- Management --- Gestion --- Architectures --- BPEL (Computer program language). --- Business -- Data processing -- Management. --- Business enterprises -- Data processing. --- Business logistics -- Data processing. --- Computer network architectures. --- Information Technology --- General and Others --- Business --- BPEL (Computer program language) --- Business logistics --- Data processing. --- Data processing --- Management. --- Réseaux d'ordinateurs --- BPEL4WS (Computer program language) --- BPELWS (Computer program language) --- Business Process Execution Language (Computer program language) --- Business Process Execution Language for Web Services (Computer program language) --- WS-BPEL (Computer program language) --- Architectures, Computer network --- Network architectures, Computer --- Programming languages (Electronic computers) --- Computer architecture --- Computer networks&delete& --- E-books --- Business organizations --- Businesses --- Companies --- Enterprises --- Firms --- Organizations, Business

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Distributed business component computing--the assembling of business components into electronic business processes, which interact via the Internet--caters to a new breed of enterprise systems that are flexible, relatively easy to maintain and upgrade to accommodate new business processes, and relatively simple to integrate with other enterprise systems. Companies with unwieldy, large, and heterogeneous inherited information systems--known as legacy systems--find it extremely difficult to align their old systems with novel business processes. Legacy systems are not only tightly intertwined with existing business processes and procedures but also have a brittle architecture after years of ad-hoc fixes and offer limited openness to other systems. In this book, Willem-Jan van den Heuvel provides a methodological framework that offers pragmatic techniques for aligning component-based business processes and legacy systems. Van den Heuvel's methodology is based on three building blocks: reverse engineering, which allows legacy systems to be componentized; forward engineering, which derives a set of business components from requirements of the new business processes; and alignment of new business processes and componentized legacy systems. Van den Heuvel provides a theoretical foundation for these, with chapters that discuss component-based development, introduce a case study that is used throughout the book to illustrate the methodology, and assess methods and technologies for legacy integration, component adaptation, and process alignment. He describes the methodological framework itself and its techniques to align new business processes with legacy systems by adopting a meet-in-the-middle strategy. Drawing on topics from a wide range of disciplines, including component-based development, distributed computing, business process modeling, and others, Aligning Modern Business Processes and Legacy Systems offers theoretically grounded practical methodology that has been explored and tested in a variety of experiments as well as some real-world projects.

Management information systems --- Information technology --- Reengineering (Management) --- Electrical & Computer Engineering --- Engineering & Applied Sciences --- Information Technology --- Management information systems. --- Information technology. --- Computer-based information systems --- EIS (Information systems) --- Executive information systems --- MIS (Information systems) --- Business process reengineering --- Re-engineering (Management) --- IT (Information technology) --- Sociotechnical systems --- Information resources management --- Management --- Technology --- Telematics --- Information superhighway --- Knowledge management --- Communication systems --- INFORMATION SCIENCE/Technology & Policy --- Information systems