Advanced Program Management

Question 1

Throughout the approximation and planning procedure, effort and duration are established in relation to the premeditated jobs. Effort refers to the general work amount units that are necessitated in the completion of a specified job (Hill, 2011). Effort in this context might also be described as the necessary labor in terms of time and resources. So that task duration can be determined, the necessary effort for the job completion must be established. On the other hand, duration refers to the general period that is necessitated in the execution of a specified job. In that duration is measured in terms of days, weeks or even hours, months, years and so on (Hill, 2011). Duration is designed after determining tasks to be performed, those to perform them and availability of performers. Have the projection of efforts then comes duration design. This means that duration and effort are closely related given that the projection of one leads to the formulation of the other (Hill, 2011). They are all objected at ensuring that specified jobs are completed and they contribute to smooth projects flow.

Question 2

Rapid and effective changes are occurring in the sector of project management due to business expectations, demands, necessities and practices changes. Agile is a project management trend that is centered on creating continuous improvement, increase elasticity and enhance superiority (Crowder & Friess, 2014). Agile can be useful in increasing business productivity and driving operations towards innovativeness.  In that, most corporations are today utilizing agile in the development of services and products which promote innovativeness. This trend does not only seek to differentiate business operations but it is objected at improving quality an aspect that is vital in acquiring success in the business world today. Agile Project Management is highly centered several methods such as lean and scrum which are mainly grounded on communication, elasticity, individuals and produces (Cobb, 2011). In this context, it is clear that the trend can be essential in influencing high and quality performance.

 

 

 

 

 

 

 

References

Cobb, C. G. (2011). Making sense of agile project management: Balancing control and agility. Hoboken, NJ: Wiley.

Crowder, J. A., & Friess, S. (2014). Agile project management: Managing for success. Springer.

Hill, P. R., & International Software Benchmarking Standards Group. (2011). Practical software project estimation: A toolkit for estimating software development effort & duration. New York: McGraw-Hill.