Existence Of Agile Team Environment - 1482 Words

Hypothesis 1 H0: Existence of agile team environment will not help to increase the success rate of the project H1: Existence of agile team environment will help to increase the success rate of the project. Based on hypothesize one the One-Sample T-Test Output is presented below. This output consists of two parts: one of them is One-Sample Statistics and the other one is One Sample Tests. Result from The One-Sample Statistics is explained as sample size is presented as (N), mean, standard deviation, and the standard-error-of-the-mean (the standard deviation divided by the square route of N) for each variable being tested. The test value is taken as 3. Since p0.05 we accept the null hypothesisHypothesis Accepted †¢ Existence of agile team environment will help to increase the success rate of the project †¢ Implementing agile methodology decrease cost of the project. †¢ Implementing agile methodology alone doesn’t increases the success of a project. 6.2. Conclusion from hypothesis testing: †¢ From the hypothesis testing we can clearly see that implementation of agile technology increases the chances of success of the project and also decreases the cost of the project. But agile technology alone cannot make the project successful. 6.3. DEA Analysis For DEA analysis we have considered each individual survey participant and his/ her opinion on the survey as DMU and considered them as projects individually, since each participant represent a project. Inputs taken for the analysisShow MoreRelatedThe Agile Software Development ( Asd )1217 Words   |  5 Pages[1]The Agile software development (ASD) methodologies have been established in various streams like academic, educational and also in professional software development. Understanding of how ASD methodologies are used, the kind of acceptance, successes and failures they have in the mentioned streams would be the main exploration. 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In What Ways Can Organized Labor Constrain the Strategic...

1. Complete all of the details below and sign. 2. Hand to your lecturer OR place in the Assignment Cabinet in ACBT Reception. 3. This Cover Sheet does NOT need to be date stamped if you are placing in the Assignment Cabinet. STUDENT NUMBER: | NAME OF STUDENT: (PRINT CLEARLY)FAMILY NAME OTHER NAME(S) | COURSE: | NAME OF LECTURER:Mr SanjikaPerera | RECEIVED BY: | TITLE/TOPIC OF ASSIGNMENT:Group assignment – global financial crisis | â€Å"I certify that the attached assignment is my own work and that any material drawn from other sources has been fully acknowledged†. 22/05/2012Signed †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦show more content†¦The Financial Crisis of mid 2008 has been called â€Å"the most serious financial crisis by the economists since the Great depression. After that this report explores how global financial crisis affected different countries and their businesses across the world by taking real world examples. 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Fundamentals in Management

Question: Discuss about theFundamentals in Management. Answer: Henri Fayol's Universal Principles of Management and Practices within the Context of Events Management Event management is concerned with the creation, planning and development of large scale festivals, ceremonies, parties or conventions. This article aims to link Henry Fayol principles and its application in event management (Mallen and Adams 2013). Event management involves a large number of people such as technicians, decorators, logistic managers and various others. Following the division of labour principle, the people are allocated the work they specialize in. For example, the decorators involve in managing the decorations, technicians handle the lighting and electricity and various others. Further, the event manager or planner has complete authority over the event. He gives orders to the different workers and tracks their performance. The workers of the event management team maintain discipline as there is effective supervision (Rojek 2012). The event managers may give reward if the workers do their job well. There is unity of command and the event director handles all the co-ordinators for programme, venue, promotions, merchandise or any other relevant person. Every event has unit of direction as the individual objectives are linked with the main goal. Every co-ordinator or worker of the event works to make the event succ essful that are described in the plan of action. The success of an event is necessary as it comprises of detailed management of multiple aspects. A lot of financial, human and technical resources are involved in every event. Therefore, the workers of the event must not put their individual interests before the group (Del Mar and Collons 2013). The satisfaction of workers at the event depends on the remuneration received by them. Both financial incentives such as compensation or bonus and non-financial incentives such as appreciation or credits are critical for the workers. Every worker at the event expects to be rewarded for their efforts. As there are different activities and components involved in event management, there needs to be a perfect balance between the decision making by the event manager and the decisions made by employees. The tactical or operational issues that can be handled by the workers can be made by them. However, significant decisions need to be made by the event manager. The event workers know where they stand in the area of authority thereby establishing a scalar chain. Every event has many components and the elements need to be in order. The right resources are required at the right time so that things can function well. The event director or manager must be fair to the workers at all times. Every employee deserves and expects to be treated fairly and respectfully. As events are held for different people or clientele, the director may strive to stabilize the tenure of the people in the event. Moreover, the employees must be given adequate freedom so that they can carry out plans and make decisions as necessary to conduct event successfully. No event can be successful without unity and team spirit and event director is responsible for developing morale among them (Bowdin et al. 2012). Therefore, the above fourteen principles can be used to manage event successfully. References Bowdin, G., Allen, J., Harris, R., McDonnell, I. and O'Toole, W., 2012.Events Management. 1st ed. Hoboken: Taylor and Francis. Del Mar, D. and Collons, R., 2013.Classics in scientific management. 1st ed. University: University of Alabama Press. Mallen, C. and Adams, L., 2013.Event management in sport, recreation and tourism. 1st ed. London: Routledge. Rojek, C., 2012. Global Event Management: a critique.Leisure Studies, 33(1), pp.32-47.