Annotated Bibliography Project Management System

Question: Describe about the Annotated Bibliography. Answer: Atlassian Blogs, A. 2012. (Case Study) MGM technology partners use JIRA to connect development projects directly to customers - Atlassian Blogs. [online] Atlassian Blogs. Available at: https://blogs.atlassian.com/2012/01/case-study-jira-to-connect-development-projects-to-customers/ [Accessed 2 Jun. 2016]. MGM defines success as the ever-increasing organizational needs scalability regarding its client's successful business through the Management Support System. Hence, they involve the customers directly in the process of enhanced decision-making. The set-up method equips the clients with JIRA logins and emails. At one instance, there run seventy programs in JIRA, along with eight hundred users, the span ranging from a week to more than a year. A dashboard displays relevant information. Priority is assigned by GreenHopper; that indicates a project's priority to the customers It is essentially required to highlight the details and the objectives. Hence, the requisites must be clearly stated and stored in a standard repository. For this purpose, MGM utilizes JIRA for the distinct statement of the requirements, and for the consistent storage of these, so that the developers attain the information for the work, as and when required. The commencement of the project is followed by modifications in the requirements from the customers, change in the requests and the bugs. To get the customers approve the bug fix or the execution of isolated manual testing requires engagement to a huge extent, arousing consent in the clients mind. The software organization benefits from the involvement of the end-users in the process, for sale or internal operations for the software. Agile project management at Gamification Company Atlassian Blogs, A. (2011). (Case Study) Agile project management at gamification company - Atlassian Blogs. [online] Atlassian Blogs. Available at: https://blogs.atlassian.com/2011/07/case_study_agile_project_management_at_gamification_company/ [Accessed 2 Jun. 2016]. BigDoor felt the need of a project tracker software to cope up with the rising organizational needs and implemented JIRA for the technological improvement. BigDoor assists companies in increasing the web-traffic by injecting competitive information, and increment the revenue through advanced Application Program Interfaces options. BigDoor has hundreds of net publishers and millions of projects in Application program interfaces. In an attempt to analyze the available project tracker software, JIRA won the race. Currently, JIRA has facilitated a lightning fast, scalable business with compact codes and worthy code feedbacks. Banana Scrum transformed into a paid service and Bitbucket lacked some major project management tools needed at that time. Thus, it was justified to shift the project with issue trackers to JIRA. JIRA also consolidates code feedbacks and dynamic integrations through certain tools. Ranging from Confluence to code reviewing, JIRA focuses on advanced issue tracking and GreenHopper, prioritizes and schedules work for agile management support system. Hitting on a large assignment involves the formation of wiki paging in Google Docs, segmenting them into weekly work for the developers. Integrating the fragments, it is sent to JIRA. Thus, JIRA has facilitated the management support system of the projects and delivered a more integrated model for the scalable organizational demands. Constructing a decision support system for management of employee turnover risk Wang, X., Wang, H., Wang, H., Zhang, L. Cao, X. 2011. Constructing a decision support system for management of employee turnover risk. Information Technology and Management, Vol. 12, No. 2, pp.187-196. The technological improvements may just account for the development of the Management Support System which in turn has developed the Decision Support System. Unstructured or incompletely structured problems can be solved through the decision support systems. However, static DSS deals with predefined data; active DSS provide solutions to complicated and unstructured problem sets. DSSs of employees turnover management of risk, utilize human resource database and Knowledge data warehouses, to provide solutions to the inquiry. However, due to lack of standardized tools and models, problems faced are a comparison of solutions to each result and the corresponding algorithm, no method of judgment in the case of same restraints for results and databases, lack of practicality in transferring universal processes, and slow sharing of intermediate information of algorithm results in the databases. This continues week after week, with respective releases. JIRA is very important in the aspects of tracking the project and making it agile by adding or editing the flow of work for a particular project. The DSS model for this purpose comprises Database Management System, Model-based management system and dialogue management system. The components for this DSS are the different platforms, the database systems for all domain of data, data warehouses for risk related data, data mining for efficient information, algorithms as tools, knowledge warehouses for analytical methodologies along with Human-Computer interactive client Interfaces. The strategies achieved include strengthening of human resource data management, optimizing incentive planning, establish organization specific corporate and social cultures, and enhanced decision management and learning initiatives. Zavadskas, E., Vaininas, P., Turskis, Z. Tamosaitiene, J. 2012. Multiple Criteria Decision Support System For Assessment Of Projects Managers In Construction. Int. J. Info. Tech. Dec. Mak., Vol. 11, No. 02, pp.501-520. With the increasing needs of the technology for the MSS, DSS can be implemented for solutions throughout the project life cycle. The multiple criteria model for assessment comprises Identification process, Appraisal process and Assessment with the decision. The decision making model involves the following categories. These are the description of the internal and the external environmental factors, stakeholder requisites, followed by the identification and grouping of the criteria and the manager selection as per the criteria. The appraisal part includes two levels of the identifications of the assessments stakeholder requirements, and alternative. The assessment and the decision method involves the methodologies to develop the solution, the generic results, analyzing the generated solutions. If they are satisfying, then the overall result is published and if not, the process is repeated. The ranking of the managers is done by the COPRAS method, and the AHP process helps to assign weights to the attributes. Apart from these, the MCDM models have also been used for the effective ranking and the evaluation issues to be decided and also for developing the alternatives in the construction. The projects are dependent on the fundamental principles of time, scope, human resource and quality project consolidation and other parameters. This complicated decision process is represented by a tree that has the goal as the source node and the different parameters of the project as the child nodes. Lahutta, D. Wroski, P., 2014. Changes in Management Support/Information Systems and Barriers in Implementing These Methods: The Case of Poland and India. InHuman Capital without Borders: Knowledge and Learning for Quality of Life; Proceedings of the Management, Knowledge and Learning International Conference 2014(pp. 185-193). ToKnowPress. The management support systems evolve at a dynamic basis. The change is primarily triggered by the technological progress and the automation of the manufacturing procedures and management. The barriers that are faced in the advancement of the management support systems include the factors discussed in the following paragraph. The essential factors are the essentiality of the association of a huge amount of work regarding the implementation and data of the project, lack of plan executing and system operating competency, hurdles that re faced with the information collection, and the lack of interest from the employees due to their opposing decisions. The fundamental factors for the opposition of the employees and the lack of their engagement are the penalties for their failure, lack of related knowledge at times, the non-repudiation of their activities, and the lack of motivation from the management team. However the changed or the former systems may be compared with respect to the criteria, which include the complexities in the systems evaluation, the employees opposition and non-engagement in the evolution operations, the lack of the knowledge regarding the advancements that the new decision can bring, the sky-high costs at times, inappropriate knowledge of the management support system implementations, the bad attitude of the managers and the other macro factors. References Agile Gamification, A. (2014). Agile Gamification. [online] Agile Gamification. Blog.mgm-tp.com, B. (2016). Successfully Embracing JIRA in the whole Project Lifecycle - JIRA beyond Bug Tracking, Part 1 MGM technology blog. Bonczek, R.H., Holsapple, C.W. and Whinston, A.B., 2014.Foundations of decision support systems. Academic Press. Demirkan, H. and Delen, D., 2013. Leveraging the capabilities of service-oriented decision support systems: Putting analytics and big data in the cloud.Decision Support Systems,Vol. 55, No. 1, pp.412-421. Hashemkhani Zolfani, S. and Bahrami, M., 2014. Investment was prioritizing in high-tech industries based on SWARA-COPRAS approach.Technological and Economic Development of Economy,Vol. 20, No. 3, pp.534-553. Malik, J., 2013.Agile Project Management with GreenHopper 6 Blueprints. Packt Publishing Ltd. YourArticleLibrary.com: The Next Generation Library. (2013). The importance of Management Support Systems for Business Enterprises.