Examinando por Materia "Scrum"

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    Ítem
    Comparando dos estrategias de aprendizaje activo para enseñar Scrum en un curso introductorio de ingeniería de software
    (Universidad de Tarapaca, 2020-01-01) Lozano, S.I.; Suescun, E.; Vallejo, P.; Mazo, R.; Correa, Daniel; Lozano, S.I.; Suescun, E.; Vallejo, P.; Mazo, R.; Correa, Daniel; Universidad EAFIT. Departamento de Ingeniería de Sistemas; I+D+I en Tecnologías de la Información y las Comunicaciones
    Active learning comprises any process in which students are actively engaged in building understanding of facts, ideas, and skills through instructor-directed tasks and activities undertaken mainly during classes. In this paper we presented results from a comparison of two active learning strategies to teach the agile Scrum framework in the context of an introductory software engineering course. The comparison was carried out through a quasi-experiment in which participants were divided into two groups. The first group used the strategy of active reading on basic concepts of Scrum, while for the other group a game was used; representing two teaching strategies for active learning. The results gave indications at the population level that there are significant differences in the concepts learned by the members of both groups and ratifies the use of active learning strategies to teach Scrum. The results provided empirical evidence indicating that using various active learning strategies facilitates the retention and appropriation of concepts related to Scrum and offer teachers a point of reference about the effectiveness of these two strategies of active learning to teach Scrum concepts. © 2020, Universidad de Tarapaca. All rights reserved.
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    Ítem
    Diseño de una PMO para Chef Company
    (Universidad EAFIT, 2020) López Gallego, Diana Patricia; Pabón Ramírez, Carolina
    The digital marketing industry has shown a great growth in recent years, supported by digital transformation processes, in which organizations are immersed in this transformation, as a key element to improve their competitiveness, which means greater profitability and productivity. In this sense, this work aims to give to Chef Company guidelines for the creation of a project management office that supports processes associated with project management, in order to improve the performance of the organization, and to respond to this growing market, which is increasingly demanding at the methodological level. To achieve this goal, a diagnostic survey was applied, based on the maturity model of PM Solutions, by Crawford (2015), which indicates that in project management this organization has level 1, the lowest maturity level. This level implies that, for some knowledge areas of the Guide of PMBOK (PMI, 2013), Chef Company does not have established processes for project management, so it is one of the main tasks to be developed by the PMO, which is recommended. Based on the obtained results, recommendations were generated for each component of the maturity model, supported by PMI standard good practices, and the structure, the methodology and the performance indicators for Chef Company PMO were defined. All this aiming to reach the second level of maturity in project management within a period of six months, so an implementation plan is proposed establishing priorities according to the most critical components. Finally, the results of this work can be used in continuous improvement process of project management in the organization.
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    Gestión de recursos humanos en la gestión de proyectos de organizaciones colombianas : paradojas entre la teoría y la práctica
    (Universidad EAFIT, 2019) Agudelo Pérez, Daniela; Betancur Hurtado, Carlos Mario
    The growing globalization of the business world generates today, more than ever, the need to have the ideal intellectual capital in organizations that contributes to the achievement of established strategic objectives and the generation of sustainable competitive advantages over time. The management of human resources constitutes a mechanism of great importance for the orientation to this achievement. This research will contrast the use of four methodologies for project management: PMI, IPMA, PRINCE2 and Scrum, from the point of view of human resource management and its application in the management of projects of Colombian organizations. The research contains a detailed documentary and bibliographic review that identifies the management of human resources in each of the methodologies examined and their application in organizations. Likewise, it carries out an analysis of the possible differences that exist in the theoretical and methodological perspectives with the daily practices of human management and the perception that those involved in project management have about its effects on organizational performance, throgh semi-structured interviews
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    Ítem
    Guía para el desarrollo de proyectos de implementación de sistemas de gestión de calidad y mejora de procesos usando el marco Scrum
    (Universidad EAFIT, 2020) González Vásquez, Lorma Vency; Massey Hurtado, Juan Carlos; Giraldo Hernández, Gina María; Abad Londoño, Jorge Hernán
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    Marco de referencia basado en metodologías Agile para liderar empresas de software que trabajan en entornos distribuidos
    (Universidad EAFIT, 2019) Escobar Jaramillo, Mateo; Garzon Lasso, Alexander Fernando; Uribe de Correa, Beatriz Amparo
    The phenomenon of disruptive startups such as Spotify, Uber, Airbnb, Snap, Booking.com, Salesforce.com, WhatsApp, Instagram, Amazon and Netflix, among others, which has completely transformed industries such as hotels, transportation, air tickets, retail, entertainment and news, makes it very clear that the digital revolution has completely changed the lives of people, the way they communicate, socialize and consume, and even the way they work. Within this group stands Rappi, the first startup founded in Colombia that has become a "Unicorn", a qualification given to companies that have achieved a market value equal to or greater than one million dollars in their first five years. These startups, as well as large companies and corporations, launch a pitched battle to acquire the best available human talent, because they have understood that this is their most valuable asset, one that allows them to maintain the innovation cycle they need to continue adding value to their users. Additionally, the digital and scalable nature of these companies has allowed them to occupy global markets in short periods of time -between two and five years- and achieve a sustained growth of more than 20% per month; yet, it also poses the challenge of learning to work with separate and geographically distributed teams. Having distributed teams brings several benefits: greater access to human talent, geographical capillarity to cover their markets in person, multiculturalism, a mix of talents and know-how, and continuous work cycles -one half of the planet works while the other rests-; yet again, there are challenges such as managing time zones to hold meetings, express ideas or achieve cohesion among teams, among others. Therefore, it is proposed to conduct research to determine the factors that have allowed successfully implement and maintain the new leadership model based on Agile methodologies, and propose a reference framework to implement it in software companies that work in distributed environments.