There are two discussions here that need to be responded to thoroughly. Responses must be on APA format 150+words 1-2 legitimate verifiable sources per response.
CIS5554 discussion 1 post responses.
Respond to the colleagues posts regarding:
“Intellectual Capital” Please respond to the following:
Intellectual capital is a common derivative from managing a software project. Justify how intellectual capital may be measured from a project management perspective with three examples or scenarios that support your position.
Evaluate how each measure discussed in Part 1 of this discussion adds value to the organization, the organization resources, and its overall strategy.
AJ’s post states the following:
Evening Class,
Intellectual capital is a common derivative from managing a software project. Justify how intellectual capital may be measured from a project management perspective with three examples or scenarios that support your position.
Intellectual capital is another way of understanding human assets. When you think of intellectual capital as a common derivative from managing a software project; all the resources that are used to compete a project successfully as well as the project manager are intellectual capital. There are several ways in project management how intellectual capital can be measured. A few of them are measures of innovation, measures of experience, turnover & tenure and measures of education & training.
Measures of Innovation:
Measures of innovation pertain to a number, amount, percentage or a quantifiable metric of products or services delivered within timeframe. Measures of innovation can measure intellectual capital because intellectual capital (resources) can be measured based upon these metrics. For example, a salesperson can be measured by meeting or exceeding their sales quota for the month.
Measures of Experience, Turnover & Tenure:
Intellectual capital can be measured by experience, turnover and tenure. Experience can pertain to the skill acquired by intellectual capital. In project management this experience will be used to complete a project successfully. Turnover & tenure go hand in hand. Turnover pertains to a team member/ employee leaving an organization (E.g. termination, retirement, death or resignations). Tenure on the other hand, focuses on a team member working for an organization so long that an indefinite employment can be established, and that the only way an employee can be terminated is under an extraordinary circumstance.
Measures of Education & Training:
Intellectual capital can be measured by education and training by examining a team member resume and/ or accolades. In project management most if not all aspects of the project need skilled resources, but those resources need to accomplish certain requirements to be deemed skilled. For example, a bachelor’s degree, a master’s degree or a Ph.D. With regards to training, most likely pertains to certificates or continuous training. An example of a certificate could be the project management professional (PMP) certificate that project managers need to manage large scale projects. As for continuous training could pertain to a required additional 60 hours of training to keep the PMP certificate valid. This shows organizations that the project manager is continually learning about his craft/ industry and trying to be the best.
Evaluate how each measure discussed in Part 1 of this discussion adds value to the organization, the organization resources, and its overall strategy.
If an organization uses innovation, experience, turnover, tenure, education and training to measure an employee’s worth, I am positive they will be pleased with the results. In project management there are constraints that must be monitored and tracked for the success of the project. An organization needs to monitor and track intellectual capital just the same. The reasons why these measures add value to the organization is because the employee is becoming valuable assets (intellectual capital). If an organization implemented a strategy to increase market growth in 2020, wouldn’t they need the best intellectual capital. The only way to determine this, is to measure their added value.
Fairley. R. E. (2009). Managing and Leading Software Projects. Wiley-IEEE Computer
Society Pr. DOI: 10.1002/9780470405697
CIS554 discussion 2 post responses.
Respond to the colleagues posts regarding:
“Guidelines” Please respond to the following:
Organizing and leading software engineering teams requires leadership and extensive practice. Select at least three guidelines that can be used to develop and formulate an effective software engineering team and explain each guideline.
Analyze how the complexity of a software project and the size of a team influence the guidelines you selected in Part 1 of this discussion. Include example(s) to support your response.
LGs post states the following:
“Guidelines” Please respond to the following:
Organizing and leading software engineering teams requires leadership and extensive practice. Select at least three guidelines that can be used to develop and formulate an effective software engineering team and explain each guideline.
Three guidelines used to develop and formulate an effective software engineering team are:
1. Hire the best people you can find: The people hired should be the best and brightest, meaning have the appropriate skills and abilities to not only produce the products and services the organization is responsible to provide but also can effectively work with others in the team or unit.
2. Decompose tasks into management units: The team needs a balance of work that is manageable for them. Therefore, assigning too many people to one task or not allocating the appropriate time for the task may impact the success of the team. Therefore, decompose a task into a meaningful work period, such as a single person to a task of no more than 40 hrs, would be a way to be successful.
3. Use an augmented rolling-wave approach to planning: Along with #2, having a rolling-wave approach allows for an iterative approach to completion of work. A full understanding of requirements is never known and therefore, a “just-right” mindset will help with acquiring detailed information as the task snowballs ensuring a better chance of a successful outcome.
Fairley, R. (. (2011). Managing and Leading Software Projects. [VitalSource Bookshelf 9.2]. Retrieved from vbk://9781118245279
Analyze how the complexity of a software project and the size of a team influence the guidelines you selected in Part 1 of this discussion. Include example(s) to support your response.
The complexity of the software project may impact the team with guideline #5, limit team size. Overall, the text identifies a team size of no more than six or seven people. If the project is very complex it may require the use of more than seven people to accomplish the task. Difficult comes into play with more team members in terms of communication, cost (the salary for the people), and overall team dynamics. Considering this fact, the use of guideline #8, decompose tasks into manageable units of work becomes very important, so that you can be assigned one-two people to work on it. In addition, the guideline #9, use an augmented rolling wave approach can manage the tradeoff of resources assigned to the project to complete tasks when needed.
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