DTU ProjectLab - User contributions [en-gb]

Agile Methodology

2017-10-02T20:44:23Z

SophieEmilie:

[[Category:''Agile Methodology'']]
Increasing the success rate for projects has been a priority for as long as projects have been around. Concurrently with projects in a corporate setting became more structured, so did the search for better project management strategies and methods. Agile methodology originally developed its popularity within the software development industry. Over the past 25 to 30 years the method helped the software and IT industry increase their productivity and success rate. The rugby metaphors surrounding agile have their origin in the manufacturing industry. <ref name="tak">Takeuchi, I. N. (2016, June 08). The Big Idea: The Wise Leader. Retrieved October 01, 2017, from https://hbr.org/2011/05/the-big-idea-the-wise-leader </ref>. Today, agile is no longer just for the software industry, it is now spreading rapidly to other fields and industries. Agile methodology can be seen as an umbrella term for several different frameworks, with all the sub-methods and frameworks adhering to the agile manifesto as well as the 12 principles. Agile methodology in project management focuses on incremental and continuous improvements. Flexibility in scope, team dynamics and inputs, as well as, producing quality results are essential to the foundation of the method. This article will look at how agile methodology gained its popularity, how to apply it in practice with focus on scrum, and what to be aware of when utilizing this method.

== '''Big Idea''' ==
Today, most projects are everchanging, thus flexibility in the development process is of still higher importance. Agile helps foster managing of projects, programs, and portfolios in a flexible and collaborative way. It permits fast changes and pivots if need be. One of the perhaps most used frameworks within agile is scrum. Scrum is a rigid way of organizing the management of project, programs, and portfolios, while still allowing for great flexibility in the development of new products and services. The usage of scrum naturally grew within the software development industry. Software development requires almost endless iterations, which is one of the reasons why agile is a perfect match. The diffusion of agile into other industries during the past 25 to 30 years is due to its success in the software industry and the lack of room for failed projects in other industries. <ref name="design">Ulrich, K. T., & Eppinger, S. D. (2016). Product design and development. New York, NY: McGraw-Hill Education </ref>.
Even though the overall principles of agile are firmly defined, the execution of applying the method within companies has many shapes. This is both a result of project managers adapting the method to fit their way of running project, but perhaps more often due to confusion as to what exactly agile covers. This is understandable as even the literature does not always agree. E.g. lean is mostly considered its own methodology, however, occasionally it is thought to be one of the frameworks under the umbrella term, agile.
{{#ev:youtube|https://www.youtube.com/watch?v=Z9QbYZh1YXY|300|right| Mark Shead - What is Agile?|frame}}
But why is agile gaining popularity amongst project managers especially? Nine of the main reasons are highlighted below.
*Faster feedback cycle
*Constant change
*Problems are identified early
*Flexible prioritization
*High potential for customer satisfaction
*Benefits of your labor is recognized sooner
*Free commitment and accountability measurement
*No Need to Waste Time Creating and Adjusting Detailed Project Plans
*It Gives Your Team Purpose <ref name="benefits"> Editors, F. T. (2016, May 09). The Benefits Of Using Agile Software Development. Retrieved October 02, 2017, from https://www.forbes.com/sites/forbestechcouncil/2016/05/09/the-benefits-of-using-agile-software-development/3/#f42e1f29f836 </ref>
When working on a project level you are more concerned with day-to-day changes than if you are working on managing entire portfolios, where focus often will be more on the long-term basis. You are in contact with your team on a daily basis as a project manager, and you fix potential problems sooner. This all ads to project managers being more prone to go agile compared to program or portfolio managers.

== '''Application''' ==
Although agile methodology is generally viewed as one methodology it consists of multiple practical approaches or sub-methods. Focus will be on the application of the framework called scrum, mainly in a project management setting. In practice, the execution of agile in projects is done by diving projects into smaller parts, known as sprints. A sprint-period typically lasts from 1 to 4 weeks. During each sprint, daily scrum meetings are held.
In figure 1 an overview of the scrum can be seen. <ref name="scrum"> Cohn, M. (n.d.) Scrum Overview: Agile Software Development. Retrieved October 02, 2017, from https://www.mountaingoatsoftware.com/agile/scrum/resources/overview </ref>

[[File:Scrum_overview.png|thumb|upright=3.0|Figure 1 – Scrum overview<ref name="scrum"/>]]

=== '''Agile Vocabulary''' ===
The agile methodology based its terminology on rugby expressions, using words such as scrum. It consists of several different terms and expression, however, some of the most common ones are mentioned and explained below.

'''Product Owner'''
The product owner is an extension of the customers. The product owner is responsible for the product backlog and have authority to change the product along the way. The product owner will typically be from the product management or marketing department, but can also be one of the key stakeholders or key users of the product.

'''Team or Scrum Team'''
The team usually contain between five and nine team members. There can be hundreds of scrum teams and scrum projects within large corporations. However, it is also possible to have a scrum ‘team’ consisting of only one person. The scrum teams are the backbone of the development and execution of the project. The team can be diverse, coming from several different departments, or it can be a focused team, e.g. only software developers. The preferred combination will depend on the situation at hand. However, when utilizing scrum, the team members collectively agree on a set of tasks to be completed within the next sprint. This enforce the team feeling, due to reaching the tasks are a common goal.

'''Product Backlog'''
The product backlog is an overview of all the tasks regarding the desired features or changes to the product that is left to be done. It is important that the backlog is up to date and prioritized at all times. The product backlog will be prioritized according to what the team, scrum master, and especially the product owner wants done first.

'''Sprint Backlog Meeting or Sprint Planning Meeting'''
In order to plan the coming sprint a meeting is held at the beginning of each sprint. The product owner will present the items from the product backlog with the highest priority. The scrum team will then select the number of tasks they can realistically finish before the start of the next sprint. The next process is to move the items from the product backlog into a sprint backlog.

'''Sprint Backlog '''
The sprint backlog is similar to the product backlog. However, the sprint backlog is only concerned with what the team is supposed to work on during the current sprint. It is also more detailed than the backlog.

'''Scrum Master'''
The scrum master is the voice of the team. He is the protector of the team and his job is to keep the team as productive as possible by helping where needed and by removing obstacles standing in the way for the team’s productivity. The scrum master will also assist the team members in using the scrum process.

'''Sprints'''
Sprints are typically 1 to 4 weeks periods. During the sprint, the team works on solving the problems in the sprint backlog.

'''Scrum'''
Scrums are 24-hour periods. The team has daily scrum meetings where all team members answer the following three questions.
* What did you accomplish since the last meeting?
* What are you working on until next meeting?
* What is getting in your way or keeping you from doing your job?
The questions are meant to help steer and guide the team members in the right direction and keep the project on track.

'''Sprint Retrospective and Sprint Review Meeting'''
After every sprint period, a sprint retrospective is conducted. This allows the team to determine what was done right and what should be changed for future sprints. It is a way of acknowledging the individuals and the team’s efforts in an informal way. <ref name="scrum"> Cohn, M. (n.d.) Scrum Overview: Agile Software Development. Retrieved October 02, 2017, from https://www.mountaingoatsoftware.com/agile/scrum/resources/overview </ref>

== '''Limitations – and the Right Conditions for Agile''' ==
Agile presents some new opportunities for managing projects, programs, and portfolios. It is great for situations where the complexity is big, uncertainties are many, and the project is likely to change during the execution of the work. However, using agile may not be suitable in all situations. In table 1, favorable and unfavorable situations for different conditions can be seen.
{| class="wikitable"
|+ Table 1: The Right Conditions For Agile <ref name="embrace"> Takeuchi, D. K., Darrell K. Rigby Jeff Sutherland Hirotaka Takeuchi, Bradley Staats and David M. Upton, & Steven Spear H. Kent Bowen. (2017, March 21). Embracing Agile. Retrieved September 22, 2017, from https://hbr.org/2016/05/embracing-agile</ref>
!''Conditions''
!''Favorable''
!''Unfavorable''
|-
| Market Environment
| Customer preferences and solution options change frequently.
| Market conditions are stable and predictable.

|-
| Customer Involvement
| Close collaboration and rapid feedback are feasible. Customers know better what they want as the process progresses.
| Requirements are clear at the outset and will remain stable. Customers are unavailable for constant collaboration.

|-
| Innovation Type
| Problems are complex, solutions are unknown, and the scope isn’t clearly defined. Product specifications may change. Creative breakthroughs and time to market are important. Cross-functional collaboration is vital.
| Similar work has been done before, and innovators believe the solutions are clear. Detailed specifications and work plans can be forecast with confidence and should be adhered to. Problems can be solved sequentially in functional silos.

|-
| Modularity of Work
| Incremental developments have value, and customers can use them.
Work can be broken into parts and conducted in rapid, iterative cycles. Late changes are manageable.
| Customers cannot start testing parts of the product until everything is complete. Late changes are expensive or impossible.

|-
| Impact of Interim Mistakes
|They provide valuable learning.
| They may be catastrophic.
|}

As can be seen in table 1, agile shows its full potential when change is big. As a result, it is not a suitable method for maintenance, since emphasis is not on documentation. Furthermore, there is a great dependency on user involvement, the success of the project will therefore be reliant on the user’s communication skills and willingness to be involved in the development process. The number of members in one team is also a big limitation. The team should seldom be less than three and no more than nine to keep a dynamic and flexible team. <ref name="limit"> [3]Limitations of Agile Methodologies - The Agile Methodologies. (n.d.). Retrieved October 02, 2017, from https://www.umsl.edu/~sauterv/analysis/Fall2013Papers/Buric/limitations-of-agile-methodologies-1.html</ref>

== '''Annotated Bibliography''' ==
*Takeuchi, D. K., Darrell K. Rigby Jeff Sutherland Hirotaka Takeuchi, Bradley Staats and David M. Upton, & Steven Spear H. Kent Bowen. (2017, March 21). Embracing Agile. Retrieved September 22, 2017, from https://hbr.org/2016/05/embracing-agile
Provides an overview of the basics of what agile encompasses as well why agile should be utilized more in project management. It has a focus on the types of environments which are favorable and unfavorable for using agile as the project management tool.
* Limitations of Agile Methodologies - The Agile Methodologies. (n.d.). Retrieved October 02, 2017, from https://www.umsl.edu/~sauterv/analysis/Fall2013Papers/Buric/limitations-of-agile-methodologies-1.html</ref>
This site provides a short but easy to understand overview of some of the limitations which agile methodologies undoubtedly have.
*Scrum Overview: Agile Software Development. Retrieved October 02, 2017, from https://www.mountaingoatsoftware.com/agile/scrum/resources/overview
It focuses on both the historical aspect of agile’s development, as well as, on the framework scrum. It puts forward a collective description of the most common words associated with agile and scrum.

== '''References''' ==

<references/>

Agile Methodology

2017-10-02T20:43:38Z

SophieEmilie:

[[Category:''Agile Methodology'']]
Increasing the success rate for projects has been a priority for as long as projects have been around. Concurrently with projects in a corporate setting became more structured, so did the search for better project management strategies and methods. Agile methodology originally developed its popularity within the software development industry. Over the past 25 to 30 years the method helped the software and IT industry increase their productivity and success rate. The rugby metaphors surrounding agile have their origin in the manufacturing industry. <ref name="tak">Takeuchi, I. N. (2016, June 08). The Big Idea: The Wise Leader. Retrieved October 01, 2017, from https://hbr.org/2011/05/the-big-idea-the-wise-leader </ref>. Today, agile is no longer just for the software industry, it is now spreading rapidly to other fields and industries. Agile methodology can be seen as an umbrella term for several different frameworks, with all the sub-methods and frameworks adhering to the agile manifesto as well as the 12 principles. Agile methodology in project management focuses on incremental and continuous improvements. Flexibility in scope, team dynamics and inputs, as well as, producing quality results are essential to the foundation of the method. This article will look at how agile methodology gained its popularity, how to apply it in practice with focus on scrum, and what to be aware of when utilizing this method.

== '''Big Idea''' ==
Today, most projects are everchanging, thus flexibility in the development process is of still higher importance. Agile helps foster managing of projects, programs, and portfolios in a flexible and collaborative way. It permits fast changes and pivots if need be. One of the perhaps most used frameworks within agile is scrum. Scrum is a rigid way of organizing the management of project, programs, and portfolios, while still allowing for great flexibility in the development of new products and services. The usage of scrum naturally grew within the software development industry. Software development requires almost endless iterations, which is one of the reasons why agile is a perfect match. The diffusion of agile into other industries during the past 25 to 30 years is due to its success in the software industry and the lack of room for failed projects in other industries. <ref name="design">Ulrich, K. T., & Eppinger, S. D. (2016). Product design and development. New York, NY: McGraw-Hill Education </ref>.
Even though the overall principles of agile are firmly defined, the execution of applying the method within companies has many shapes. This is both a result of project managers adapting the method to fit their way of running project, but perhaps more often due to confusion as to what exactly agile covers. This is understandable as even the literature does not always agree. E.g. lean is mostly considered its own methodology, however, occasionally it is thought to be one of the frameworks under the umbrella term, agile.
{{#ev:youtube|https://www.youtube.com/watch?v=Z9QbYZh1YXY|300|right| Mark Shead - What is Agile?|frame}}
But why is agile gaining popularity amongst project managers especially? Nine of the main reasons are highlighted below.
*Faster feedback cycle
*Constant change
*Problems are identified early
*Flexible prioritization
*High potential for customer satisfaction
*Benefits of your labor is recognized sooner
*Free commitment and accountability measurement
*No Need to Waste Time Creating and Adjusting Detailed Project Plans
*It Gives Your Team Purpose <ref name="benefits"> Editors, F. T. (2016, May 09). The Benefits Of Using Agile Software Development. Retrieved October 02, 2017, from https://www.forbes.com/sites/forbestechcouncil/2016/05/09/the-benefits-of-using-agile-software-development/3/#f42e1f29f836 </ref>
When working on a project level you are more concerned with day-to-day changes than if you are working on managing entire portfolios, where focus often will be more on the long-term basis. You are in contact with your team on a daily basis as a project manager, and you fix potential problems sooner. This all ads to project managers being more prone to go agile compared to program or portfolio managers.

== '''Application''' ==
Although agile methodology is generally viewed as one methodology it consists of multiple practical approaches or sub-methods. Focus will be on the application of the framework called scrum, mainly in a project management setting. In practice, the execution of agile in projects is done by diving projects into smaller parts, known as sprints. A sprint-period typically lasts from 1 to 4 weeks. During each sprint, daily scrum meetings are held.
In figure 1 an overview of the scrum can be seen. <ref name="scrum"> Cohn, M. (n.d.) Scrum Overview: Agile Software Development. Retrieved October 02, 2017, from https://www.mountaingoatsoftware.com/agile/scrum/resources/overview </ref>

[[File:Scrum_overview.png|thumb|upright=3.0|Figure 1 – Scrum overview<ref name="scrum"/>]]

=== '''Agile Vocabulary''' ===
The agile methodology based its terminology on rugby expressions, using words such as scrum. It consists of several different terms and expression, however, some of the most common ones are mentioned and explained below.

'''Product Owner'''
The product owner is an extension of the customers. The product owner is responsible for the product backlog and have authority to change the product along the way. The product owner will typically be from the product management or marketing department, but can also be one of the key stakeholders or key users of the product.

'''Team or Scrum Team'''
The team usually contain between five and nine team members. There can be hundreds of scrum teams and scrum projects within large corporations. However, it is also possible to have a scrum ‘team’ consisting of only one person. The scrum teams are the backbone of the development and execution of the project. The team can be diverse, coming from several different departments, or it can be a focused team, e.g. only software developers. The preferred combination will depend on the situation at hand. However, when utilizing scrum, the team members collectively agree on a set of tasks to be completed within the next sprint. This enforce the team feeling, due to reaching the tasks are a common goal.

'''Product Backlog'''
The product backlog is an overview of all the tasks regarding the desired features or changes to the product that is left to be done. It is important that the backlog is up to date and prioritized at all times. The product backlog will be prioritized according to what the team, scrum master, and especially the product owner wants done first.

'''Sprint Backlog Meeting or Sprint Planning Meeting'''
In order to plan the coming sprint a meeting is held at the beginning of each sprint. The product owner will present the items from the product backlog with the highest priority. The scrum team will then select the number of tasks they can realistically finish before the start of the next sprint. The next process is to move the items from the product backlog into a sprint backlog.

'''Sprint Backlog '''
The sprint backlog is similar to the product backlog. However, the sprint backlog is only concerned with what the team is supposed to work on during the current sprint. It is also more detailed than the backlog.

'''Scrum Master'''
The scrum master is the voice of the team. He is the protector of the team and his job is to keep the team as productive as possible by helping where needed and by removing obstacles standing in the way for the team’s productivity. The scrum master will also assist the team members in using the scrum process.

'''Sprints'''
Sprints are typically 1 to 4 weeks periods. During the sprint, the team works on solving the problems in the sprint backlog.

'''Scrum'''
Scrums are 24-hour periods. The team has daily scrum meetings where all team members answer the following three questions.
* What did you accomplish since the last meeting?
* What are you working on until next meeting?
* What is getting in your way or keeping you from doing your job?
The questions are meant to help steer and guide the team members in the right direction and keep the project on track.

'''Sprint Retrospective and Sprint Review Meeting'''
After every sprint period, a sprint retrospective is conducted. This allows the team to determine what was done right and what should be changed for future sprints. It is a way of acknowledging the individuals and the team’s efforts in an informal way. Cohn, M. (n.d.) <ref name="scrum">Scrum Overview: Agile Software Development. Retrieved October 02, 2017, from https://www.mountaingoatsoftware.com/agile/scrum/resources/overview </ref>

== '''Limitations – and the Right Conditions for Agile''' ==
Agile presents some new opportunities for managing projects, programs, and portfolios. It is great for situations where the complexity is big, uncertainties are many, and the project is likely to change during the execution of the work. However, using agile may not be suitable in all situations. In table 1, favorable and unfavorable situations for different conditions can be seen.
{| class="wikitable"
|+ Table 1: The Right Conditions For Agile <ref name="embrace"> Takeuchi, D. K., Darrell K. Rigby Jeff Sutherland Hirotaka Takeuchi, Bradley Staats and David M. Upton, & Steven Spear H. Kent Bowen. (2017, March 21). Embracing Agile. Retrieved September 22, 2017, from https://hbr.org/2016/05/embracing-agile</ref>
!''Conditions''
!''Favorable''
!''Unfavorable''
|-
| Market Environment
| Customer preferences and solution options change frequently.
| Market conditions are stable and predictable.

|-
| Customer Involvement
| Close collaboration and rapid feedback are feasible. Customers know better what they want as the process progresses.
| Requirements are clear at the outset and will remain stable. Customers are unavailable for constant collaboration.

|-
| Innovation Type
| Problems are complex, solutions are unknown, and the scope isn’t clearly defined. Product specifications may change. Creative breakthroughs and time to market are important. Cross-functional collaboration is vital.
| Similar work has been done before, and innovators believe the solutions are clear. Detailed specifications and work plans can be forecast with confidence and should be adhered to. Problems can be solved sequentially in functional silos.

|-
| Modularity of Work
| Incremental developments have value, and customers can use them.
Work can be broken into parts and conducted in rapid, iterative cycles. Late changes are manageable.
| Customers cannot start testing parts of the product until everything is complete. Late changes are expensive or impossible.

|-
| Impact of Interim Mistakes
|They provide valuable learning.
| They may be catastrophic.
|}

As can be seen in table 1, agile shows its full potential when change is big. As a result, it is not a suitable method for maintenance, since emphasis is not on documentation. Furthermore, there is a great dependency on user involvement, the success of the project will therefore be reliant on the user’s communication skills and willingness to be involved in the development process. The number of members in one team is also a big limitation. The team should seldom be less than three and no more than nine to keep a dynamic and flexible team. <ref name="limit"> [3]Limitations of Agile Methodologies - The Agile Methodologies. (n.d.). Retrieved October 02, 2017, from https://www.umsl.edu/~sauterv/analysis/Fall2013Papers/Buric/limitations-of-agile-methodologies-1.html</ref>

== '''Annotated Bibliography''' ==
*Takeuchi, D. K., Darrell K. Rigby Jeff Sutherland Hirotaka Takeuchi, Bradley Staats and David M. Upton, & Steven Spear H. Kent Bowen. (2017, March 21). Embracing Agile. Retrieved September 22, 2017, from https://hbr.org/2016/05/embracing-agile
Provides an overview of the basics of what agile encompasses as well why agile should be utilized more in project management. It has a focus on the types of environments which are favorable and unfavorable for using agile as the project management tool.
* Limitations of Agile Methodologies - The Agile Methodologies. (n.d.). Retrieved October 02, 2017, from https://www.umsl.edu/~sauterv/analysis/Fall2013Papers/Buric/limitations-of-agile-methodologies-1.html</ref>
This site provides a short but easy to understand overview of some of the limitations which agile methodologies undoubtedly have.
*Scrum Overview: Agile Software Development. Retrieved October 02, 2017, from https://www.mountaingoatsoftware.com/agile/scrum/resources/overview
It focuses on both the historical aspect of agile’s development, as well as, on the framework scrum. It puts forward a collective description of the most common words associated with agile and scrum.

== '''References''' ==

<references/>

Agile Methodology

2017-10-02T20:42:38Z

SophieEmilie:

[[Category:''Agile Methodology'']]
Increasing the success rate for projects has been a priority for as long as projects have been around. Concurrently with projects in a corporate setting became more structured, so did the search for better project management strategies and methods. Agile methodology originally developed its popularity within the software development industry. Over the past 25 to 30 years the method helped the software and IT industry increase their productivity and success rate. The rugby metaphors surrounding agile have their origin in the manufacturing industry. <ref name="tak">Takeuchi, I. N. (2016, June 08). The Big Idea: The Wise Leader. Retrieved October 01, 2017, from https://hbr.org/2011/05/the-big-idea-the-wise-leader </ref>. Today, agile is no longer just for the software industry, it is now spreading rapidly to other fields and industries. Agile methodology can be seen as an umbrella term for several different frameworks, with all the sub-methods and frameworks adhering to the agile manifesto as well as the 12 principles. Agile methodology in project management focuses on incremental and continuous improvements. Flexibility in scope, team dynamics and inputs, as well as, producing quality results are essential to the foundation of the method. This article will look at how agile methodology gained its popularity, how to apply it in practice with focus on scrum, and what to be aware of when utilizing this method.

== '''Big Idea''' ==
Today, most projects are everchanging, thus flexibility in the development process is of still higher importance. Agile helps foster managing of projects, programs, and portfolios in a flexible and collaborative way. It permits fast changes and pivots if need be. One of the perhaps most used frameworks within agile is scrum. Scrum is a rigid way of organizing the management of project, programs, and portfolios, while still allowing for great flexibility in the development of new products and services. The usage of scrum naturally grew within the software development industry. Software development requires almost endless iterations, which is one of the reasons why agile is a perfect match. The diffusion of agile into other industries during the past 25 to 30 years is due to its success in the software industry and the lack of room for failed projects in other industries. <ref name="design">Ulrich, K. T., & Eppinger, S. D. (2016). Product design and development. New York, NY: McGraw-Hill Education </ref>.
Even though the overall principles of agile are firmly defined, the execution of applying the method within companies has many shapes. This is both a result of project managers adapting the method to fit their way of running project, but perhaps more often due to confusion as to what exactly agile covers. This is understandable as even the literature does not always agree. E.g. lean is mostly considered its own methodology, however, occasionally it is thought to be one of the frameworks under the umbrella term, agile.
{{#ev:youtube|https://www.youtube.com/watch?v=Z9QbYZh1YXY|300|right| Mark Shead - What is Agile?|frame}}
But why is agile gaining popularity amongst project managers especially? Nine of the main reasons are highlighted below.
*Faster feedback cycle
*Constant change
*Problems are identified early
*Flexible prioritization
*High potential for customer satisfaction
*Benefits of your labor is recognized sooner
*Free commitment and accountability measurement
*No Need to Waste Time Creating and Adjusting Detailed Project Plans
*It Gives Your Team Purpose <ref name="benefits"> Editors, F. T. (2016, May 09). The Benefits Of Using Agile Software Development. Retrieved October 02, 2017, from https://www.forbes.com/sites/forbestechcouncil/2016/05/09/the-benefits-of-using-agile-software-development/3/#f42e1f29f836 </ref>
When working on a project level you are more concerned with day-to-day changes than if you are working on managing entire portfolios, where focus often will be more on the long-term basis. You are in contact with your team on a daily basis as a project manager, and you fix potential problems sooner. This all ads to project managers being more prone to go agile compared to program or portfolio managers.

== '''Application''' ==
Although agile methodology is generally viewed as one methodology it consists of multiple practical approaches or sub-methods. Focus will be on the application of the framework called scrum, mainly in a project management setting. In practice, the execution of agile in projects is done by diving projects into smaller parts, known as sprints. A sprint-period typically lasts from 1 to 4 weeks. During each sprint, daily scrum meetings are held.
In figure 1 an overview of the scrum can be seen. Cohn, M. (n.d.) <ref name="scrum">Scrum Overview: Agile Software Development. Retrieved October 02, 2017, from https://www.mountaingoatsoftware.com/agile/scrum/resources/overview </ref>

[[File:Scrum_overview.png|thumb|upright=3.0|Figure 1 – Scrum overview<ref name="scrum"/>]]

=== '''Agile Vocabulary''' ===
The agile methodology based its terminology on rugby expressions, using words such as scrum. It consists of several different terms and expression, however, some of the most common ones are mentioned and explained below.

'''Product Owner'''
The product owner is an extension of the customers. The product owner is responsible for the product backlog and have authority to change the product along the way. The product owner will typically be from the product management or marketing department, but can also be one of the key stakeholders or key users of the product.

'''Team or Scrum Team'''
The team usually contain between five and nine team members. There can be hundreds of scrum teams and scrum projects within large corporations. However, it is also possible to have a scrum ‘team’ consisting of only one person. The scrum teams are the backbone of the development and execution of the project. The team can be diverse, coming from several different departments, or it can be a focused team, e.g. only software developers. The preferred combination will depend on the situation at hand. However, when utilizing scrum, the team members collectively agree on a set of tasks to be completed within the next sprint. This enforce the team feeling, due to reaching the tasks are a common goal.

'''Product Backlog'''
The product backlog is an overview of all the tasks regarding the desired features or changes to the product that is left to be done. It is important that the backlog is up to date and prioritized at all times. The product backlog will be prioritized according to what the team, scrum master, and especially the product owner wants done first.

'''Sprint Backlog Meeting or Sprint Planning Meeting'''
In order to plan the coming sprint a meeting is held at the beginning of each sprint. The product owner will present the items from the product backlog with the highest priority. The scrum team will then select the number of tasks they can realistically finish before the start of the next sprint. The next process is to move the items from the product backlog into a sprint backlog.

'''Sprint Backlog '''
The sprint backlog is similar to the product backlog. However, the sprint backlog is only concerned with what the team is supposed to work on during the current sprint. It is also more detailed than the backlog.

'''Scrum Master'''
The scrum master is the voice of the team. He is the protector of the team and his job is to keep the team as productive as possible by helping where needed and by removing obstacles standing in the way for the team’s productivity. The scrum master will also assist the team members in using the scrum process.

'''Sprints'''
Sprints are typically 1 to 4 weeks periods. During the sprint, the team works on solving the problems in the sprint backlog.

'''Scrum'''
Scrums are 24-hour periods. The team has daily scrum meetings where all team members answer the following three questions.
* What did you accomplish since the last meeting?
* What are you working on until next meeting?
* What is getting in your way or keeping you from doing your job?
The questions are meant to help steer and guide the team members in the right direction and keep the project on track.

'''Sprint Retrospective and Sprint Review Meeting'''
After every sprint period, a sprint retrospective is conducted. This allows the team to determine what was done right and what should be changed for future sprints. It is a way of acknowledging the individuals and the team’s efforts in an informal way. Cohn, M. (n.d.) <ref name="scrum">Scrum Overview: Agile Software Development. Retrieved October 02, 2017, from https://www.mountaingoatsoftware.com/agile/scrum/resources/overview </ref>

== '''Limitations – and the Right Conditions for Agile''' ==
Agile presents some new opportunities for managing projects, programs, and portfolios. It is great for situations where the complexity is big, uncertainties are many, and the project is likely to change during the execution of the work. However, using agile may not be suitable in all situations. In table 1, favorable and unfavorable situations for different conditions can be seen.
{| class="wikitable"
|+ Table 1: The Right Conditions For Agile <ref name="embrace"> Takeuchi, D. K., Darrell K. Rigby Jeff Sutherland Hirotaka Takeuchi, Bradley Staats and David M. Upton, & Steven Spear H. Kent Bowen. (2017, March 21). Embracing Agile. Retrieved September 22, 2017, from https://hbr.org/2016/05/embracing-agile</ref>
!''Conditions''
!''Favorable''
!''Unfavorable''
|-
| Market Environment
| Customer preferences and solution options change frequently.
| Market conditions are stable and predictable.

|-
| Customer Involvement
| Close collaboration and rapid feedback are feasible. Customers know better what they want as the process progresses.
| Requirements are clear at the outset and will remain stable. Customers are unavailable for constant collaboration.

|-
| Innovation Type
| Problems are complex, solutions are unknown, and the scope isn’t clearly defined. Product specifications may change. Creative breakthroughs and time to market are important. Cross-functional collaboration is vital.
| Similar work has been done before, and innovators believe the solutions are clear. Detailed specifications and work plans can be forecast with confidence and should be adhered to. Problems can be solved sequentially in functional silos.

|-
| Modularity of Work
| Incremental developments have value, and customers can use them.
Work can be broken into parts and conducted in rapid, iterative cycles. Late changes are manageable.
| Customers cannot start testing parts of the product until everything is complete. Late changes are expensive or impossible.

|-
| Impact of Interim Mistakes
|They provide valuable learning.
| They may be catastrophic.
|}

As can be seen in table 1, agile shows its full potential when change is big. As a result, it is not a suitable method for maintenance, since emphasis is not on documentation. Furthermore, there is a great dependency on user involvement, the success of the project will therefore be reliant on the user’s communication skills and willingness to be involved in the development process. The number of members in one team is also a big limitation. The team should seldom be less than three and no more than nine to keep a dynamic and flexible team. <ref name="limit"> [3]Limitations of Agile Methodologies - The Agile Methodologies. (n.d.). Retrieved October 02, 2017, from https://www.umsl.edu/~sauterv/analysis/Fall2013Papers/Buric/limitations-of-agile-methodologies-1.html</ref>

== '''Annotated Bibliography''' ==
*Takeuchi, D. K., Darrell K. Rigby Jeff Sutherland Hirotaka Takeuchi, Bradley Staats and David M. Upton, & Steven Spear H. Kent Bowen. (2017, March 21). Embracing Agile. Retrieved September 22, 2017, from https://hbr.org/2016/05/embracing-agile
Provides an overview of the basics of what agile encompasses as well why agile should be utilized more in project management. It has a focus on the types of environments which are favorable and unfavorable for using agile as the project management tool.
* Limitations of Agile Methodologies - The Agile Methodologies. (n.d.). Retrieved October 02, 2017, from https://www.umsl.edu/~sauterv/analysis/Fall2013Papers/Buric/limitations-of-agile-methodologies-1.html</ref>
This site provides a short but easy to understand overview of some of the limitations which agile methodologies undoubtedly have.
*Scrum Overview: Agile Software Development. Retrieved October 02, 2017, from https://www.mountaingoatsoftware.com/agile/scrum/resources/overview
It focuses on both the historical aspect of agile’s development, as well as, on the framework scrum. It puts forward a collective description of the most common words associated with agile and scrum.

== '''References''' ==

<references/>

Agile Methodology

2017-10-02T19:46:01Z

SophieEmilie:

[[Category:''Agile Methodology'']]
Increasing the success rate for projects has been a priority for as long as projects have been around. Concurrently with projects in a corporate setting became more structured, so did the search for better project management strategies and methods. Agile methodology originally developed its popularity within the software development industry. Over the past 25 to 30 years the method helped the software and IT industry increase their productivity and success rate. The rugby metaphors surrounding agile have their origin in the manufacturing industry. <ref name="tak">Takeuchi, I. N. (2016, June 08). The Big Idea: The Wise Leader. Retrieved October 01, 2017, from https://hbr.org/2011/05/the-big-idea-the-wise-leader </ref>. Today, agile is no longer just for the software industry, it is now spreading rapidly to other fields and industries. Agile methodology can be seen as an umbrella term for several different frameworks, with all the sub-methods and frameworks adhering to the agile manifesto as well as the 12 principles. Agile methodology in project management focuses on incremental and continuous improvements. Flexibility in scope, team dynamics and inputs, as well as, producing quality results are essential to the foundation of the method. This article will look at how agile methodology gained its popularity, how to apply it in practice with focus on scrum, and what to be aware of when utilizing this method.

== '''Big Idea''' ==
Today, most projects are everchanging, thus flexibility in the development process is of still higher importance. Agile helps foster managing of projects, programs, and portfolios in a flexible and collaborative way. It permits fast changes and pivots if need be. One of the perhaps most used frameworks within agile is scrum. Scrum is a rigid way of organizing the management of project, programs, and portfolios, while still allowing for great flexibility in the development of new products and services. The usage of scrum naturally grew within the software development industry. Software development requires almost endless iterations, which is one of the reasons why agile is a perfect match. The diffusion of agile into other industries during the past 25 to 30 years is due to its success in the software industry and the lack of room for failed projects in other industries. <ref name="design">Ulrich, K. T., & Eppinger, S. D. (2016). Product design and development. New York, NY: McGraw-Hill Education </ref>.
Even though the overall principles of agile are firmly defined, the execution of applying the method within companies has many shapes. This is both a result of project managers adapting the method to fit their way of running project, but perhaps more often due to confusion as to what exactly agile covers. This is understandable as even the literature does not always agree. E.g. lean is mostly considered its own methodology, however, occasionally it is thought to be one of the frameworks under the umbrella term, agile.
{{#ev:youtube|https://www.youtube.com/watch?v=Z9QbYZh1YXY|400|right| Mark Shead - What is Agile?|frame}}
But why is agile gaining popularity amongst project managers especially? Nine of the main reasons are highlighted below.
*Faster feedback cycle
*Constant change
*Problems are identified early
*Flexible prioritization
*High potential for customer satisfaction
*Benefits of your labor is recognized sooner
*Free commitment and accountability measurement
*No Need to Waste Time Creating and Adjusting Detailed Project Plans
*It Gives Your Team Purpose <ref name="benefits"> Editors, F. T. (2016, May 09). The Benefits Of Using Agile Software Development. Retrieved October 02, 2017, from https://www.forbes.com/sites/forbestechcouncil/2016/05/09/the-benefits-of-using-agile-software-development/3/#f42e1f29f836 </ref>
When working on a project level you are more concerned with day-to-day changes than if you are working on managing entire portfolios, where focus often will be more on the long-term basis. You are in contact with your team on a daily basis as a project manager, and you fix potential problems sooner. This all ads to project managers being more prone to go agile compared to program or portfolio managers.

== '''Application''' ==
Although agile methodology is generally viewed as one methodology it consists of multiple practical approaches or sub-methods. Focus will be on the application of the framework called scrum, mainly in a project management setting. In practice, the execution of agile in projects is done by diving projects into smaller parts, known as sprints. A sprint-period typically lasts from 1 to 4 weeks. During each sprint, daily scrum meetings are held.
In figure 1 an overview of the scrum can be seen. Cohn, M. (n.d.) <ref name="scrum">Scrum Overview: Agile Software Development. Retrieved October 02, 2017, from https://www.mountaingoatsoftware.com/agile/scrum/resources/overview </ref>

[[File:Scrum_overview.png|thumb|upright=5.0|Figure 1 – Scrum overview<ref name="scrum"/>]]

=== '''Agile Vocabulary''' ===
The agile methodology based its terminology on rugby expressions, using words such as scrum. It consists of several different terms and expression, however, some of the most common ones are mentioned and explained below.

'''Product Owner'''
The product owner is an extension of the customers. The product owner is responsible for the product backlog and have authority to change the product along the way. The product owner will typically be from the product management or marketing department, but can also be one of the key stakeholders or key users of the product.

'''Team or Scrum Team'''
The team usually contain between five and nine team members. There can be hundreds of scrum teams and scrum projects within large corporations. However, it is also possible to have a scrum ‘team’ consisting of only one person. The scrum teams are the backbone of the development and execution of the project. The team can be diverse, coming from several different departments, or it can be a focused team, e.g. only software developers. The preferred combination will depend on the situation at hand. However, when utilizing scrum, the team members collectively agree on a set of tasks to be completed within the next sprint. This enforce the team feeling, due to reaching the tasks are a common goal.

'''Product Backlog'''
The product backlog is an overview of all the tasks regarding the desired features or changes to the product that is left to be done. It is important that the backlog is up to date and prioritized at all times. The product backlog will be prioritized according to what the team, scrum master, and especially the product owner wants done first.

'''Sprint Backlog Meeting or Sprint Planning Meeting'''
In order to plan the coming sprint a meeting is held at the beginning of each sprint. The product owner will present the items from the product backlog with the highest priority. The scrum team will then select the number of tasks they can realistically finish before the start of the next sprint. The next process is to move the items from the product backlog into a sprint backlog.

'''Sprint Backlog '''
The sprint backlog is similar to the product backlog. However, the sprint backlog is only concerned with what the team is supposed to work on during the current sprint. It is also more detailed than the backlog.

'''Scrum Master'''
The scrum master is the voice of the team. He is the protector of the team and his job is to keep the team as productive as possible by helping where needed and by removing obstacles standing in the way for the team’s productivity. The scrum master will also assist the team members in using the scrum process.

'''Sprints'''
Sprints are typically 1 to 4 weeks periods. During the sprint, the team works on solving the problems in the sprint backlog.

'''Scrum'''
Scrums are 24-hour periods. The team has daily scrum meetings where all team members answer the following three questions.
* What did you accomplish since the last meeting?
* What are you working on until next meeting?
* What is getting in your way or keeping you from doing your job?
The questions are meant to help steer and guide the team members in the right direction and keep the project on track.

'''Sprint Retrospective and Sprint Review Meeting'''
After every sprint period, a sprint retrospective is conducted. This allows the team to determine what was done right and what should be changed for future sprints. It is a way of acknowledging the individuals and the team’s efforts in an informal way. Cohn, M. (n.d.) <ref name="scrum">Scrum Overview: Agile Software Development. Retrieved October 02, 2017, from https://www.mountaingoatsoftware.com/agile/scrum/resources/overview </ref>

== '''Limitations – and the Right Conditions for Agile''' ==
Agile presents some new opportunities for managing projects, programs, and portfolios. It is great for situations where the complexity is big, uncertainties are many, and the project is likely to change during the execution of the work. However, using agile may not be suitable in all situations. In table 1, favorable and unfavorable situations for different conditions can be seen.
{| class="wikitable"
!''Conditions''
!''Favorable''
!''Unfavorable''
|-
| Market Environment
| Customer preferences and solution options change frequently.
| Market conditions are stable and predictable.

|-
| Customer Involvement
| Close collaboration and rapid feedback are feasible. Customers know better what they want as the process progresses.
| Requirements are clear at the outset and will remain stable. Customers are unavailable for constant collaboration.

|-
| Innovation Type
| Problems are complex, solutions are unknown, and the scope isn’t clearly defined. Product specifications may change. Creative breakthroughs and time to market are important. Cross-functional collaboration is vital.
| Similar work has been done before, and innovators believe the solutions are clear. Detailed specifications and work plans can be forecast with confidence and should be adhered to. Problems can be solved sequentially in functional silos.

|-
| Modularity of Work
| Incremental developments have value, and customers can use them.
Work can be broken into parts and conducted in rapid, iterative cycles. Late changes are manageable.
| Customers cannot start testing parts of the product until everything is complete. Late changes are expensive or impossible.

|-
| Impact of Interim Mistakes
|They provide valuable learning.
| They may be catastrophic.
|+ Table 1: The Right Conditions For Agile <ref name="embrace"> Takeuchi, D. K., Darrell K. Rigby Jeff Sutherland Hirotaka Takeuchi, Bradley Staats and David M. Upton, & Steven Spear H. Kent Bowen. (2017, March 21). Embracing Agile. Retrieved September 22, 2017, from https://hbr.org/2016/05/embracing-agile</ref>
|}

As can be seen in table 1, agile shows its full potential when change is big. As a result, it is not a suitable method for maintenance, since emphasis is not on documentation. Furthermore, there is a great dependency on user involvement, the success of the project will therefore be reliant on the user’s communication skills and willingness to be involved in the development process. The number of members in one team is also a big limitation. The team should seldom be less than three and no more than nine to keep a dynamic and flexible team. <ref name="limit"> [3]Limitations of Agile Methodologies - The Agile Methodologies. (n.d.). Retrieved October 02, 2017, from https://www.umsl.edu/~sauterv/analysis/Fall2013Papers/Buric/limitations-of-agile-methodologies-1.html</ref>

== '''Annotated Bibliography''' ==
*Takeuchi, D. K., Darrell K. Rigby Jeff Sutherland Hirotaka Takeuchi, Bradley Staats and David M. Upton, & Steven Spear H. Kent Bowen. (2017, March 21). Embracing Agile. Retrieved September 22, 2017, from https://hbr.org/2016/05/embracing-agile
Provides an overview of the basics of what agile encompasses as well why agile should be utilized more in project management. It has a focus on the types of environments which are favorable and unfavorable for using agile as the project management tool.
* Limitations of Agile Methodologies - The Agile Methodologies. (n.d.). Retrieved October 02, 2017, from https://www.umsl.edu/~sauterv/analysis/Fall2013Papers/Buric/limitations-of-agile-methodologies-1.html</ref>
This site provides a short but easy to understand overview of some of the limitations which agile methodologies undoubtedly have.
*Scrum Overview: Agile Software Development. Retrieved October 02, 2017, from https://www.mountaingoatsoftware.com/agile/scrum/resources/overview
It focuses on both the historical aspect of agile’s development, as well as, on the framework scrum. It puts forward a collective description of the most common words associated with agile and scrum.

== '''References''' ==

<references/>

Agile Methodology

2017-10-02T19:44:44Z

SophieEmilie:

[[Category:''Agile Methodology'']]
Increasing the success rate for projects has been a priority for as long as projects have been around. Concurrently with projects in a corporate setting became more structured, so did the search for better project management strategies and methods. Agile methodology originally developed its popularity within the software development industry. Over the past 25 to 30 years the method helped the software and IT industry increase their productivity and success rate. The rugby metaphors surrounding agile have their origin in the manufacturing industry. <ref name="tak">Takeuchi, I. N. (2016, June 08). The Big Idea: The Wise Leader. Retrieved October 01, 2017, from https://hbr.org/2011/05/the-big-idea-the-wise-leader </ref>. Today, agile is no longer just for the software industry, it is now spreading rapidly to other fields and industries. Agile methodology can be seen as an umbrella term for several different frameworks, with all the sub-methods and frameworks adhering to the agile manifesto as well as the 12 principles. Agile methodology in project management focuses on incremental and continuous improvements. Flexibility in scope, team dynamics and inputs, as well as, producing quality results are essential to the foundation of the method. This article will look at how agile methodology gained its popularity, how to apply it in practice with focus on scrum, and what to be aware of when utilizing this method.

== '''Big Idea''' ==
Today, most projects are everchanging, thus flexibility in the development process is of still higher importance. Agile helps foster managing of projects, programs, and portfolios in a flexible and collaborative way. It permits fast changes and pivots if need be. One of the perhaps most used frameworks within agile is scrum. Scrum is a rigid way of organizing the management of project, programs, and portfolios, while still allowing for great flexibility in the development of new products and services. The usage of scrum naturally grew within the software development industry. Software development requires almost endless iterations, which is one of the reasons why agile is a perfect match. The diffusion of agile into other industries during the past 25 to 30 years is due to its success in the software industry and the lack of room for failed projects in other industries. <ref name="design">Ulrich, K. T., & Eppinger, S. D. (2016). Product design and development. New York, NY: McGraw-Hill Education </ref>.
Even though the overall principles of agile are firmly defined, the execution of applying the method within companies has many shapes. This is both a result of project managers adapting the method to fit their way of running project, but perhaps more often due to confusion as to what exactly agile covers. This is understandable as even the literature does not always agree. E.g. lean is mostly considered its own methodology, however, occasionally it is thought to be one of the frameworks under the umbrella term, agile.
{{#ev:youtube|https://www.youtube.com/watch?v=Z9QbYZh1YXY|400|right| Mark Shead - What is Agile?|frame}}
But why is agile gaining popularity amongst project managers especially? Nine of the main reasons are highlighted below.
*Faster feedback cycle
*Constant change
*Problems are identified early
*Flexible prioritization
*High potential for customer satisfaction
*Benefits of your labor is recognized sooner
*Free commitment and accountability measurement
*No Need to Waste Time Creating and Adjusting Detailed Project Plans
*It Gives Your Team Purpose <ref name="benefits"> Editors, F. T. (2016, May 09). The Benefits Of Using Agile Software Development. Retrieved October 02, 2017, from https://www.forbes.com/sites/forbestechcouncil/2016/05/09/the-benefits-of-using-agile-software-development/3/#f42e1f29f836 </ref>
When working on a project level you are more concerned with day-to-day changes than if you are working on managing entire portfolios, where focus often will be more on the long-term basis. You are in contact with your team on a daily basis as a project manager, and you fix potential problems sooner. This all ads to project managers being more prone to go agile compared to program or portfolio managers.

== '''Application''' ==
Although agile methodology is generally viewed as one methodology it consists of multiple practical approaches or sub-methods. Focus will be on the application of the framework called scrum, mainly in a project management setting. In practice, the execution of agile in projects is done by diving projects into smaller parts, known as sprints. A sprint-period typically lasts from 1 to 4 weeks. During each sprint, daily scrum meetings are held.
In figure 1 an overview of the scrum can be seen. Cohn, M. (n.d.) <ref name="scrum">Scrum Overview: Agile Software Development. Retrieved October 02, 2017, from https://www.mountaingoatsoftware.com/agile/scrum/resources/overview </ref>

[[File:Scrum_overview.png|thumb|upright=4.0|Figure 1 – Scrum overview<ref name="scrum"/>]]

=== '''Agile Vocabulary''' ===
The agile methodology based its terminology on rugby expressions, using words such as scrum. It consists of several different terms and expression, however, some of the most common ones are mentioned and explained below.

'''Product Owner'''
The product owner is an extension of the customers. The product owner is responsible for the product backlog and have authority to change the product along the way. The product owner will typically be from the product management or marketing department, but can also be one of the key stakeholders or key users of the product.

'''Team or Scrum Team'''
The team usually contain between five and nine team members. There can be hundreds of scrum teams and scrum projects within large corporations. However, it is also possible to have a scrum ‘team’ consisting of only one person. The scrum teams are the backbone of the development and execution of the project. The team can be diverse, coming from several different departments, or it can be a focused team, e.g. only software developers. The preferred combination will depend on the situation at hand. However, when utilizing scrum, the team members collectively agree on a set of tasks to be completed within the next sprint. This enforce the team feeling, due to reaching the tasks are a common goal.

'''Product Backlog'''
The product backlog is an overview of all the tasks regarding the desired features or changes to the product that is left to be done. It is important that the backlog is up to date and prioritized at all times. The product backlog will be prioritized according to what the team, scrum master, and especially the product owner wants done first.

'''Sprint Backlog Meeting or Sprint Planning Meeting'''
In order to plan the coming sprint a meeting is held at the beginning of each sprint. The product owner will present the items from the product backlog with the highest priority. The scrum team will then select the number of tasks they can realistically finish before the start of the next sprint. The next process is to move the items from the product backlog into a sprint backlog.

'''Sprint Backlog '''
The sprint backlog is similar to the product backlog. However, the sprint backlog is only concerned with what the team is supposed to work on during the current sprint. It is also more detailed than the backlog.

'''Scrum Master'''
The scrum master is the voice of the team. He is the protector of the team and his job is to keep the team as productive as possible by helping where needed and by removing obstacles standing in the way for the team’s productivity. The scrum master will also assist the team members in using the scrum process.

'''Sprints'''
Sprints are typically 1 to 4 weeks periods. During the sprint, the team works on solving the problems in the sprint backlog.

'''Scrum'''
Scrums are 24-hour periods. The team has daily scrum meetings where all team members answer the following three questions.
* What did you accomplish since the last meeting?
* What are you working on until next meeting?
* What is getting in your way or keeping you from doing your job?
The questions are meant to help steer and guide the team members in the right direction and keep the project on track.

'''Sprint Retrospective and Sprint Review Meeting'''
After every sprint period, a sprint retrospective is conducted. This allows the team to determine what was done right and what should be changed for future sprints. It is a way of acknowledging the individuals and the team’s efforts in an informal way. Cohn, M. (n.d.) <ref name="scrum">Scrum Overview: Agile Software Development. Retrieved October 02, 2017, from https://www.mountaingoatsoftware.com/agile/scrum/resources/overview </ref>

== '''Limitations – and the Right Conditions for Agile''' ==
Agile presents some new opportunities for managing projects, programs, and portfolios. It is great for situations where the complexity is big, uncertainties are many, and the project is likely to change during the execution of the work. However, using agile may not be suitable in all situations. In table 1, favorable and unfavorable situations for different conditions can be seen.
{| class="wikitable"
|+ Table 1: The Right Conditions For Agile <ref name="embrace"> Takeuchi, D. K., Darrell K. Rigby Jeff Sutherland Hirotaka Takeuchi, Bradley Staats and David M. Upton, & Steven Spear H. Kent Bowen. (2017, March 21). Embracing Agile. Retrieved September 22, 2017, from https://hbr.org/2016/05/embracing-agile</ref>
!''Conditions''
!''Favorable''
!''Unfavorable''
|-
| Market Environment
| Customer preferences and solution options change frequently.
| Market conditions are stable and predictable.

|-
| Customer Involvement
| Close collaboration and rapid feedback are feasible. Customers know better what they want as the process progresses.
| Requirements are clear at the outset and will remain stable. Customers are unavailable for constant collaboration.

|-
| Innovation Type
| Problems are complex, solutions are unknown, and the scope isn’t clearly defined. Product specifications may change. Creative breakthroughs and time to market are important. Cross-functional collaboration is vital.
| Similar work has been done before, and innovators believe the solutions are clear. Detailed specifications and work plans can be forecast with confidence and should be adhered to. Problems can be solved sequentially in functional silos.

|-
| Modularity of Work
| Incremental developments have value, and customers can use them.
Work can be broken into parts and conducted in rapid, iterative cycles. Late changes are manageable.
| Customers cannot start testing parts of the product until everything is complete. Late changes are expensive or impossible.

|-
| Impact of Interim Mistakes
|They provide valuable learning.
| They may be catastrophic.
|}

As can be seen in table 1, agile shows its full potential when change is big. As a result, it is not a suitable method for maintenance, since emphasis is not on documentation. Furthermore, there is a great dependency on user involvement, the success of the project will therefore be reliant on the user’s communication skills and willingness to be involved in the development process. The number of members in one team is also a big limitation. The team should seldom be less than three and no more than nine to keep a dynamic and flexible team. <ref name="limit"> [3]Limitations of Agile Methodologies - The Agile Methodologies. (n.d.). Retrieved October 02, 2017, from https://www.umsl.edu/~sauterv/analysis/Fall2013Papers/Buric/limitations-of-agile-methodologies-1.html</ref>

== '''Annotated Bibliography''' ==
*Takeuchi, D. K., Darrell K. Rigby Jeff Sutherland Hirotaka Takeuchi, Bradley Staats and David M. Upton, & Steven Spear H. Kent Bowen. (2017, March 21). Embracing Agile. Retrieved September 22, 2017, from https://hbr.org/2016/05/embracing-agile
Provides an overview of the basics of what agile encompasses as well why agile should be utilized more in project management. It has a focus on the types of environments which are favorable and unfavorable for using agile as the project management tool.
* Limitations of Agile Methodologies - The Agile Methodologies. (n.d.). Retrieved October 02, 2017, from https://www.umsl.edu/~sauterv/analysis/Fall2013Papers/Buric/limitations-of-agile-methodologies-1.html</ref>
This site provides a short but easy to understand overview of some of the limitations which agile methodologies undoubtedly have.
*Scrum Overview: Agile Software Development. Retrieved October 02, 2017, from https://www.mountaingoatsoftware.com/agile/scrum/resources/overview
It focuses on both the historical aspect of agile’s development, as well as, on the framework scrum. It puts forward a collective description of the most common words associated with agile and scrum.

== '''References''' ==

<references/>

Agile Methodology

2017-10-02T19:43:11Z

SophieEmilie:

[[Category:''Agile Methodology'']]
Increasing the success rate for projects has been a priority for as long as projects have been around. Concurrently with projects in a corporate setting became more structured, so did the search for better project management strategies and methods. Agile methodology originally developed its popularity within the software development industry. Over the past 25 to 30 years the method helped the software and IT industry increase their productivity and success rate. The rugby metaphors surrounding agile have their origin in the manufacturing industry. <ref name="tak">Takeuchi, I. N. (2016, June 08). The Big Idea: The Wise Leader. Retrieved October 01, 2017, from https://hbr.org/2011/05/the-big-idea-the-wise-leader </ref>. Today, agile is no longer just for the software industry, it is now spreading rapidly to other fields and industries. Agile methodology can be seen as an umbrella term for several different frameworks, with all the sub-methods and frameworks adhering to the agile manifesto as well as the 12 principles. Agile methodology in project management focuses on incremental and continuous improvements. Flexibility in scope, team dynamics and inputs, as well as, producing quality results are essential to the foundation of the method. This article will look at how agile methodology gained its popularity, how to apply it in practice with focus on scrum, and what to be aware of when utilizing this method.

== '''Big Idea''' ==
Today, most projects are everchanging, thus flexibility in the development process is of still higher importance. Agile helps foster managing of projects, programs, and portfolios in a flexible and collaborative way. It permits fast changes and pivots if need be. One of the perhaps most used frameworks within agile is scrum. Scrum is a rigid way of organizing the management of project, programs, and portfolios, while still allowing for great flexibility in the development of new products and services. The usage of scrum naturally grew within the software development industry. Software development requires almost endless iterations, which is one of the reasons why agile is a perfect match. The diffusion of agile into other industries during the past 25 to 30 years is due to its success in the software industry and the lack of room for failed projects in other industries. <ref name="design">Ulrich, K. T., & Eppinger, S. D. (2016). Product design and development. New York, NY: McGraw-Hill Education </ref>.
Even though the overall principles of agile are firmly defined, the execution of applying the method within companies has many shapes. This is both a result of project managers adapting the method to fit their way of running project, but perhaps more often due to confusion as to what exactly agile covers. This is understandable as even the literature does not always agree. E.g. lean is mostly considered its own methodology, however, occasionally it is thought to be one of the frameworks under the umbrella term, agile.
{{#ev:youtube|https://www.youtube.com/watch?v=Z9QbYZh1YXY|300|right| Mark Shead - What is Agile?|frame}}
But why is agile gaining popularity amongst project managers especially? Nine of the main reasons are highlighted below.
*Faster feedback cycle
*Constant change
*Problems are identified early
*Flexible prioritization
*High potential for customer satisfaction
*Benefits of your labor is recognized sooner
*Free commitment and accountability measurement
*No Need to Waste Time Creating and Adjusting Detailed Project Plans
*It Gives Your Team Purpose <ref name="benefits"> Editors, F. T. (2016, May 09). The Benefits Of Using Agile Software Development. Retrieved October 02, 2017, from https://www.forbes.com/sites/forbestechcouncil/2016/05/09/the-benefits-of-using-agile-software-development/3/#f42e1f29f836 </ref>
When working on a project level you are more concerned with day-to-day changes than if you are working on managing entire portfolios, where focus often will be more on the long-term basis. You are in contact with your team on a daily basis as a project manager, and you fix potential problems sooner. This all ads to project managers being more prone to go agile compared to program or portfolio managers.

== '''Application''' ==
Although agile methodology is generally viewed as one methodology it consists of multiple practical approaches or sub-methods. Focus will be on the application of the framework called scrum, mainly in a project management setting. In practice, the execution of agile in projects is done by diving projects into smaller parts, known as sprints. A sprint-period typically lasts from 1 to 4 weeks. During each sprint, daily scrum meetings are held.
In figure 1 an overview of the scrum can be seen. Cohn, M. (n.d.) <ref name="scrum">Scrum Overview: Agile Software Development. Retrieved October 02, 2017, from https://www.mountaingoatsoftware.com/agile/scrum/resources/overview </ref>

[[File:Scrum_overview.png|thumb|upright=3.0|Figure 1 – Scrum overview<ref name="scrum"/>]]

=== '''Agile Vocabulary''' ===
The agile methodology based its terminology on rugby expressions, using words such as scrum. It consists of several different terms and expression, however, some of the most common ones are mentioned and explained below.

'''Product Owner'''
The product owner is an extension of the customers. The product owner is responsible for the product backlog and have authority to change the product along the way. The product owner will typically be from the product management or marketing department, but can also be one of the key stakeholders or key users of the product.

'''Team or Scrum Team'''
The team usually contain between five and nine team members. There can be hundreds of scrum teams and scrum projects within large corporations. However, it is also possible to have a scrum ‘team’ consisting of only one person. The scrum teams are the backbone of the development and execution of the project. The team can be diverse, coming from several different departments, or it can be a focused team, e.g. only software developers. The preferred combination will depend on the situation at hand. However, when utilizing scrum, the team members collectively agree on a set of tasks to be completed within the next sprint. This enforce the team feeling, due to reaching the tasks are a common goal.

'''Product Backlog'''
The product backlog is an overview of all the tasks regarding the desired features or changes to the product that is left to be done. It is important that the backlog is up to date and prioritized at all times. The product backlog will be prioritized according to what the team, scrum master, and especially the product owner wants done first.

'''Sprint Backlog Meeting or Sprint Planning Meeting'''
In order to plan the coming sprint a meeting is held at the beginning of each sprint. The product owner will present the items from the product backlog with the highest priority. The scrum team will then select the number of tasks they can realistically finish before the start of the next sprint. The next process is to move the items from the product backlog into a sprint backlog.

'''Sprint Backlog '''
The sprint backlog is similar to the product backlog. However, the sprint backlog is only concerned with what the team is supposed to work on during the current sprint. It is also more detailed than the backlog.

'''Scrum Master'''
The scrum master is the voice of the team. He is the protector of the team and his job is to keep the team as productive as possible by helping where needed and by removing obstacles standing in the way for the team’s productivity. The scrum master will also assist the team members in using the scrum process.

'''Sprints'''
Sprints are typically 1 to 4 weeks periods. During the sprint, the team works on solving the problems in the sprint backlog.

'''Scrum'''
Scrums are 24-hour periods. The team has daily scrum meetings where all team members answer the following three questions.
* What did you accomplish since the last meeting?
* What are you working on until next meeting?
* What is getting in your way or keeping you from doing your job?
The questions are meant to help steer and guide the team members in the right direction and keep the project on track.

'''Sprint Retrospective and Sprint Review Meeting'''
After every sprint period, a sprint retrospective is conducted. This allows the team to determine what was done right and what should be changed for future sprints. It is a way of acknowledging the individuals and the team’s efforts in an informal way. Cohn, M. (n.d.) <ref name="scrum">Scrum Overview: Agile Software Development. Retrieved October 02, 2017, from https://www.mountaingoatsoftware.com/agile/scrum/resources/overview </ref>

== '''Limitations – and the Right Conditions for Agile''' ==
Agile presents some new opportunities for managing projects, programs, and portfolios. It is great for situations where the complexity is big, uncertainties are many, and the project is likely to change during the execution of the work. However, using agile may not be suitable in all situations. In table 1, favorable and unfavorable situations for different conditions can be seen.
{| class="wikitable"
|+ Table 1: The Right Conditions For Agile <ref name="embrace"> Takeuchi, D. K., Darrell K. Rigby Jeff Sutherland Hirotaka Takeuchi, Bradley Staats and David M. Upton, & Steven Spear H. Kent Bowen. (2017, March 21). Embracing Agile. Retrieved September 22, 2017, from https://hbr.org/2016/05/embracing-agile</ref>
!''Conditions''
!''Favorable''
!''Unfavorable''
|-
| Market Environment
| Customer preferences and solution options change frequently.
| Market conditions are stable and predictable.

|-
| Customer Involvement
| Close collaboration and rapid feedback are feasible. Customers know better what they want as the process progresses.
| Requirements are clear at the outset and will remain stable. Customers are unavailable for constant collaboration.

|-
| Innovation Type
| Problems are complex, solutions are unknown, and the scope isn’t clearly defined. Product specifications may change. Creative breakthroughs and time to market are important. Cross-functional collaboration is vital.
| Similar work has been done before, and innovators believe the solutions are clear. Detailed specifications and work plans can be forecast with confidence and should be adhered to. Problems can be solved sequentially in functional silos.

|-
| Modularity of Work
| Incremental developments have value, and customers can use them.
Work can be broken into parts and conducted in rapid, iterative cycles. Late changes are manageable.
| Customers cannot start testing parts of the product until everything is complete. Late changes are expensive or impossible.

|-
| Impact of Interim Mistakes
|They provide valuable learning.
| They may be catastrophic.
|}

As can be seen in table 1, agile shows its full potential when change is big. As a result, it is not a suitable method for maintenance, since emphasis is not on documentation. Furthermore, there is a great dependency on user involvement, the success of the project will therefore be reliant on the user’s communication skills and willingness to be involved in the development process. The number of members in one team is also a big limitation. The team should seldom be less than three and no more than nine to keep a dynamic and flexible team. <ref name="limit"> [3]Limitations of Agile Methodologies - The Agile Methodologies. (n.d.). Retrieved October 02, 2017, from https://www.umsl.edu/~sauterv/analysis/Fall2013Papers/Buric/limitations-of-agile-methodologies-1.html</ref>

== '''Annotated Bibliography''' ==
*Takeuchi, D. K., Darrell K. Rigby Jeff Sutherland Hirotaka Takeuchi, Bradley Staats and David M. Upton, & Steven Spear H. Kent Bowen. (2017, March 21). Embracing Agile. Retrieved September 22, 2017, from https://hbr.org/2016/05/embracing-agile
Provides an overview of the basics of what agile encompasses as well why agile should be utilized more in project management. It has a focus on the types of environments which are favorable and unfavorable for using agile as the project management tool.
* Limitations of Agile Methodologies - The Agile Methodologies. (n.d.). Retrieved October 02, 2017, from https://www.umsl.edu/~sauterv/analysis/Fall2013Papers/Buric/limitations-of-agile-methodologies-1.html</ref>
This site provides a short but easy to understand overview of some of the limitations which agile methodologies undoubtedly have.
*Scrum Overview: Agile Software Development. Retrieved October 02, 2017, from https://www.mountaingoatsoftware.com/agile/scrum/resources/overview
It focuses on both the historical aspect of agile’s development, as well as, on the framework scrum. It puts forward a collective description of the most common words associated with agile and scrum.

== '''References''' ==

<references/>

Agile Methodology

2017-10-02T18:05:14Z

SophieEmilie:

[[Category:''Agile Methodology'']]
Increasing the success rate for projects have been a priority for as long as projects have been around. Concurrently with projects in a corporate setting became more structured, so did the search for better project management strategies and methods. Agile methodology originally developed its popularity within the software development industry. Over the past 25 to 30 years the method helped the software and IT industry increase their productivity and success rate. The rugby metaphors surrounding agile have their origin in the manufacturing industry. <ref name="tak">Takeuchi, I. N. (2016, June 08). The Big Idea: The Wise Leader. Retrieved October 01, 2017, from https://hbr.org/2011/05/the-big-idea-the-wise-leader </ref>. Today, agile is spreading to other fields and industries. Agile methodology in project management focuses on incremental and continuous improvements. Flexibility in scope, team dynamics and inputs, as well as, producing quality results are essential to the foundation of agile. The method consists of a manifesto and as well as 12 principles. This article will look at how agile methodology gained its popularity, how to apply it in practice with focus on scrum, and what to be aware of when utilizing this method.

== '''Big Idea''' ==
Today, most projects are everchanging, thus flexibility in the development process is of still higher importance. Agile helps foster managing of projects, programs, and portfolios in a flexible and collaborative way. It permits fast changes and pivots if need be. One of the perhaps most used aspects of agile is scrum. Scrum is rigid way of organizing project, programs, and portfolios, while still allowing for great flexibility in the managing process. The usage of scrum naturally grew within the software development industry. Software development requires almost endless iterations, which is why agile is a perfect match. The diffusion of agile into other industries during the past 25 to 30 years is due to its success in the software industry and the lack of room for failed in other industries. <ref name="design">Ulrich, K. T., & Eppinger, S. D. (2016). Product design and development. New York, NY: McGraw-Hill Education </ref>.
Even though the overall principles of agile are firmly defined, the execution of the method within companies has many shapes. This is both a result of project managers adapting the method to fit their way of running project, but perhaps more often due to confusion as to what exactly agile covers. This is understandable as even the literature does not always agree. E.g. lean is mostly considered its own methodology, however, occasionally it is thought to be one method under the umbrella term, agile.
{{#ev:youtube|https://www.youtube.com/watch?v=Z9QbYZh1YXY|300|right| Mark Shead - What is Agile?|frame}}
But why is agile gaining popularity amongst project managers especially? Nine of the main reasons are highlighted below.
*Faster feedback cycle
*Constant change
*Problems are identified early
*Flexible prioritization
*High potential for customer satisfaction
*Benefits of your labor is recognized sooner
*Free commitment and accountability measurement
*No Need to Waste Time Creating and Adjusting Detailed Project Plans
*It Gives Your Team Purpose <ref name="benefits"> Editors, F. T. (2016, May 09). The Benefits Of Using Agile Software Development. Retrieved October 02, 2017, from https://www.forbes.com/sites/forbestechcouncil/2016/05/09/the-benefits-of-using-agile-software-development/3/#f42e1f29f836 </ref>

'''Why is the agile methodology important?'''

== '''Application''' ==
Although agile methodology is generally viewed as one methodology it consists of multiple practical approaches or sub-methods. Focus will be on the application of the framework called scrum, mainly in a project management setting. In practice, the execution of agile in projects is done by diving projects into smaller parts, known as sprints. A sprint-period typically lasts from 1 to 4 weeks. During each sprint, daily scrum meetings are held.
In figure 1 an overview of the scrum can be seen. Cohn, M. (n.d.) <ref name="scrum">Scrum Overview: Agile Software Development. Retrieved October 02, 2017, from https://www.mountaingoatsoftware.com/agile/scrum/resources/overview </ref>

[[File:Scrum_overview.png|thumb|upright=3.0|Figure 1 – Scrum overview<ref name="scrum"/>]]

=== '''Agile Vocabulary''' ===
The agile methodology based its terminology on rugby expressions, using words such as scrum. It consists of several different terms and expression, however, some of the most common ones are mentioned and explained below.

'''Product Owner'''
The product owner is an extension of the customers. The product owner is responsible for the product backlog and have authority to change the product along the way. The product owner will typically be from the product management or marketing department, but can also be one of the key stakeholders or key users of the product.

'''Team or Scrum Team'''
The team usually contain between five and nine team members. There can be hundreds of scrum teams and scrum projects within large corporations. However, it is also possible to have a scrum ‘team’ consisting of only one person. The scrum teams are the backbone of the development and execution of the project. The team can be diverse, coming from several different departments, or it can be a focused team, e.g. only software developers. The preferred combination will depend on the situation at hand. However, when utilizing scrum, the team members collectively agree on a set of tasks to be completed within the next sprint. This enforce the team feeling, due to reaching the tasks are a common goal.

'''Product Backlog'''
The product backlog is an overview of all the tasks regarding the desired features or changes to the product that is left to be done. It is important that the backlog is up to date and prioritized at all times. The product backlog will be prioritized according to what the team, scrum master, and especially the product owner wants done first.

'''Sprint Backlog Meeting or Sprint Planning Meeting'''
In order to plan the coming sprint a meeting is held at the beginning of each sprint. The product owner will present the items from the product backlog with the highest priority. The scrum team will then select the number of tasks they can realistically finish before the start of the next sprint. The next process is to move the items from the product backlog into a sprint backlog.

'''Sprint Backlog '''
The sprint backlog is similar to the product backlog. However, the sprint backlog is only concerned with what the team is supposed to work on during the current sprint. It is also more detailed than the backlog.

'''Scrum Master'''
The scrum master is the voice of the team. He is the protector of the team and his job is to keep the team as productive as possible by helping where needed and by removing obstacles standing in the way for the team’s productivity. The scrum master will also assist the team members in using the scrum process.

'''Sprints'''
Sprints are typically 1 to 4 weeks periods. During the sprint, the team works on solving the problems in the sprint backlog.

'''Scrum'''
Scrums are 24-hour periods. The team has daily scrum meetings where all team members answer the following three questions.
* What did you accomplish since the last meeting?
* What are you working on until next meeting?
* What is getting in your way or keeping you from doing your job?
The questions are meant to help steer and guide the team members in the right direction and keep the project on track.

'''Sprint Retrospective and Sprint Review Meeting'''
After every sprint period, a sprint retrospective is conducted. This allows the team to determine what was done right and what should be changed for future sprints. It is a way of acknowledging the individuals and the team’s efforts in an informal way. scrum</ref>.

== '''Limitations – and the Right Conditions for Agile''' ==
Agile presents some new opportunities for managing projects, programs, and portfolios. It is great for situations where the complexity is big, uncertainties are many, and the project is likely to change during the execution of the work. However, using agile may not be suitable in all situations. In table 1, favorable and unfavorable situations for different conditions can be seen.
{| class="wikitable"
|+ Table 1: The Right Conditions For Agile <ref name="embrace"> Takeuchi, D. K., Darrell K. Rigby Jeff Sutherland Hirotaka Takeuchi, Bradley Staats and David M. Upton, & Steven Spear H. Kent Bowen. (2017, March 21). Embracing Agile. Retrieved September 22, 2017, from https://hbr.org/2016/05/embracing-agile</ref>
!''Conditions''
!''Favorable''
!''Unfavorable''
|-
| Market Environment
| Customer preferences and solution options change frequently.
| Market conditions are stable and predictable.

|-
| Customer Involvement
| Close collaboration and rapid feedback are feasible. Customers know better what they want as the process progresses.
| Requirements are clear at the outset and will remain stable. Customers are unavailable for constant collaboration.

|-
| Innovation Type
| Problems are complex, solutions are unknown, and the scope isn’t clearly defined. Product specifications may change. Creative breakthroughs and time to market are important. Cross-functional collaboration is vital.
| Similar work has been done before, and innovators believe the solutions are clear. Detailed specifications and work plans can be forecast with confidence and should be adhered to. Problems can be solved sequentially in functional silos.

|-
| Modularity of Work
| Incremental developments have value, and customers can use them.
Work can be broken into parts and conducted in rapid, iterative cycles. Late changes are manageable.
| Customers cannot start testing parts of the product until everything is complete. Late changes are expensive or impossible.

|-
| Impact of Interim Mistakes
|They provide valuable learning.
| They may be catastrophic.
|}

As can be seen in table 1, agile shows its full potential when change is big. As a result, it is not a suitable method for maintenance, since emphasis is not on documentation. Furthermore, there is a great dependency on user involvement, the success of the project will therefore be reliant on the user’s communication skills and willingness to be involved in the development process. The number of members in one team is also a big limitation. The team should seldom be less than three and no more than nine to keep a dynamic and flexible team. <ref name="limit"> [3]Limitations of Agile Methodologies - The Agile Methodologies. (n.d.). Retrieved October 02, 2017, from https://www.umsl.edu/~sauterv/analysis/Fall2013Papers/Buric/limitations-of-agile-methodologies-1.html</ref>

== '''Annotated Bibliography''' ==
*Takeuchi, D. K., Darrell K. Rigby Jeff Sutherland Hirotaka Takeuchi, Bradley Staats and David M. Upton, & Steven Spear H. Kent Bowen. (2017, March 21). Embracing Agile. Retrieved September 22, 2017, from https://hbr.org/2016/05/embracing-agile
Provides an overview of the basics of what agile encompasses as well why agile should be utilized more in project management. It has a focus on the types of environments which are favorable and unfavorable for using agile as the project management tool.

== '''References''' ==

<references/>

File:Scrum overview.png

2017-10-02T17:06:16Z

SophieEmilie:

Agile Methodology

2017-10-02T17:03:51Z

SophieEmilie:

[[Category:''Agile Methodology'']]
Increasing the success rate for projects have been a priority for as long as projects have been around. Concurrently with projects in a corporate setting became more structured, so did the search for better project management strategies and methods. Agile methodology originally developed its popularity within the software development industry. Over the past 25 to 30 years the method helped the software and IT industry increase their productivity and success rate. The rugby metaphors surrounding agile have their origin in the manufacturing industry. <ref name="tak">Takeuchi, I. N. (2016, June 08). The Big Idea: The Wise Leader. Retrieved October 01, 2017, from https://hbr.org/2011/05/the-big-idea-the-wise-leader </ref>. Today, agile is spreading to other fields and industries. Agile methodology in project management focuses on incremental and continuous improvements. Flexibility in scope, team dynamics and inputs, as well as, producing quality results are essential to the foundation of agile. The method consists of a manifesto and as well as 12 principles. This article will look at how agile methodology gained its popularity, how to apply it in practice with focus on scrum, and what to be aware of when utilizing this method.

== '''Big Idea''' ==
Today, most projects are everchanging, thus flexibility in the development process is of still higher importance. Agile helps foster managing of projects, programs, and portfolios in a flexible and collaborative way. It permits fast changes and pivots if need be. One of the perhaps most used aspects of agile is scrum. Scrum is rigid way of organizing project, programs, and portfolios, while still allowing for great flexibility in the managing process. The usage of scrum naturally grew within the software development industry. Software development requires almost endless iterations, which is why agile is a perfect match. The diffusion of agile into other industries during the past 25 to 30 years is due to its success in the software industry and the lack of room for failed in other industries. <ref name="design">Ulrich, K. T., & Eppinger, S. D. (2016). Product design and development. New York, NY: McGraw-Hill Education </ref>.
Even though the overall principles of agile are firmly defined, the execution of the method within companies has many shapes. This is both a result of project managers adapting the method to fit their way of running project, but perhaps more often due to confusion as to what exactly agile covers. This is understandable as even the literature does not always agree. E.g. lean is mostly considered its own methodology, however, occasionally it is thought to be one method under the umbrella term, agile.
{{#ev:youtube|https://www.youtube.com/watch?v=Z9QbYZh1YXY|300|right| Mark Shead - What is Agile?|frame}}
But why is agile gaining popularity amongst project managers especially?
*Faster feedback cycle
*Constant change
*Problems are identified early
*Flexible prioritization
*High potential for customer satisfaction
*Benefits of your labor is recognized sooner
*Free commitment and accountability measurement
*No Need to Waste Time Creating and Adjusting Detailed Project Plans
*It Gives Your Team Purpose

'''Why is the agile methodology important?'''

== '''Application''' ==
Although agile methodology is generally viewed as one methodology it consists of multiple practical approaches or sub-methods. Focus will be on the application of the framework called scrum, mainly in a project management setting. In practice, the execution of agile in projects is done by diving projects into smaller parts, known as sprints. A sprint-period typically lasts from 1 to 4 weeks. During each sprint, daily scrum meetings are held.
In figure 1 an overview of the scrum can be seen. Cohn, M. (n.d.) <ref name="scrum">Scrum Overview: Agile Software Development. Retrieved October 02, 2017, from https://www.mountaingoatsoftware.com/agile/scrum/resources/overview </ref>

[[File:Scrum_overview.png|thumb|upright=3.0|Figure 1 – Scrum overview<ref name="scrum"/>]]

=== '''Agile Vocabulary''' ===
The agile methodology based its terminology on rugby expressions, using words such as scrum. It consists of several different terms and expression, however, some of the most common ones are mentioned and explained below.

'''Product Owner'''
The product owner is an extension of the customers. The product owner is responsible for the product backlog and have authority to change the product along the way. The product owner will typically be from the product management or marketing department, but can also be one of the key stakeholders or key users of the product.

'''Team or Scrum Team'''
The team usually contain between five and nine team members. There can be hundreds of scrum teams and scrum projects within large corporations. However, it is also possible to have a scrum ‘team’ consisting of only one person. The scrum teams are the backbone of the development and execution of the project. The team can be diverse, coming from several different departments, or it can be a focused team, e.g. only software developers. The preferred combination will depend on the situation at hand. However, when utilizing scrum, the team members collectively agree on a set of tasks to be completed within the next sprint. This enforce the team feeling, due to reaching the tasks are a common goal.

'''Product Backlog'''
The product backlog is an overview of all the tasks regarding the desired features or changes to the product that is left to be done. It is important that the backlog is up to date and prioritized at all times. The product backlog will be prioritized according to what the team, scrum master, and especially the product owner wants done first.

'''Sprint Backlog Meeting or Sprint Planning Meeting'''
In order to plan the coming sprint a meeting is held at the beginning of each sprint. The product owner will present the items from the product backlog with the highest priority. The scrum team will then select the number of tasks they can realistically finish before the start of the next sprint. The next process is to move the items from the product backlog into a sprint backlog.

'''Sprint Backlog '''
The sprint backlog is similar to the product backlog. However, the sprint backlog is only concerned with what the team is supposed to work on during the current sprint. It is also more detailed than the backlog.

'''Scrum Master'''
The scrum master is the voice of the team. He is the protector of the team and his job is to keep the team as productive as possible by helping where needed and by removing obstacles standing in the way for the team’s productivity. The scrum master will also assist the team members in using the scrum process.

'''Sprints'''
Sprints are typically 1 to 4 weeks periods. During the sprint, the team works on solving the problems in the sprint backlog.

'''Scrum'''
Scrums are 24-hour periods. The team has daily scrum meetings where all team members answer the following three questions.
* What did you accomplish since the last meeting?
* What are you working on until next meeting?
* What is getting in your way or keeping you from doing your job?
The questions are meant to help steer and guide the team members in the right direction and keep the project on track.

'''Sprint Retrospective and Sprint Review Meeting'''
After every sprint period, a sprint retrospective is conducted. This allows the team to determine what was done right and what should be changed for future sprints. It is a way of acknowledging the individuals and the team’s efforts in an informal way. scrum</ref>.

== '''Limitations – and the Right Conditions for Agile''' ==
Agile presents some new opportunities for managing projects, programs, and portfolios. It is great for situations where the complexity is big, uncertainties are many, and the project is likely to change during the execution of the work. However, using agile may not be suitable in all situations. In table 1, favorable and unfavorable situations for different conditions can be seen.
{| class="wikitable"
|+ Table 1: The Right Conditions For Agile <ref name="IWBI Standard (2017).">IWBI Standard. (2017). The WELL Building Standard. Retrieved from https://standard.wellcertified.com</ref>
!''Conditions''
!''Favorable''
!''Unfavorable''
|-
| Market Environment
| Customer preferences and solution options change frequently.
| Market conditions are stable and predictable.

|-
| Customer Involvement
| Close collaboration and rapid feedback are feasible. Customers know better what they want as the process progresses.
| Requirements are clear at the outset and will remain stable. Customers are unavailable for constant collaboration.

|-
| Innovation Type
| Problems are complex, solutions are unknown, and the scope isn’t clearly defined. Product specifications may change. Creative breakthroughs and time to market are important. Cross-functional collaboration is vital.
| Similar work has been done before, and innovators believe the solutions are clear. Detailed specifications and work plans can be forecast with confidence and should be adhered to. Problems can be solved sequentially in functional silos.

|-
| Modularity of Work
| Incremental developments have value, and customers can use them.
Work can be broken into parts and conducted in rapid, iterative cycles. Late changes are manageable.
| Customers cannot start testing parts of the product until everything is complete. Late changes are expensive or impossible.

|-
| Impact of Interim Mistakes
|They provide valuable learning.
| They may be catastrophic.
|}

As can be seen in table 1, agile shows its full potential when change is big. As a result, it is not a suitable method for maintenance, since emphasis is not on documentation. Furthermore, there is a great dependency on user involvement, the success of the project will therefore be reliant on the user’s communication skills and willingness to be involved in the development process. The number of members in one team is also a big limitation. The team should seldom be less than three and no more than nine to keep a dynamic and flexible team. <ref name="limit"> [3]Limitations of Agile Methodologies - The Agile Methodologies. (n.d.). Retrieved October 02, 2017, from https://www.umsl.edu/~sauterv/analysis/Fall2013Papers/Buric/limitations-of-agile-methodologies-1.html</ref>

== '''Annotated Bibliography''' ==
*Takeuchi, D. K., Darrell K. Rigby Jeff Sutherland Hirotaka Takeuchi, Bradley Staats and David M. Upton, & Steven Spear H. Kent Bowen. (2017, March 21). Embracing Agile. Retrieved September 22, 2017, from https://hbr.org/2016/05/embracing-agile
Provides an overview of the basics of what agile encompasses as well why agile should be utilized more in project management.

== '''References''' ==
*Takeuchi, D. K., Darrell K. Rigby Jeff Sutherland Hirotaka Takeuchi, Bradley Staats and David M. Upton, & Steven Spear H. Kent Bowen. (2017, March 21). Embracing Agile. Retrieved September 22, 2017, from https://hbr.org/2016/05/embracing-agile

<references/>

Agile Methodology

2017-10-02T17:00:52Z

SophieEmilie:

[[Category:''Agile Methodology'']]
Increasing the success rate for projects have been a priority for as long as projects have been around. Concurrently with projects in a corporate setting became more structured, so did the search for better project management strategies and methods. Agile methodology originally developed its popularity within the software development industry. Over the past 25 to 30 years the method helped the software and IT industry increase their productivity and success rate. The rugby metaphors surrounding agile have their origin in the manufacturing industry. <ref name="tak">Takeuchi, I. N. (2016, June 08). The Big Idea: The Wise Leader. Retrieved October 01, 2017, from https://hbr.org/2011/05/the-big-idea-the-wise-leader </ref>. Today, agile is spreading to other fields and industries. Agile methodology in project management focuses on incremental and continuous improvements. Flexibility in scope, team dynamics and inputs, as well as, producing quality results are essential to the foundation of agile. The method consists of a manifesto and as well as 12 principles. This article will look at how agile methodology gained its popularity, how to apply it in practice with focus on scrum, and what to be aware of when utilizing this method.

== '''Big Idea''' ==
Today, most projects are everchanging, thus flexibility in the development process is of still higher importance. Agile helps foster managing of projects, programs, and portfolios in a flexible and collaborative way. It permits fast changes and pivots if need be. One of the perhaps most used aspects of agile is scrum. Scrum is rigid way of organizing project, programs, and portfolios, while still allowing for great flexibility in the managing process. The usage of scrum naturally grew within the software development industry. Software development requires almost endless iterations, which is why agile is a perfect match. The diffusion of agile into other industries during the past 25 to 30 years is due to its success in the software industry and the lack of room for failed in other industries. <ref name="design">Ulrich, K. T., & Eppinger, S. D. (2016). Product design and development. New York, NY: McGraw-Hill Education </ref>.
Even though the overall principles of agile are firmly defined, the execution of the method within companies has many shapes. This is both a result of project managers adapting the method to fit their way of running project, but perhaps more often due to confusion as to what exactly agile covers. This is understandable as even the literature does not always agree. E.g. lean is mostly considered its own methodology, however, occasionally it is thought to be one method under the umbrella term, agile.
{{#ev:youtube|https://www.youtube.com/watch?v=Z9QbYZh1YXY|300|right| Mark Shead - What is Agile?|frame}}
But why is agile gaining popularity amongst project managers especially?
*Faster feedback cycle
*Constant change
*Problems are identified early
*Flexible prioritization
*High potential for customer satisfaction
*Benefits of your labor is recognized sooner
*Free commitment and accountability measurement
*No Need to Waste Time Creating and Adjusting Detailed Project Plans
*It Gives Your Team Purpose

'''Why is the agile methodology important?'''

== '''Application''' ==
Although agile methodology is generally viewed as one methodology it consists of multiple practical approaches or sub-methods. Focus will be on the application of the framework called scrum, mainly in a project management setting. In practice, the execution of agile in projects is done by diving projects into smaller parts, known as sprints. A sprint-period typically lasts from 1 to 4 weeks. During each sprint, daily scrum meetings are held.
In figure 1 an overview of the scrum can be seen. Cohn, M. (n.d.). <ref name="scrum">Scrum Overview: Agile Software Development. Retrieved October 02, 2017, from https://www.mountaingoatsoftware.com/agile/scrum/resources/overview </ref>.

[[File:Scrum_overview.png|thumb|upright=3.0|Figure 1 – Scrum overview<ref name="scrum"/>]]

=== '''Agile Vocabulary''' ===
The agile methodology based its terminology on rugby expressions, using words such as scrum. It consists of several different terms and expression, however, some of the most common ones are mentioned and explained below.

'''Product Owner'''
The product owner is an extension of the customers. The product owner is responsible for the product backlog and have authority to change the product along the way. The product owner will typically be from the product management or marketing department, but can also be one of the key stakeholders or key users of the product.

'''Team or Scrum Team'''
The team usually contain between five and nine team members. There can be hundreds of scrum teams and scrum projects within large corporations. However, it is also possible to have a scrum ‘team’ consisting of only one person. The scrum teams are the backbone of the development and execution of the project. The team can be diverse, coming from several different departments, or it can be a focused team, e.g. only software developers. The preferred combination will depend on the situation at hand. However, when utilizing scrum, the team members collectively agree on a set of tasks to be completed within the next sprint. This enforce the team feeling, due to reaching the tasks are a common goal.

'''Product Backlog'''
The product backlog is an overview of all the tasks regarding the desired features or changes to the product that is left to be done. It is important that the backlog is up to date and prioritized at all times. The product backlog will be prioritized according to what the team, scrum master, and especially the product owner wants done first.

'''Sprint Backlog Meeting or Sprint Planning Meeting'''
In order to plan the coming sprint a meeting is held at the beginning of each sprint. The product owner will present the items from the product backlog with the highest priority. The scrum team will then select the number of tasks they can realistically finish before the start of the next sprint. The next process is to move the items from the product backlog into a sprint backlog.

'''Sprint Backlog '''
The sprint backlog is similar to the product backlog. However, the sprint backlog is only concerned with what the team is supposed to work on during the current sprint. It is also more detailed than the backlog.

'''Scrum Master'''
The scrum master is the voice of the team. He is the protector of the team and his job is to keep the team as productive as possible by helping where needed and by removing obstacles standing in the way for the team’s productivity. The scrum master will also assist the team members in using the scrum process.

'''Sprints'''
Sprints are typically 1 to 4 weeks periods. During the sprint, the team works on solving the problems in the sprint backlog.

'''Scrum'''
Scrums are 24-hour periods. The team has daily scrum meetings where all team members answer the following three questions.
* What did you accomplish since the last meeting?
* What are you working on until next meeting?
* What is getting in your way or keeping you from doing your job?
The questions are meant to help steer and guide the team members in the right direction and keep the project on track.

'''Sprint Retrospective and Sprint Review Meeting'''
After every sprint period, a sprint retrospective is conducted. This allows the team to determine what was done right and what should be changed for future sprints. It is a way of acknowledging the individuals and the team’s efforts in an informal way. scrum</ref>.

== '''Limitations – and the Right Conditions for Agile''' ==
Agile presents some new opportunities for managing projects, programs, and portfolios. It is great for situations where the complexity is big, uncertainties are many, and the project is likely to change during the execution of the work. However, using agile may not be suitable in all situations. In table 1, favorable and unfavorable situations for different conditions can be seen.
{| class="wikitable"
|+ Table 1: The Right Conditions For Agile <ref name="IWBI Standard (2017).">IWBI Standard. (2017). The WELL Building Standard. Retrieved from https://standard.wellcertified.com</ref>
!''Conditions''
!'’Favorable''
!’’Unfavorable’’
|-
| Market Environment
| Customer preferences and solution options change frequently.
| Market conditions are stable and predictable.

|-
| Customer Involvement
| Close collaboration and rapid feedback are feasible. Customers know better what they want as the process progresses.
| Requirements are clear at the outset and will remain stable. Customers are unavailable for constant collaboration.

|-
| Innovation Type
| Problems are complex, solutions are unknown, and the scope isn’t clearly defined. Product specifications may change. Creative breakthroughs and time to market are important. Cross-functional collaboration is vital.
| Similar work has been done before, and innovators believe the solutions are clear. Detailed specifications and work plans can be forecast with confidence and should be adhered to. Problems can be solved sequentially in functional silos.

|-
| Modularity of Work
| Incremental developments have value, and customers can use them.
Work can be broken into parts and conducted in rapid, iterative cycles. Late changes are manageable.
| Customers cannot start testing parts of the product until everything is complete. Late changes are expensive or impossible.

|-
| Impact of Interim Mistakes
|They provide valuable learning.
| They may be catastrophic.
|}

As can be seen in table 1, agile shows its full potential when change is big. As a result, it is not a suitable method for maintenance, since emphasis is not on documentation. Furthermore, there is a great dependency on user involvement, the success of the project will therefore be reliant on the user’s communication skills and willingness to be involved in the development process. The number of members in one team is also a big limitation. The team should seldom be less than three and no more than nine to keep a dynamic and flexible team. <ref name="limit"> [3]Limitations of Agile Methodologies - The Agile Methodologies. (n.d.). Retrieved October 02, 2017, from https://www.umsl.edu/~sauterv/analysis/Fall2013Papers/Buric/limitations-of-agile-methodologies-1.html</ref>

== '''Annotated Bibliography''' ==
*Takeuchi, D. K., Darrell K. Rigby Jeff Sutherland Hirotaka Takeuchi, Bradley Staats and David M. Upton, & Steven Spear H. Kent Bowen. (2017, March 21). Embracing Agile. Retrieved September 22, 2017, from https://hbr.org/2016/05/embracing-agile
Provides an overview of the basics of what agile encompasses as well why agile should be utilized more in project management.

== '''References''' ==
*Takeuchi, D. K., Darrell K. Rigby Jeff Sutherland Hirotaka Takeuchi, Bradley Staats and David M. Upton, & Steven Spear H. Kent Bowen. (2017, March 21). Embracing Agile. Retrieved September 22, 2017, from https://hbr.org/2016/05/embracing-agile

<references/>

Agile Methodology

2017-09-22T12:03:56Z

SophieEmilie:

[[Category:''Agile Methodology'']]

Agile methodology in project management focuses on incremental and continuous improvements. Flexibility in scope, team dynamics and inputs, as well as, producing quality results is essential to agile. Agile methodology consists of a manifesto and as well as 12 principles. Agile methodology developed its popularity within the software development industry. Over the past 25 to 30 years agile methods helped the software and IT industry increase the productivity and success rate. Today, agile is spreading to other fields and industries.
The execution of agile in projects is done by diving projects into smaller parts, known as sprints. A sprint-period typically lasts from 1 to 4 weeks. During each sprint, daily scrum meetings are held.

== '''Introduction''' ==
Agile and scrum is a method for managing projects, programs, and portfolios in a flexible and collaborative way. It permits fast changes and pivots if need be.
But why is agile gaining popularity amongst project managers especially?

'''Faster feedback cycle'''

'''Constant change'''

'''Problems are identified early'''

'''Flexible prioritization'''

'''High potential for customer satisfaction'''

'''Benefits of your labor is recognized sooner'''

''' Free commitment and accountability measurement'''

'''No Need to Waste Time Creating and Adjusting Detailed Project Plans'''

'''It Gives Your Team Purpose '''

{{#ev:youtube|https://www.youtube.com/watch?v=Z9QbYZh1YXY|300|right| Mark Shead - What is Agile?|frame}}

== Why is the agile methodology important?==

== '''Big Idea''' ==

=== '''Agile Vocabulary''' ===
The agile methodology based its terminology on rugby expressions, using words such as scrum. Agile consists of many different terms, however, some of the most import ones are mentioned and explained below.

==== '''Product Owner''' ====
The product owner is an extension of the customers. The product owner is responsible for the product backlog and have authority to change the product along the way.

==== '''Team''' ====

...
==== '''Product Backlog''' ====
The product backlog is an overview of all the tasks on the product that is left to be done. It is important that the backlog is up to date and prioritized at all times.

==== '''Sprint Backlog Meeting''' ====

...

==== '''Sprint Backlog ''' ====
The sprint backlog is similar to the product backlog. However, the sprint backlog is only concerned with what the team is supposed to work on during the current sprint. It is also more detailed than the backlog.

==== '''Scrum Master''' ====
The scrum master is the voice of the team.

==== '''Sprints''' ====
Sprints are typically 1 to 4 weeks periods. During the sprint the team works on solving the problems in the sprint backlog.

=== '''Scrum''' ===
Scrums are 24-hour periods. The team has daily scrum meetings where all team members answer the following three questions.
* What did you accomplish since the last meeting?
* What are you working on until next meeting?
* What is getting in your way or keeping you from doing your job?

=== '''Sprint Retrospective''' ===
After every sprint period, a sprint retrospective is conducted. This allows the team to determine what was done right and what should be changed for future sprints.

== '''Application''' ==

== '''The Right Conditions for Agile''' ==

Agile presents some new opportunities for managing projects, programs, and portfolios. Agile is great for situations where the complexity is big, uncertainties are many, and the project is likely to change during the execution of the work. However, using agile may not be suitable in all situations.

{| class="wikitable"
|+ Table 1: The Right Conditions For Agile <ref name="IWBI Standard (2017).">IWBI Standard. (2017).The WELL Building Standard. Retrieved from https://standard.wellcertified.com/</ref>
!''Conditions''
!'’Favorable''
!’’Unfavorable’’
|-
| Market Environment
| Customer preferences and solution options change frequently.
| Market conditions are stable and predictable.

|-
| Customer Involvement
| Close collaboration and rapid feedback are feasible. Customers know better what they want as the process progresses.
| Requirements are clear at the outset and will remain stable. Customers are unavailable for constant collaboration.

|-
| Innovation Type
| Problems are complex, solutions are unknown, and the scope isn’t clearly defined. Product specifications may change. Creative breakthroughs and time to market are important. Cross-functional collaboration is vital.
| Similar work has been done before, and innovators believe the solutions are clear. Detailed specifications and work plans can be forecast with confidence and should be adhered to. Problems can be solved sequentially in functional silos.

|-
| Modularity of Work
| Incremental developments have value, and customers can use them.
Work can be broken into parts and conducted in rapid, iterative cycles. Late changes are manageable.
| Customers cannot start testing parts of the product until everything is complete. Late changes are expensive or impossible.

|-
| Impact of Interim Mistakes
|They provide valuable learning.
| They may be catastrophic.
|}

== '''Limitations''' ==

== '''Annotated Bibliography''' ==
*Takeuchi, D. K., Darrell K. Rigby Jeff Sutherland Hirotaka Takeuchi, Bradley Staats and David M. Upton, & Steven Spear H. Kent Bowen. (2017, March 21). Embracing Agile. Retrieved September 22, 2017, from https://hbr.org/2016/05/embracing-agile
Provides an overview of the basics of what agile encompasses as well why agile should be utilized more in project management.

== '''References''' ==
<references/>

== '''Annotated Bibliography''' ==

*Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.

Provides a focused perspective on the role of people involved in construction, especially on project management. One of its approaches is the quality of conformance to requirements, not only product related but also process related. To reach this conformance, quality management systems are used, thus Winch explains further and in detail the different systems that exist. It also provides some Case Studies where the theory is made clear by using real-life examples.

*Arthur, B. (2017). The Difference between Quality Assurance and Quality Control. Retrieved from https://www.dialog.com.au/open-dialog/the-difference-between-quality-assurance-and-quality-control/

Describes the characteristics of Quality Assurance and Quality Control, and explains the connection and differences between both. They are considered to be strategies applied at different stages of the project, and Arthur describes this in a very clear way. It also discusses the benefits of applying these strategies at the right moment.

*LEED, U. G. (2017). Leadership in Energy and Environmental Design. Retrieved from http://leed.usgbc.org/leed.html

Shows a very detailed overview of the LEED Certification, including its meaning, the reasons to and benefits from choosing LEED, the people that should be involved in the project, categories, steps to follow and more. It serves as a good introduction to the certification and further information can be found in the different sections of type of certified buildings.

*IWBI. (2017). The WELL Certification Guidebook. New York

Guides the user through all the steps that are to be followed to get the WELL certification. It dives into the Project Team’s roles, the documentation requirements, performance verification and the final report. It allows the reader to have a clear picture of how to achieve the award and continue with the health engagement in the future.

== '''References''' ==

<references/>
Among the systems of Quality Assurance to identify the procedures of quality management, the third-party ones have now been proven to be the best practice as they follow international standards such as ISO. These systems consist of independent parties that certify the quality of a building. Thus, many independent third parties such as LEED and WELL have emerged in the last 15 years. These certifications are based on [[Sustainability in Construction]] and aim to increase the number of sustainable buildings in the world.

LEED certification provides independent verification of a building or neighborhood’s green features, allowing for the design, construction, operation and maintenance of resource-efficient, high-performing, healthy, cost-effective buildings <ref name="LEED, 2017">LEED, U. G. (2017). Leadership in Energy and Environmental Design. Retrieved from http://leed.usgbc.org/leed.html</ref>.

On the other hand, WELL is a performance-based system for measuring, certifying, and monitoring features of the built environment that impact human health and wellbeing, through air, water, nourishment, light, fitness, comfort, and mind. <ref name="Knox, 2015">Knox, N. (2015). WELL Building Standard. U.S. Green Building Council. Retrieved from http://www.usgbc.org/articles/what-well</ref>.

[[File:Figure_1._Professional_System_Diagram.jpg|thumb|left|250px|Figure 1: Professional System Diagram <ref name="Winch, G. M. (2010)">Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.</ref>]]

{| class="wikitable"
|+ Table 1: WELL’s Score Table <ref name="IWBI Standard (2017).">IWBI Standard. (2017).The WELL Building Standard. Retrieved from https://standard.wellcertified.com/</ref>
!''Concept''
!''Preconditions Applicable''
!''Preconditions Achieved''
!''Optimizations Achieved''
!''Optimizations Achieved''
!''Concept Scores''
|-
| Air
| 12
| 12
| 17
| 3
| 5

|-
| Water
| 5
| 5
| 3
| 0
| 5

|-
| Nourishment
| 8
| 8
| 7
| 6
| 9

|-
| Light
| 4
| 4
| 7
| 2
| 6

|-
| Fitness
| 2
| 2
| 6
| 3
| 7

|-
| Comfort
| 5
| 5
| 7
| 2
| 6

|-
| Mind
| 5
| 5
| 12
| 12
| 10

|-
| '''Total'''
| '''41'''
| '''41'''
| '''59'''
| '''29'''
| '''7'''
|}

Quality can be defined as “the degree to which a set of inherent characteristics fulfils requirements” <ref name="Winch, G. M. (2010)">Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.</ref>. One of the objectives of the Quality Management Systems is to make clear that non-conformance in a product is somebody’s fault. Thus, workers are encouraged, reward-based, to take responsibility when achieving high quality.
There are four main basic approaches to make sure that high quality has been reached and these act as a complement rather than as an alternative:
* ''Inspection'': physical check.
* ''Quality Control (QC)'': management control techniques.
* ''Quality Assurance (QA)'': externally accredited procedures.
* ''Total Quality Management'': continuous process improvement.

Agile Methodology

2017-09-22T12:02:58Z

SophieEmilie:

[[Category:''Agile Methodology'']]

Agile methodology in project management focuses on incremental and continuous improvements. Flexibility in scope, team dynamics and inputs, as well as, producing quality results is essential to agile. Agile methodology consists of a manifesto and as well as 12 principles. Agile methodology developed its popularity within the software development industry. Over the past 25 to 30 years agile methods helped the software and IT industry increase the productivity and success rate. Today, agile is spreading to other fields and industries.
The execution of agile in projects is done by diving projects into smaller parts, known as sprints. A sprint-period typically lasts from 1 to 4 weeks. During each sprint, daily scrum meetings are held.

== '''Introduction''' ==
Agile and scrum is a method for managing projects, programs, and portfolios in a flexible and collaborative way. It permits fast changes and pivots if need be.
But why is agile gaining popularity amongst project managers especially?
'''Faster feedback cycle'''
'''Constant change'''
'''Problems are identified early'''
'''Flexible prioritization'''
'''High potential for customer satisfaction'''
'''Benefits of your labor is recognized sooner'''
''' Free commitment and accountability measurement'''
'''No Need to Waste Time Creating and Adjusting Detailed Project Plans'''
'''It Gives Your Team Purpose '''

{{#ev:youtube|https://www.youtube.com/watch?v=Z9QbYZh1YXY|300|right| Mark Shead - What is Agile?|frame}}

== Why is the agile methodology important?==

== '''Big Idea''' ==

=== '''Agile Vocabulary''' ===
The agile methodology based its terminology on rugby expressions, using words such as scrum. Agile consists of many different terms, however, some of the most import ones are mentioned and explained below.

==== '''Product Owner''' ====
The product owner is an extension of the customers. The product owner is responsible for the product backlog and have authority to change the product along the way.

==== '''Team''' ====

...
==== '''Product Backlog''' ====
The product backlog is an overview of all the tasks on the product that is left to be done. It is important that the backlog is up to date and prioritized at all times.

==== '''Sprint Backlog Meeting''' ====

...

==== '''Sprint Backlog ''' ====
The sprint backlog is similar to the product backlog. However, the sprint backlog is only concerned with what the team is supposed to work on during the current sprint. It is also more detailed than the backlog.

==== '''Scrum Master''' ====
The scrum master is the voice of the team.

==== '''Sprints''' ====
Sprints are typically 1 to 4 weeks periods. During the sprint the team works on solving the problems in the sprint backlog.

=== '''Scrum''' ===
Scrums are 24-hour periods. The team has daily scrum meetings where all team members answer the following three questions.
* What did you accomplish since the last meeting?
* What are you working on until next meeting?
* What is getting in your way or keeping you from doing your job?

=== '''Sprint Retrospective''' ===
After every sprint period, a sprint retrospective is conducted. This allows the team to determine what was done right and what should be changed for future sprints.

== '''Application''' ==

== '''The Right Conditions for Agile''' ==

Agile presents some new opportunities for managing projects, programs, and portfolios. Agile is great for situations where the complexity is big, uncertainties are many, and the project is likely to change during the execution of the work. However, using agile may not be suitable in all situations.

{| class="wikitable"
|+ Table 1: The Right Conditions For Agile <ref name="IWBI Standard (2017).">IWBI Standard. (2017).The WELL Building Standard. Retrieved from https://standard.wellcertified.com/</ref>
!''Conditions''
!'’Favorable''
!’’Unfavorable’’
|-
| Market Environment
| Customer preferences and solution options change frequently.
| Market conditions are stable and predictable.

|-
| Customer Involvement
| Close collaboration and rapid feedback are feasible. Customers know better what they want as the process progresses.
| Requirements are clear at the outset and will remain stable. Customers are unavailable for constant collaboration.

|-
| Innovation Type
| Problems are complex, solutions are unknown, and the scope isn’t clearly defined. Product specifications may change. Creative breakthroughs and time to market are important. Cross-functional collaboration is vital.
| Similar work has been done before, and innovators believe the solutions are clear. Detailed specifications and work plans can be forecast with confidence and should be adhered to. Problems can be solved sequentially in functional silos.

|-
| Modularity of Work
| Incremental developments have value, and customers can use them.
Work can be broken into parts and conducted in rapid, iterative cycles. Late changes are manageable.
| Customers cannot start testing parts of the product until everything is complete. Late changes are expensive or impossible.

|-
| Impact of Interim Mistakes
|They provide valuable learning.
| They may be catastrophic.
|}

== '''Limitations''' ==

== '''Annotated Bibliography''' ==
*Takeuchi, D. K., Darrell K. Rigby Jeff Sutherland Hirotaka Takeuchi, Bradley Staats and David M. Upton, & Steven Spear H. Kent Bowen. (2017, March 21). Embracing Agile. Retrieved September 22, 2017, from https://hbr.org/2016/05/embracing-agile
Provides an overview of the basics of what agile encompasses as well why agile should be utilized more in project management.

== '''References''' ==
<references/>

== '''Annotated Bibliography''' ==

*Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.

Provides a focused perspective on the role of people involved in construction, especially on project management. One of its approaches is the quality of conformance to requirements, not only product related but also process related. To reach this conformance, quality management systems are used, thus Winch explains further and in detail the different systems that exist. It also provides some Case Studies where the theory is made clear by using real-life examples.

*Arthur, B. (2017). The Difference between Quality Assurance and Quality Control. Retrieved from https://www.dialog.com.au/open-dialog/the-difference-between-quality-assurance-and-quality-control/

Describes the characteristics of Quality Assurance and Quality Control, and explains the connection and differences between both. They are considered to be strategies applied at different stages of the project, and Arthur describes this in a very clear way. It also discusses the benefits of applying these strategies at the right moment.

*LEED, U. G. (2017). Leadership in Energy and Environmental Design. Retrieved from http://leed.usgbc.org/leed.html

Shows a very detailed overview of the LEED Certification, including its meaning, the reasons to and benefits from choosing LEED, the people that should be involved in the project, categories, steps to follow and more. It serves as a good introduction to the certification and further information can be found in the different sections of type of certified buildings.

*IWBI. (2017). The WELL Certification Guidebook. New York

Guides the user through all the steps that are to be followed to get the WELL certification. It dives into the Project Team’s roles, the documentation requirements, performance verification and the final report. It allows the reader to have a clear picture of how to achieve the award and continue with the health engagement in the future.

== '''References''' ==

<references/>
Among the systems of Quality Assurance to identify the procedures of quality management, the third-party ones have now been proven to be the best practice as they follow international standards such as ISO. These systems consist of independent parties that certify the quality of a building. Thus, many independent third parties such as LEED and WELL have emerged in the last 15 years. These certifications are based on [[Sustainability in Construction]] and aim to increase the number of sustainable buildings in the world.

LEED certification provides independent verification of a building or neighborhood’s green features, allowing for the design, construction, operation and maintenance of resource-efficient, high-performing, healthy, cost-effective buildings <ref name="LEED, 2017">LEED, U. G. (2017). Leadership in Energy and Environmental Design. Retrieved from http://leed.usgbc.org/leed.html</ref>.

On the other hand, WELL is a performance-based system for measuring, certifying, and monitoring features of the built environment that impact human health and wellbeing, through air, water, nourishment, light, fitness, comfort, and mind. <ref name="Knox, 2015">Knox, N. (2015). WELL Building Standard. U.S. Green Building Council. Retrieved from http://www.usgbc.org/articles/what-well</ref>.

[[File:Figure_1._Professional_System_Diagram.jpg|thumb|left|250px|Figure 1: Professional System Diagram <ref name="Winch, G. M. (2010)">Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.</ref>]]

{| class="wikitable"
|+ Table 1: WELL’s Score Table <ref name="IWBI Standard (2017).">IWBI Standard. (2017).The WELL Building Standard. Retrieved from https://standard.wellcertified.com/</ref>
!''Concept''
!''Preconditions Applicable''
!''Preconditions Achieved''
!''Optimizations Achieved''
!''Optimizations Achieved''
!''Concept Scores''
|-
| Air
| 12
| 12
| 17
| 3
| 5

|-
| Water
| 5
| 5
| 3
| 0
| 5

|-
| Nourishment
| 8
| 8
| 7
| 6
| 9

|-
| Light
| 4
| 4
| 7
| 2
| 6

|-
| Fitness
| 2
| 2
| 6
| 3
| 7

|-
| Comfort
| 5
| 5
| 7
| 2
| 6

|-
| Mind
| 5
| 5
| 12
| 12
| 10

|-
| '''Total'''
| '''41'''
| '''41'''
| '''59'''
| '''29'''
| '''7'''
|}

Quality can be defined as “the degree to which a set of inherent characteristics fulfils requirements” <ref name="Winch, G. M. (2010)">Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.</ref>. One of the objectives of the Quality Management Systems is to make clear that non-conformance in a product is somebody’s fault. Thus, workers are encouraged, reward-based, to take responsibility when achieving high quality.
There are four main basic approaches to make sure that high quality has been reached and these act as a complement rather than as an alternative:
* ''Inspection'': physical check.
* ''Quality Control (QC)'': management control techniques.
* ''Quality Assurance (QA)'': externally accredited procedures.
* ''Total Quality Management'': continuous process improvement.

Agile Methodology

2017-09-22T12:01:55Z

SophieEmilie:

[[Category:''Agile Methodology'']]

Agile methodology in project management focuses on incremental and continuous improvements. Flexibility in scope, team dynamics and inputs, as well as, producing quality results is essential to agile. Agile methodology consists of a manifesto and as well as 12 principles. Agile methodology developed its popularity within the software development industry. Over the past 25 to 30 years agile methods helped the software and IT industry increase the productivity and success rate. Today, agile is spreading to other fields and industries.
The execution of agile in projects is done by diving projects into smaller parts, known as sprints. A sprint-period typically lasts from 1 to 4 weeks. During each sprint, daily scrum meetings are held.

== '''Introduction''' ==
Agile and scrum is a method for managing projects, programs, and portfolios in a flexible and collaborative way. It permits fast changes and pivots if need be.
But why is agile gaining popularity amongst project managers especially?
===='''Faster feedback cycle'''====
===='''Constant change'''====
===='''Problems are identified early'''====
===='''Flexible prioritization'''====
===='''High potential for customer satisfaction'''====
===='''Benefits of your labor is recognized sooner'''====
====''' Free commitment and accountability measurement'''====
===='''No Need to Waste Time Creating and Adjusting Detailed Project Plans'''====
===='''It Gives Your Team Purpose ''' ====

{{#ev:youtube|https://www.youtube.com/watch?v=Z9QbYZh1YXY|300|right| Mark Shead - What is Agile?|frame}}

== Why is the agile methodology important?==

== '''Big Idea''' ==

=== '''Agile Vocabulary''' ===
The agile methodology based its terminology on rugby expressions, using words such as scrum. Agile consists of many different terms, however, some of the most import ones are mentioned and explained below.

==== '''Product Owner''' ====
The product owner is an extension of the customers. The product owner is responsible for the product backlog and have authority to change the product along the way.

==== '''Team''' ====

...
==== '''Product Backlog''' ====
The product backlog is an overview of all the tasks on the product that is left to be done. It is important that the backlog is up to date and prioritized at all times.

==== '''Sprint Backlog Meeting''' ====

...

==== '''Sprint Backlog ''' ====
The sprint backlog is similar to the product backlog. However, the sprint backlog is only concerned with what the team is supposed to work on during the current sprint. It is also more detailed than the backlog.

==== '''Scrum Master''' ====
The scrum master is the voice of the team.

==== '''Sprints''' ====
Sprints are typically 1 to 4 weeks periods. During the sprint the team works on solving the problems in the sprint backlog.

=== '''Scrum''' ===
Scrums are 24-hour periods. The team has daily scrum meetings where all team members answer the following three questions.
* What did you accomplish since the last meeting?
* What are you working on until next meeting?
* What is getting in your way or keeping you from doing your job?

=== '''Sprint Retrospective''' ===
After every sprint period, a sprint retrospective is conducted. This allows the team to determine what was done right and what should be changed for future sprints.

== '''Application''' ==

== '''The Right Conditions for Agile''' ==

Agile presents some new opportunities for managing projects, programs, and portfolios. Agile is great for situations where the complexity is big, uncertainties are many, and the project is likely to change during the execution of the work. However, using agile may not be suitable in all situations.

{| class="wikitable"
|+ Table 1: The Right Conditions For Agile <ref name="IWBI Standard (2017).">IWBI Standard. (2017).The WELL Building Standard. Retrieved from https://standard.wellcertified.com/</ref>
!''Conditions''
!'’Favorable''
!’’Unfavorable’’
|-
| Market Environment
| Customer preferences and solution options change frequently.
| Market conditions are stable and predictable.

|-
| Customer Involvement
| Close collaboration and rapid feedback are feasible. Customers know better what they want as the process progresses.
| Requirements are clear at the outset and will remain stable. Customers are unavailable for constant collaboration.

|-
| Innovation Type
| Problems are complex, solutions are unknown, and the scope isn’t clearly defined. Product specifications may change. Creative breakthroughs and time to market are important. Cross-functional collaboration is vital.
| Similar work has been done before, and innovators believe the solutions are clear. Detailed specifications and work plans can be forecast with confidence and should be adhered to. Problems can be solved sequentially in functional silos.

|-
| Modularity of Work
| Incremental developments have value, and customers can use them.
Work can be broken into parts and conducted in rapid, iterative cycles. Late changes are manageable.
| Customers cannot start testing parts of the product until everything is complete. Late changes are expensive or impossible.

|-
| Impact of Interim Mistakes
|They provide valuable learning.
| They may be catastrophic.
|}

== '''Limitations''' ==

== '''Annotated Bibliography''' ==
*Takeuchi, D. K., Darrell K. Rigby Jeff Sutherland Hirotaka Takeuchi, Bradley Staats and David M. Upton, & Steven Spear H. Kent Bowen. (2017, March 21). Embracing Agile. Retrieved September 22, 2017, from https://hbr.org/2016/05/embracing-agile
Provides an overview of the basics of what agile encompasses as well why agile should be utilized more in project management.

== '''References''' ==
<references/>

== '''Annotated Bibliography''' ==

*Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.

Provides a focused perspective on the role of people involved in construction, especially on project management. One of its approaches is the quality of conformance to requirements, not only product related but also process related. To reach this conformance, quality management systems are used, thus Winch explains further and in detail the different systems that exist. It also provides some Case Studies where the theory is made clear by using real-life examples.

*Arthur, B. (2017). The Difference between Quality Assurance and Quality Control. Retrieved from https://www.dialog.com.au/open-dialog/the-difference-between-quality-assurance-and-quality-control/

Describes the characteristics of Quality Assurance and Quality Control, and explains the connection and differences between both. They are considered to be strategies applied at different stages of the project, and Arthur describes this in a very clear way. It also discusses the benefits of applying these strategies at the right moment.

*LEED, U. G. (2017). Leadership in Energy and Environmental Design. Retrieved from http://leed.usgbc.org/leed.html

Shows a very detailed overview of the LEED Certification, including its meaning, the reasons to and benefits from choosing LEED, the people that should be involved in the project, categories, steps to follow and more. It serves as a good introduction to the certification and further information can be found in the different sections of type of certified buildings.

*IWBI. (2017). The WELL Certification Guidebook. New York

Guides the user through all the steps that are to be followed to get the WELL certification. It dives into the Project Team’s roles, the documentation requirements, performance verification and the final report. It allows the reader to have a clear picture of how to achieve the award and continue with the health engagement in the future.

== '''References''' ==

<references/>
Among the systems of Quality Assurance to identify the procedures of quality management, the third-party ones have now been proven to be the best practice as they follow international standards such as ISO. These systems consist of independent parties that certify the quality of a building. Thus, many independent third parties such as LEED and WELL have emerged in the last 15 years. These certifications are based on [[Sustainability in Construction]] and aim to increase the number of sustainable buildings in the world.

LEED certification provides independent verification of a building or neighborhood’s green features, allowing for the design, construction, operation and maintenance of resource-efficient, high-performing, healthy, cost-effective buildings <ref name="LEED, 2017">LEED, U. G. (2017). Leadership in Energy and Environmental Design. Retrieved from http://leed.usgbc.org/leed.html</ref>.

On the other hand, WELL is a performance-based system for measuring, certifying, and monitoring features of the built environment that impact human health and wellbeing, through air, water, nourishment, light, fitness, comfort, and mind. <ref name="Knox, 2015">Knox, N. (2015). WELL Building Standard. U.S. Green Building Council. Retrieved from http://www.usgbc.org/articles/what-well</ref>.

[[File:Figure_1._Professional_System_Diagram.jpg|thumb|left|250px|Figure 1: Professional System Diagram <ref name="Winch, G. M. (2010)">Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.</ref>]]

{| class="wikitable"
|+ Table 1: WELL’s Score Table <ref name="IWBI Standard (2017).">IWBI Standard. (2017).The WELL Building Standard. Retrieved from https://standard.wellcertified.com/</ref>
!''Concept''
!''Preconditions Applicable''
!''Preconditions Achieved''
!''Optimizations Achieved''
!''Optimizations Achieved''
!''Concept Scores''
|-
| Air
| 12
| 12
| 17
| 3
| 5

|-
| Water
| 5
| 5
| 3
| 0
| 5

|-
| Nourishment
| 8
| 8
| 7
| 6
| 9

|-
| Light
| 4
| 4
| 7
| 2
| 6

|-
| Fitness
| 2
| 2
| 6
| 3
| 7

|-
| Comfort
| 5
| 5
| 7
| 2
| 6

|-
| Mind
| 5
| 5
| 12
| 12
| 10

|-
| '''Total'''
| '''41'''
| '''41'''
| '''59'''
| '''29'''
| '''7'''
|}

Quality can be defined as “the degree to which a set of inherent characteristics fulfils requirements” <ref name="Winch, G. M. (2010)">Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.</ref>. One of the objectives of the Quality Management Systems is to make clear that non-conformance in a product is somebody’s fault. Thus, workers are encouraged, reward-based, to take responsibility when achieving high quality.
There are four main basic approaches to make sure that high quality has been reached and these act as a complement rather than as an alternative:
* ''Inspection'': physical check.
* ''Quality Control (QC)'': management control techniques.
* ''Quality Assurance (QA)'': externally accredited procedures.
* ''Total Quality Management'': continuous process improvement.

Agile Methodology

2017-09-22T12:00:39Z

SophieEmilie:

[[Category:''Agile Methodology'']]

Agile methodology in project management focuses on incremental and continuous improvements. Flexibility in scope, team dynamics and inputs, as well as, producing quality results is essential to agile. Agile methodology consists of a manifesto and as well as 12 principles. Agile methodology developed its popularity within the software development industry. Over the past 25 to 30 years agile methods helped the software and IT industry increase the productivity and success rate. Today, agile is spreading to other fields and industries.
The execution of agile in projects is done by diving projects into smaller parts, known as sprints. A sprint-period typically lasts from 1 to 4 weeks. During each sprint, daily scrum meetings are held.

== '''Introduction''' ==
Agile and scrum is a method for managing projects, programs, and portfolios in a flexible and collaborative way. It permits fast changes and pivots if need be.
But why is agile gaining popularity amongst project managers especially?
====’’’Faster feedback cycle’’’====
====’’’Constant change’’’====
====’’’Problems are identified early’’’====
====’’’Flexible prioritization’’’====
====’’’High potential for customer satisfaction’’’====
====’’’Benefits of your labor is recognized sooner’’’====
====’’’ Free commitment and accountability measurement’’’====
====’’’No Need to Waste Time Creating and Adjusting Detailed Project Plans‘’’ ====
====’’’It Gives Your Team Purpose ‘’’ ====

{{#ev:youtube|https://www.youtube.com/watch?v=Z9QbYZh1YXY|300|right| Mark Shead - What is Agile?|frame}}

== Why is the agile methodology important?==

== '''Big Idea''' ==

=== '''Agile Vocabulary''' ===
The agile methodology based its terminology on rugby expressions, using words such as scrum. Agile consists of many different terms, however, some of the most import ones are mentioned and explained below.

==== '''Product Owner''' ====
The product owner is an extension of the customers. The product owner is responsible for the product backlog and have authority to change the product along the way.

==== '''Team''' ====

...
==== '''Product Backlog''' ====
The product backlog is an overview of all the tasks on the product that is left to be done. It is important that the backlog is up to date and prioritized at all times.

==== '''Sprint Backlog Meeting''' ====

...

==== '''Sprint Backlog ''' ====
The sprint backlog is similar to the product backlog. However, the sprint backlog is only concerned with what the team is supposed to work on during the current sprint. It is also more detailed than the backlog.

==== '''Scrum Master''' ====
The scrum master is the voice of the team.

==== '''Sprints''' ====
Sprints are typically 1 to 4 weeks periods. During the sprint the team works on solving the problems in the sprint backlog.

=== '''Scrum''' ===
Scrums are 24-hour periods. The team has daily scrum meetings where all team members answer the following three questions.
* What did you accomplish since the last meeting?
* What are you working on until next meeting?
* What is getting in your way or keeping you from doing your job?

=== '''Sprint Retrospective''' ===
After every sprint period, a sprint retrospective is conducted. This allows the team to determine what was done right and what should be changed for future sprints.

== '''Application''' ==

== '''The Right Conditions for Agile''' ==

Agile presents some new opportunities for managing projects, programs, and portfolios. Agile is great for situations where the complexity is big, uncertainties are many, and the project is likely to change during the execution of the work. However, using agile may not be suitable in all situations.

{| class="wikitable"
|+ Table 1: The Right Conditions For Agile <ref name="IWBI Standard (2017).">IWBI Standard. (2017).The WELL Building Standard. Retrieved from https://standard.wellcertified.com/</ref>
!''Conditions''
!'’Favorable''
!’’Unfavorable’’
|-
| Market Environment
| Customer preferences and solution options change frequently.
| Market conditions are stable and predictable.

|-
| Customer Involvement
| Close collaboration and rapid feedback are feasible. Customers know better what they want as the process progresses.
| Requirements are clear at the outset and will remain stable. Customers are unavailable for constant collaboration.

|-
| Innovation Type
| Problems are complex, solutions are unknown, and the scope isn’t clearly defined. Product specifications may change. Creative breakthroughs and time to market are important. Cross-functional collaboration is vital.
| Similar work has been done before, and innovators believe the solutions are clear. Detailed specifications and work plans can be forecast with confidence and should be adhered to. Problems can be solved sequentially in functional silos.

|-
| Modularity of Work
| Incremental developments have value, and customers can use them.
Work can be broken into parts and conducted in rapid, iterative cycles. Late changes are manageable.
| Customers cannot start testing parts of the product until everything is complete. Late changes are expensive or impossible.

|-
| Impact of Interim Mistakes
|They provide valuable learning.
| They may be catastrophic.
|}

== '''Limitations''' ==

== '''Annotated Bibliography''' ==
*Takeuchi, D. K., Darrell K. Rigby Jeff Sutherland Hirotaka Takeuchi, Bradley Staats and David M. Upton, & Steven Spear H. Kent Bowen. (2017, March 21). Embracing Agile. Retrieved September 22, 2017, from https://hbr.org/2016/05/embracing-agile
Provides an overview of the basics of what agile encompasses as well why agile should be utilized more in project management.

== '''References''' ==
<references/>

== '''Annotated Bibliography''' ==

*Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.

Provides a focused perspective on the role of people involved in construction, especially on project management. One of its approaches is the quality of conformance to requirements, not only product related but also process related. To reach this conformance, quality management systems are used, thus Winch explains further and in detail the different systems that exist. It also provides some Case Studies where the theory is made clear by using real-life examples.

*Arthur, B. (2017). The Difference between Quality Assurance and Quality Control. Retrieved from https://www.dialog.com.au/open-dialog/the-difference-between-quality-assurance-and-quality-control/

Describes the characteristics of Quality Assurance and Quality Control, and explains the connection and differences between both. They are considered to be strategies applied at different stages of the project, and Arthur describes this in a very clear way. It also discusses the benefits of applying these strategies at the right moment.

*LEED, U. G. (2017). Leadership in Energy and Environmental Design. Retrieved from http://leed.usgbc.org/leed.html

Shows a very detailed overview of the LEED Certification, including its meaning, the reasons to and benefits from choosing LEED, the people that should be involved in the project, categories, steps to follow and more. It serves as a good introduction to the certification and further information can be found in the different sections of type of certified buildings.

*IWBI. (2017). The WELL Certification Guidebook. New York

Guides the user through all the steps that are to be followed to get the WELL certification. It dives into the Project Team’s roles, the documentation requirements, performance verification and the final report. It allows the reader to have a clear picture of how to achieve the award and continue with the health engagement in the future.

== '''References''' ==

<references/>
Among the systems of Quality Assurance to identify the procedures of quality management, the third-party ones have now been proven to be the best practice as they follow international standards such as ISO. These systems consist of independent parties that certify the quality of a building. Thus, many independent third parties such as LEED and WELL have emerged in the last 15 years. These certifications are based on [[Sustainability in Construction]] and aim to increase the number of sustainable buildings in the world.

LEED certification provides independent verification of a building or neighborhood’s green features, allowing for the design, construction, operation and maintenance of resource-efficient, high-performing, healthy, cost-effective buildings <ref name="LEED, 2017">LEED, U. G. (2017). Leadership in Energy and Environmental Design. Retrieved from http://leed.usgbc.org/leed.html</ref>.

On the other hand, WELL is a performance-based system for measuring, certifying, and monitoring features of the built environment that impact human health and wellbeing, through air, water, nourishment, light, fitness, comfort, and mind. <ref name="Knox, 2015">Knox, N. (2015). WELL Building Standard. U.S. Green Building Council. Retrieved from http://www.usgbc.org/articles/what-well</ref>.

[[File:Figure_1._Professional_System_Diagram.jpg|thumb|left|250px|Figure 1: Professional System Diagram <ref name="Winch, G. M. (2010)">Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.</ref>]]

{| class="wikitable"
|+ Table 1: WELL’s Score Table <ref name="IWBI Standard (2017).">IWBI Standard. (2017).The WELL Building Standard. Retrieved from https://standard.wellcertified.com/</ref>
!''Concept''
!''Preconditions Applicable''
!''Preconditions Achieved''
!''Optimizations Achieved''
!''Optimizations Achieved''
!''Concept Scores''
|-
| Air
| 12
| 12
| 17
| 3
| 5

|-
| Water
| 5
| 5
| 3
| 0
| 5

|-
| Nourishment
| 8
| 8
| 7
| 6
| 9

|-
| Light
| 4
| 4
| 7
| 2
| 6

|-
| Fitness
| 2
| 2
| 6
| 3
| 7

|-
| Comfort
| 5
| 5
| 7
| 2
| 6

|-
| Mind
| 5
| 5
| 12
| 12
| 10

|-
| '''Total'''
| '''41'''
| '''41'''
| '''59'''
| '''29'''
| '''7'''
|}

Quality can be defined as “the degree to which a set of inherent characteristics fulfils requirements” <ref name="Winch, G. M. (2010)">Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.</ref>. One of the objectives of the Quality Management Systems is to make clear that non-conformance in a product is somebody’s fault. Thus, workers are encouraged, reward-based, to take responsibility when achieving high quality.
There are four main basic approaches to make sure that high quality has been reached and these act as a complement rather than as an alternative:
* ''Inspection'': physical check.
* ''Quality Control (QC)'': management control techniques.
* ''Quality Assurance (QA)'': externally accredited procedures.
* ''Total Quality Management'': continuous process improvement.

Agile Methodology

2017-09-22T11:29:05Z

SophieEmilie:

[[Category:''Agile Methodology'']]

Agile methodology in project management focuses on incremental and continuous improvements. Flexibility in scope, team dynamics and inputs, as well as, producing quality results is essential to agile. Agile methodology consists of a manifesto and as well as 12 principles. Agile methodology developed its popularity within the software development industry. Over the past 25 to 30 years agile methods helped the software and IT industry increase the productivity and success rate. Today, agile is spreading to other fields and industries.
The execution of agile in projects is done by diving projects into smaller parts, known as sprints. A sprint-period typically lasts from 1 to 4 weeks. During each sprint, daily scrum meetings are held.

== '''Introduction''' ==
{{#ev:youtube|https://www.youtube.com/watch?v=Z9QbYZh1YXY|300|right| Mark Shead - What is Agile?|frame}}

== Why is the agile methodology important?==

== '''Big Idea''' ==

=== '''Agile Vocabulary''' ===
The agile methodology based its terminology on rugby expressions, using words such as scrum. Agile consists of many different terms, however, some of the most import ones are mentioned and explained below.

==== '''Product Owner''' ====
The product owner is an extension of the customers. The product owner is responsible for the product backlog and have authority to change the product along the way.

==== '''Team''' ====

...
==== '''Product Backlog''' ====
The product backlog is an overview of all the tasks on the product that is left to be done. It is important that the backlog is up to date and prioritized at all times.

==== '''Sprint Backlog Meeting''' ====

...

==== '''Sprint Backlog ''' ====
The sprint backlog is similar to the product backlog. However, the sprint backlog is only concerned with what the team is supposed to work on during the current sprint. It is also more detailed than the backlog.

==== '''Scrum Master''' ====
The scrum master is the voice of the team.

==== '''Sprints''' ====
Sprints are typically 1 to 4 weeks periods. During the sprint the team works on solving the problems in the sprint backlog.

=== '''Scrum''' ===
Scrum are 24 hour periods. The team has daily scrum meetings where all team members answer the following three questions.

* What...
* ....
* ...

=== '''Sprint Retrospective''' ===
After every sprint period a sprint retrospective is conducted. This allows the team to determine what was done right and what should be changed for future sprints.

== '''Application''' ==

== '''The Right Conditions for Agile''' ==

Agile presents some new opportunities for managing projects, programs, and portfolios. Agile is great for situations where the complexity is big, uncertainties are many, and the project is likely to change during the execution of the work. However, using agile may not be suitable in all situations.

{| class="wikitable"
|+ Table 1: The Right Conditions For Agile <ref name="IWBI Standard (2017).">IWBI Standard. (2017).The WELL Building Standard. Retrieved from https://standard.wellcertified.com/</ref>
!''Conditions''
!'’Favorable''
!’’Unfavorable’’
|-
| Market Environment
| Customer preferences and solution options change frequently.
| Market conditions are stable and predictable.

|-
| Customer Involvement
| Close collaboration and rapid feedback are feasible. Customers know better what they want as the process progresses.
| Requirements are clear at the outset and will remain stable. Customers are unavailable for constant collaboration.

|-
| Innovation Type
| Problems are complex, solutions are unknown, and the scope isn’t clearly defined. Product specifications may change. Creative breakthroughs and time to market are important. Cross-functional collaboration is vital.
| Similar work has been done before, and innovators believe the solutions are clear. Detailed specifications and work plans can be forecast with confidence and should be adhered to. Problems can be solved sequentially in functional silos.

|-
| Modularity of Work
| Incremental developments have value, and customers can use them.
Work can be broken into parts and conducted in rapid, iterative cycles. Late changes are manageable.
| Customers cannot start testing parts of the product until everything is complete. Late changes are expensive or impossible.

|-
| Impact of Interim Mistakes
|They provide valuable learning.
| They may be catastrophic.
|}

== '''Limitations''' ==

== '''Annotated Bibliography''' ==
*Takeuchi, D. K., Darrell K. Rigby Jeff Sutherland Hirotaka Takeuchi, Bradley Staats and David M. Upton, & Steven Spear H. Kent Bowen. (2017, March 21). Embracing Agile. Retrieved September 22, 2017, from https://hbr.org/2016/05/embracing-agile
Provides an overview of the basics of what agile encompasses as well why agile should be utilized more in project management.

== '''References''' ==
<references/>

== '''Annotated Bibliography''' ==

*Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.

Provides a focused perspective on the role of people involved in construction, especially on project management. One of its approaches is the quality of conformance to requirements, not only product related but also process related. To reach this conformance, quality management systems are used, thus Winch explains further and in detail the different systems that exist. It also provides some Case Studies where the theory is made clear by using real-life examples.

*Arthur, B. (2017). The Difference between Quality Assurance and Quality Control. Retrieved from https://www.dialog.com.au/open-dialog/the-difference-between-quality-assurance-and-quality-control/

Describes the characteristics of Quality Assurance and Quality Control, and explains the connection and differences between both. They are considered to be strategies applied at different stages of the project, and Arthur describes this in a very clear way. It also discusses the benefits of applying these strategies at the right moment.

*LEED, U. G. (2017). Leadership in Energy and Environmental Design. Retrieved from http://leed.usgbc.org/leed.html

Shows a very detailed overview of the LEED Certification, including its meaning, the reasons to and benefits from choosing LEED, the people that should be involved in the project, categories, steps to follow and more. It serves as a good introduction to the certification and further information can be found in the different sections of type of certified buildings.

*IWBI. (2017). The WELL Certification Guidebook. New York

Guides the user through all the steps that are to be followed to get the WELL certification. It dives into the Project Team’s roles, the documentation requirements, performance verification and the final report. It allows the reader to have a clear picture of how to achieve the award and continue with the health engagement in the future.

== '''References''' ==

<references/>
Among the systems of Quality Assurance to identify the procedures of quality management, the third-party ones have now been proven to be the best practice as they follow international standards such as ISO. These systems consist of independent parties that certify the quality of a building. Thus, many independent third parties such as LEED and WELL have emerged in the last 15 years. These certifications are based on [[Sustainability in Construction]] and aim to increase the number of sustainable buildings in the world.

LEED certification provides independent verification of a building or neighborhood’s green features, allowing for the design, construction, operation and maintenance of resource-efficient, high-performing, healthy, cost-effective buildings <ref name="LEED, 2017">LEED, U. G. (2017). Leadership in Energy and Environmental Design. Retrieved from http://leed.usgbc.org/leed.html</ref>.

On the other hand, WELL is a performance-based system for measuring, certifying, and monitoring features of the built environment that impact human health and wellbeing, through air, water, nourishment, light, fitness, comfort, and mind. <ref name="Knox, 2015">Knox, N. (2015). WELL Building Standard. U.S. Green Building Council. Retrieved from http://www.usgbc.org/articles/what-well</ref>.

[[File:Figure_1._Professional_System_Diagram.jpg|thumb|left|250px|Figure 1: Professional System Diagram <ref name="Winch, G. M. (2010)">Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.</ref>]]

{| class="wikitable"
|+ Table 1: WELL’s Score Table <ref name="IWBI Standard (2017).">IWBI Standard. (2017).The WELL Building Standard. Retrieved from https://standard.wellcertified.com/</ref>
!''Concept''
!''Preconditions Applicable''
!''Preconditions Achieved''
!''Optimizations Achieved''
!''Optimizations Achieved''
!''Concept Scores''
|-
| Air
| 12
| 12
| 17
| 3
| 5

|-
| Water
| 5
| 5
| 3
| 0
| 5

|-
| Nourishment
| 8
| 8
| 7
| 6
| 9

|-
| Light
| 4
| 4
| 7
| 2
| 6

|-
| Fitness
| 2
| 2
| 6
| 3
| 7

|-
| Comfort
| 5
| 5
| 7
| 2
| 6

|-
| Mind
| 5
| 5
| 12
| 12
| 10

|-
| '''Total'''
| '''41'''
| '''41'''
| '''59'''
| '''29'''
| '''7'''
|}

Quality can be defined as “the degree to which a set of inherent characteristics fulfils requirements” <ref name="Winch, G. M. (2010)">Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.</ref>. One of the objectives of the Quality Management Systems is to make clear that non-conformance in a product is somebody’s fault. Thus, workers are encouraged, reward-based, to take responsibility when achieving high quality.
There are four main basic approaches to make sure that high quality has been reached and these act as a complement rather than as an alternative:
* ''Inspection'': physical check.
* ''Quality Control (QC)'': management control techniques.
* ''Quality Assurance (QA)'': externally accredited procedures.
* ''Total Quality Management'': continuous process improvement.

Agile Methodology

2017-09-22T11:28:25Z

SophieEmilie:

[[Category:''Agile Methodology'']]

Agile methodology in project management focuses on incremental and continuous improvements. Flexibility in scope, team dynamics and inputs, as well as, producing quality results is essential to agile. Agile methodology consists of a manifesto and as well as 12 principles. Agile methodology developed its popularity within the software development industry. Over the past 25 to 30 years agile methods helped the software and IT industry increase the productivity and success rate. Today, agile is spreading to other fields and industries.
The execution of agile in projects is done by diving projects into smaller parts, known as sprints. A sprint-period typically lasts from 1 to 4 weeks. During each sprint, daily scrum meetings are held.

== '''Introduction''' ==
{{#ev:youtube|https://www.youtube.com/watch?v=Z9QbYZh1YXY|300|right| Mark Shead - What is Agile?|frame}}

== Why is the agile methodology important?==

Agile presents some new opportunities for managing projects, programs, and portfolios. Agile is great for situations where the complexity is big, uncertainties are many, and the project is likely to change during the execution of the work. However, using agile may not be suitable in all situations.

== '''Big Idea''' ==

=== '''Agile Vocabulary''' ===
The agile methodology based its terminology on rugby expressions, using words such as scrum. Agile consists of many different terms, however, some of the most import ones are mentioned and explained below.

==== '''Product Owner''' ====
The product owner is an extension of the customers. The product owner is responsible for the product backlog and have authority to change the product along the way.

==== '''Team''' ====

...
==== '''Product Backlog''' ====
The product backlog is an overview of all the tasks on the product that is left to be done. It is important that the backlog is up to date and prioritized at all times.

==== '''Sprint Backlog Meeting''' ====

...

==== '''Sprint Backlog ''' ====
The sprint backlog is similar to the product backlog. However, the sprint backlog is only concerned with what the team is supposed to work on during the current sprint. It is also more detailed than the backlog.

==== '''Scrum Master''' ====
The scrum master is the voice of the team.

==== '''Sprints''' ====
Sprints are typically 1 to 4 weeks periods. During the sprint the team works on solving the problems in the sprint backlog.

=== '''Scrum''' ===
Scrum are 24 hour periods. The team has daily scrum meetings where all team members answer the following three questions.

* What...
* ....
* ...

=== '''Sprint Retrospective''' ===
After every sprint period a sprint retrospective is conducted. This allows the team to determine what was done right and what should be changed for future sprints.

== '''Application''' ==

== '''The Right Conditions for Agile''' ==

{| class="wikitable"
|+ Table 1: The Right Conditions For Agile <ref name="IWBI Standard (2017).">IWBI Standard. (2017).The WELL Building Standard. Retrieved from https://standard.wellcertified.com/</ref>
!''Conditions''
!'’Favorable''
!’’Unfavorable’’
|-
| Market Environment
| Customer preferences and solution options change frequently.
| Market conditions are stable and predictable.

|-
| Customer Involvement
| Close collaboration and rapid feedback are feasible. Customers know better what they want as the process progresses.
| Requirements are clear at the outset and will remain stable. Customers are unavailable for constant collaboration.

|-
| Innovation Type
| Problems are complex, solutions are unknown, and the scope isn’t clearly defined. Product specifications may change. Creative breakthroughs and time to market are important. Cross-functional collaboration is vital.
| Similar work has been done before, and innovators believe the solutions are clear. Detailed specifications and work plans can be forecast with confidence and should be adhered to. Problems can be solved sequentially in functional silos.

|-
| Modularity of Work
| Incremental developments have value, and customers can use them.
Work can be broken into parts and conducted in rapid, iterative cycles. Late changes are manageable.
| Customers cannot start testing parts of the product until everything is complete. Late changes are expensive or impossible.

|-
| Impact of Interim Mistakes
|They provide valuable learning.
| They may be catastrophic.
|}

== '''Limitations''' ==

== '''Annotated Bibliography''' ==
*Takeuchi, D. K., Darrell K. Rigby Jeff Sutherland Hirotaka Takeuchi, Bradley Staats and David M. Upton, & Steven Spear H. Kent Bowen. (2017, March 21). Embracing Agile. Retrieved September 22, 2017, from https://hbr.org/2016/05/embracing-agile
Provides an overview of the basics of what agile encompasses as well why agile should be utilized more in project management.

== '''References''' ==
<references/>

== '''Annotated Bibliography''' ==

*Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.

Provides a focused perspective on the role of people involved in construction, especially on project management. One of its approaches is the quality of conformance to requirements, not only product related but also process related. To reach this conformance, quality management systems are used, thus Winch explains further and in detail the different systems that exist. It also provides some Case Studies where the theory is made clear by using real-life examples.

*Arthur, B. (2017). The Difference between Quality Assurance and Quality Control. Retrieved from https://www.dialog.com.au/open-dialog/the-difference-between-quality-assurance-and-quality-control/

Describes the characteristics of Quality Assurance and Quality Control, and explains the connection and differences between both. They are considered to be strategies applied at different stages of the project, and Arthur describes this in a very clear way. It also discusses the benefits of applying these strategies at the right moment.

*LEED, U. G. (2017). Leadership in Energy and Environmental Design. Retrieved from http://leed.usgbc.org/leed.html

Shows a very detailed overview of the LEED Certification, including its meaning, the reasons to and benefits from choosing LEED, the people that should be involved in the project, categories, steps to follow and more. It serves as a good introduction to the certification and further information can be found in the different sections of type of certified buildings.

*IWBI. (2017). The WELL Certification Guidebook. New York

Guides the user through all the steps that are to be followed to get the WELL certification. It dives into the Project Team’s roles, the documentation requirements, performance verification and the final report. It allows the reader to have a clear picture of how to achieve the award and continue with the health engagement in the future.

== '''References''' ==

<references/>
Among the systems of Quality Assurance to identify the procedures of quality management, the third-party ones have now been proven to be the best practice as they follow international standards such as ISO. These systems consist of independent parties that certify the quality of a building. Thus, many independent third parties such as LEED and WELL have emerged in the last 15 years. These certifications are based on [[Sustainability in Construction]] and aim to increase the number of sustainable buildings in the world.

LEED certification provides independent verification of a building or neighborhood’s green features, allowing for the design, construction, operation and maintenance of resource-efficient, high-performing, healthy, cost-effective buildings <ref name="LEED, 2017">LEED, U. G. (2017). Leadership in Energy and Environmental Design. Retrieved from http://leed.usgbc.org/leed.html</ref>.

On the other hand, WELL is a performance-based system for measuring, certifying, and monitoring features of the built environment that impact human health and wellbeing, through air, water, nourishment, light, fitness, comfort, and mind. <ref name="Knox, 2015">Knox, N. (2015). WELL Building Standard. U.S. Green Building Council. Retrieved from http://www.usgbc.org/articles/what-well</ref>.

[[File:Figure_1._Professional_System_Diagram.jpg|thumb|left|250px|Figure 1: Professional System Diagram <ref name="Winch, G. M. (2010)">Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.</ref>]]

{| class="wikitable"
|+ Table 1: WELL’s Score Table <ref name="IWBI Standard (2017).">IWBI Standard. (2017).The WELL Building Standard. Retrieved from https://standard.wellcertified.com/</ref>
!''Concept''
!''Preconditions Applicable''
!''Preconditions Achieved''
!''Optimizations Achieved''
!''Optimizations Achieved''
!''Concept Scores''
|-
| Air
| 12
| 12
| 17
| 3
| 5

|-
| Water
| 5
| 5
| 3
| 0
| 5

|-
| Nourishment
| 8
| 8
| 7
| 6
| 9

|-
| Light
| 4
| 4
| 7
| 2
| 6

|-
| Fitness
| 2
| 2
| 6
| 3
| 7

|-
| Comfort
| 5
| 5
| 7
| 2
| 6

|-
| Mind
| 5
| 5
| 12
| 12
| 10

|-
| '''Total'''
| '''41'''
| '''41'''
| '''59'''
| '''29'''
| '''7'''
|}

Quality can be defined as “the degree to which a set of inherent characteristics fulfils requirements” <ref name="Winch, G. M. (2010)">Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.</ref>. One of the objectives of the Quality Management Systems is to make clear that non-conformance in a product is somebody’s fault. Thus, workers are encouraged, reward-based, to take responsibility when achieving high quality.
There are four main basic approaches to make sure that high quality has been reached and these act as a complement rather than as an alternative:
* ''Inspection'': physical check.
* ''Quality Control (QC)'': management control techniques.
* ''Quality Assurance (QA)'': externally accredited procedures.
* ''Total Quality Management'': continuous process improvement.

Agile Methodology

2017-09-22T11:24:38Z

SophieEmilie:

[[Category:''Agile Methodology'']]

Agile methodology in project management focuses on incremental and continuous improvements. Flexibility in scope, team dynamics and inputs, as well as, producing quality results is essential to agile. Agile methodology consists of a manifesto and as well as 12 principles. Agile methodology developed its popularity within the software development industry. Over the past 25 to 30 years agile methods helped the software and IT industry increase the productivity and success rate. Today, agile is spreading to other fields and industries.
The execution of agile in projects is done by diving projects into smaller parts, known as sprints. A sprint-period typically lasts from 1 to 4 weeks. During each sprint, daily scrum meetings are held.

== '''Introduction''' ==
{{#ev:youtube|https://www.youtube.com/watch?v=Z9QbYZh1YXY|300|right| Mark Shead - What is Agile?|frame}}

== Why is the agile methodology important?==

Agile presents some new opportunities for managing projects, programs, and portfolios. Agile is great for situations where the complexity is big, uncertainties are many, and the project is likely to change during the execution of the work. However, using agile may not be suitable in all situations.

{| class="wikitable"
|+ Table 1: The Right Conditions For Agile <ref name="IWBI Standard (2017).">IWBI Standard. (2017).The WELL Building Standard. Retrieved from https://standard.wellcertified.com/</ref>
!''Conditions''
!'’Favorable''
!’’Unfavorable’’
|-
| Market Environment
| Customer preferences and solution options change frequently.
| Market conditions are stable and predictable.

|-
| Customer Involvement
| Close collaboration and rapid feedback are feasible. Customers know better what they want as the process progresses.
| Requirements are clear at the outset and will remain stable. Customers are unavailable for constant collaboration.

|-
| Innovation Type
| Problems are complex, solutions are unknown, and the scope isn’t clearly defined. Product specifications may change. Creative breakthroughs and time to market are important. Cross-functional collaboration is vital.
| Similar work has been done before, and innovators believe the solutions are clear. Detailed specifications and work plans can be forecast with confidence and should be adhered to. Problems can be solved sequentially in functional silos.

|-
| Modularity of Work
| Incremental developments have value, and customers can use them.
Work can be broken into parts and conducted in rapid, iterative cycles. Late changes are manageable.
| Customers cannot start testing parts of the product until everything is complete. Late changes are expensive or impossible.

|-
| Impact of Interim Mistakes
|They provide valuable learning.
| They may be catastrophic.
|}

== '''Big Idea''' ==

=== '''Agile Vocabulary''' ===
The agile methodology based its terminology on rugby expressions, using words such as scrum. Agile consists of many different terms, however, some of the most import ones are mentioned and explained below.

==== '''Product Owner''' ====
The product owner is an extension of the customers. The product owner is responsible for the product backlog and have authority to change the product along the way.

==== '''Team''' ====

...
==== '''Product Backlog''' ====
The product backlog is an overview of all the tasks on the product that is left to be done. It is important that the backlog is up to date and prioritized at all times.

==== '''Sprint Backlog Meeting''' ====

...

==== '''Sprint Backlog ''' ====
The sprint backlog is similar to the product backlog. However, the sprint backlog is only concerned with what the team is supposed to work on during the current sprint. It is also more detailed than the backlog.

==== '''Scrum Master''' ====
The scrum master is the voice of the team.

==== '''Sprints''' ====
Sprints are typically 1 to 4 weeks periods. During the sprint the team works on solving the problems in the sprint backlog.

=== '''Scrum''' ===
Scrum are 24 hour periods. The team has daily scrum meetings where all team members answer the following three questions.

* What...
* ....
* ...

=== '''Sprint Retrospective''' ===
After every sprint period a sprint retrospective is conducted. This allows the team to determine what was done right and what should be changed for future sprints.

== '''Application''' ==

== '''The Right Conditions for Agile''' ==

...

== '''Limitations''' ==

== '''Annotated Bibliography''' ==
*Takeuchi, D. K., Darrell K. Rigby Jeff Sutherland Hirotaka Takeuchi, Bradley Staats and David M. Upton, & Steven Spear H. Kent Bowen. (2017, March 21). Embracing Agile. Retrieved September 22, 2017, from https://hbr.org/2016/05/embracing-agile
Provides an overview of the basics of what agile encompasses as well why agile should be utilized more in project management.

== '''References''' ==
<references/>

== '''Annotated Bibliography''' ==

*Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.

Provides a focused perspective on the role of people involved in construction, especially on project management. One of its approaches is the quality of conformance to requirements, not only product related but also process related. To reach this conformance, quality management systems are used, thus Winch explains further and in detail the different systems that exist. It also provides some Case Studies where the theory is made clear by using real-life examples.

*Arthur, B. (2017). The Difference between Quality Assurance and Quality Control. Retrieved from https://www.dialog.com.au/open-dialog/the-difference-between-quality-assurance-and-quality-control/

Describes the characteristics of Quality Assurance and Quality Control, and explains the connection and differences between both. They are considered to be strategies applied at different stages of the project, and Arthur describes this in a very clear way. It also discusses the benefits of applying these strategies at the right moment.

*LEED, U. G. (2017). Leadership in Energy and Environmental Design. Retrieved from http://leed.usgbc.org/leed.html

Shows a very detailed overview of the LEED Certification, including its meaning, the reasons to and benefits from choosing LEED, the people that should be involved in the project, categories, steps to follow and more. It serves as a good introduction to the certification and further information can be found in the different sections of type of certified buildings.

*IWBI. (2017). The WELL Certification Guidebook. New York

Guides the user through all the steps that are to be followed to get the WELL certification. It dives into the Project Team’s roles, the documentation requirements, performance verification and the final report. It allows the reader to have a clear picture of how to achieve the award and continue with the health engagement in the future.

== '''References''' ==

<references/>
Among the systems of Quality Assurance to identify the procedures of quality management, the third-party ones have now been proven to be the best practice as they follow international standards such as ISO. These systems consist of independent parties that certify the quality of a building. Thus, many independent third parties such as LEED and WELL have emerged in the last 15 years. These certifications are based on [[Sustainability in Construction]] and aim to increase the number of sustainable buildings in the world.

LEED certification provides independent verification of a building or neighborhood’s green features, allowing for the design, construction, operation and maintenance of resource-efficient, high-performing, healthy, cost-effective buildings <ref name="LEED, 2017">LEED, U. G. (2017). Leadership in Energy and Environmental Design. Retrieved from http://leed.usgbc.org/leed.html</ref>.

On the other hand, WELL is a performance-based system for measuring, certifying, and monitoring features of the built environment that impact human health and wellbeing, through air, water, nourishment, light, fitness, comfort, and mind. <ref name="Knox, 2015">Knox, N. (2015). WELL Building Standard. U.S. Green Building Council. Retrieved from http://www.usgbc.org/articles/what-well</ref>.

[[File:Figure_1._Professional_System_Diagram.jpg|thumb|left|250px|Figure 1: Professional System Diagram <ref name="Winch, G. M. (2010)">Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.</ref>]]

{| class="wikitable"
|+ Table 1: WELL’s Score Table <ref name="IWBI Standard (2017).">IWBI Standard. (2017).The WELL Building Standard. Retrieved from https://standard.wellcertified.com/</ref>
!''Concept''
!''Preconditions Applicable''
!''Preconditions Achieved''
!''Optimizations Achieved''
!''Optimizations Achieved''
!''Concept Scores''
|-
| Air
| 12
| 12
| 17
| 3
| 5

|-
| Water
| 5
| 5
| 3
| 0
| 5

|-
| Nourishment
| 8
| 8
| 7
| 6
| 9

|-
| Light
| 4
| 4
| 7
| 2
| 6

|-
| Fitness
| 2
| 2
| 6
| 3
| 7

|-
| Comfort
| 5
| 5
| 7
| 2
| 6

|-
| Mind
| 5
| 5
| 12
| 12
| 10

|-
| '''Total'''
| '''41'''
| '''41'''
| '''59'''
| '''29'''
| '''7'''
|}

Quality can be defined as “the degree to which a set of inherent characteristics fulfils requirements” <ref name="Winch, G. M. (2010)">Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.</ref>. One of the objectives of the Quality Management Systems is to make clear that non-conformance in a product is somebody’s fault. Thus, workers are encouraged, reward-based, to take responsibility when achieving high quality.
There are four main basic approaches to make sure that high quality has been reached and these act as a complement rather than as an alternative:
* ''Inspection'': physical check.
* ''Quality Control (QC)'': management control techniques.
* ''Quality Assurance (QA)'': externally accredited procedures.
* ''Total Quality Management'': continuous process improvement.

Agile Methodology

2017-09-21T09:53:45Z

SophieEmilie:

[[Category:''Agile Methodology'']]

Agile methodology in project management focuses on incremental and continuous improvements. Flexibility in scope, team dynamics and inputs, as well as, producing quality results is essential to agile. Agile methodology consists of a manifesto and as well as 12 principles. Agile methodology developed its popularity within the software development industry. Over the past 25 to 30 years agile methods helped the software and IT industry increase the productivity and success rate. Today, agile is spreading to other fields and industries.
The execution of agile in projects is done by diving projects into smaller parts, known as sprints. A sprint-period typically lasts from 1 to 4 weeks. During each sprint daily scrum meetings are held.

== '''Background''' ==

== Why is the agile methodology important?==

== '''Introduction''' ==
{{#ev:youtube|https://www.youtube.com/watch?v=Z9QbYZh1YXY|300|right| Mark Shead - What is Agile?|frame}}

== '''Big Idea''' ==

=== '''Agile Vocabulary''' ===

The agile methodology based its terminology on rugby expressions, using words such as scrum. Agile consists of many different terms, however, some of the most import ones are mentioned and explained below.

==== '''Product Owner''' ====

The product owner is an extension of the customers. The product owner is responsible for the product backlog and have authority to change the product along the way.

==== '''Team''' ====

...

==== '''Product Backlog''' ====

The product backlog is an overview of all the tasks on the product that is left to be done. It is important that the backlog is up to date and prioritized at all times.

==== '''Sprint Backlog Meeting''' ====

...

==== '''Sprint Backlog ''' ====

The sprint backlog is similar to the product backlog. However, the sprint backlog is only concerned with what the team is supposed to work on during the current sprint. It is also more detailed than the backlog.

==== '''Scrum Master''' ====

The scrum master is the voice of the team.

==== '''Sprints''' ====

Sprints are typically 1 to 4 weeks periods. During the sprint the team works on solving the problems in the sprint backlog.

=== '''Scrum''' ===

Scrum are 24 hour periods. The team has daily scrum meetings where all team members answer the following three questions.

* What...
* ....
* ...

=== '''Sprint Retrospective''' ===

After every sprint period a sprint retrospective is conducted. This allows the team to determine what was done right and what should be changed for future sprints.

== '''Application''' ==

== '''The Right Conditions for Agile''' ==

...

== '''Limitations''' ==

== '''Annotated Bibliography''' ==

*Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.

Provides a focused perspective on the role of people involved in construction, especially on project management. One of its approaches is the quality of conformance to requirements, not only product related but also process related. To reach this conformance, quality management systems are used, thus Winch explains further and in detail the different systems that exist. It also provides some Case Studies where the theory is made clear by using real-life examples.

*Arthur, B. (2017). The Difference between Quality Assurance and Quality Control. Retrieved from https://www.dialog.com.au/open-dialog/the-difference-between-quality-assurance-and-quality-control/

Describes the characteristics of Quality Assurance and Quality Control, and explains the connection and differences between both. They are considered to be strategies applied at different stages of the project, and Arthur describes this in a very clear way. It also discusses the benefits of applying these strategies at the right moment.

*LEED, U. G. (2017). Leadership in Energy and Environmental Design. Retrieved from http://leed.usgbc.org/leed.html

Shows a very detailed overview of the LEED Certification, including its meaning, the reasons to and benefits from choosing LEED, the people that should be involved in the project, categories, steps to follow and more. It serves as a good introduction to the certification and further information can be found in the different sections of type of certified buildings.

*IWBI. (2017). The WELL Certification Guidebook. New York

Guides the user through all the steps that are to be followed to get the WELL certification. It dives into the Project Team’s roles, the documentation requirements, performance verification and the final report. It allows the reader to have a clear picture of how to achieve the award and continue with the health engagement in the future.

== '''References''' ==

<references/>
Among the systems of Quality Assurance to identify the procedures of quality management, the third-party ones have now been proven to be the best practice as they follow international standards such as ISO. These systems consist of independent parties that certify the quality of a building. Thus, many independent third parties such as LEED and WELL have emerged in the last 15 years. These certifications are based on [[Sustainability in Construction]] and aim to increase the number of sustainable buildings in the world.

LEED certification provides independent verification of a building or neighborhood’s green features, allowing for the design, construction, operation and maintenance of resource-efficient, high-performing, healthy, cost-effective buildings <ref name="LEED, 2017">LEED, U. G. (2017). Leadership in Energy and Environmental Design. Retrieved from http://leed.usgbc.org/leed.html</ref>.

On the other hand, WELL is a performance-based system for measuring, certifying, and monitoring features of the built environment that impact human health and wellbeing, through air, water, nourishment, light, fitness, comfort, and mind. <ref name="Knox, 2015">Knox, N. (2015). WELL Building Standard. U.S. Green Building Council. Retrieved from http://www.usgbc.org/articles/what-well</ref>.

[[File:Figure_1._Professional_System_Diagram.jpg|thumb|left|250px|Figure 1: Professional System Diagram <ref name="Winch, G. M. (2010)">Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.</ref>]]

{| class="wikitable"
|+ Table 1: WELL’s Score Table <ref name="IWBI Standard (2017).">IWBI Standard. (2017).The WELL Building Standard. Retrieved from https://standard.wellcertified.com/</ref>
!''Concept''
!''Preconditions Applicable''
!''Preconditions Achieved''
!''Optimizations Achieved''
!''Optimizations Achieved''
!''Concept Scores''
|-
| Air
| 12
| 12
| 17
| 3
| 5

|-
| Water
| 5
| 5
| 3
| 0
| 5

|-
| Nourishment
| 8
| 8
| 7
| 6
| 9

|-
| Light
| 4
| 4
| 7
| 2
| 6

|-
| Fitness
| 2
| 2
| 6
| 3
| 7

|-
| Comfort
| 5
| 5
| 7
| 2
| 6

|-
| Mind
| 5
| 5
| 12
| 12
| 10

|-
| '''Total'''
| '''41'''
| '''41'''
| '''59'''
| '''29'''
| '''7'''
|}

Quality can be defined as “the degree to which a set of inherent characteristics fulfils requirements” <ref name="Winch, G. M. (2010)">Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.</ref>. One of the objectives of the Quality Management Systems is to make clear that non-conformance in a product is somebody’s fault. Thus, workers are encouraged, reward-based, to take responsibility when achieving high quality.
There are four main basic approaches to make sure that high quality has been reached and these act as a complement rather than as an alternative:
* ''Inspection'': physical check.
* ''Quality Control (QC)'': management control techniques.
* ''Quality Assurance (QA)'': externally accredited procedures.
* ''Total Quality Management'': continuous process improvement.

Agile Methodology

2017-09-21T09:52:01Z

SophieEmilie:

[[Category:''Agile Methodology'']]

Agile methodology in project management focuses on incremental and continuous improvements. Flexibility in scope, team dynamics and inputs, as well as, producing quality results is essential to agile. Agile methodology consists of a manifesto and as well as 12 principles. Agile methodology developed its popularity within the software development industry. Over the past 25 to 30 years agile methods helped the software and IT industry increase the productivity and success rate. Today, agile is spreading to other fields and industries.
The execution of agile in projects is done by diving projects into smaller parts, known as sprints. A sprint-period typically lasts from 1 to 4 weeks. During each sprint daily scrum meetings are held.

== '''Background''' ==

== Why is the agile methodology important?==

== '''Introduction''' ==
{{#ev:youtube|https://www.youtube.com/watch?v=Z9QbYZh1YXY|300|right| Mark Shead - What is Agile?|frame}}

Among the systems of Quality Assurance to identify the procedures of quality management, the third-party ones have now been proven to be the best practice as they follow international standards such as ISO. These systems consist of independent parties that certify the quality of a building. Thus, many independent third parties such as LEED and WELL have emerged in the last 15 years. These certifications are based on [[Sustainability in Construction]] and aim to increase the number of sustainable buildings in the world.

LEED certification provides independent verification of a building or neighborhood’s green features, allowing for the design, construction, operation and maintenance of resource-efficient, high-performing, healthy, cost-effective buildings <ref name="LEED, 2017">LEED, U. G. (2017). Leadership in Energy and Environmental Design. Retrieved from http://leed.usgbc.org/leed.html</ref>.

On the other hand, WELL is a performance-based system for measuring, certifying, and monitoring features of the built environment that impact human health and wellbeing, through air, water, nourishment, light, fitness, comfort, and mind. <ref name="Knox, 2015">Knox, N. (2015). WELL Building Standard. U.S. Green Building Council. Retrieved from http://www.usgbc.org/articles/what-well</ref>.

== '''Big Idea''' ==

=== '''Agile Vocabulary''' ===

The agile methodology based its terminology on rugby expressions, using words such as scrum. Agile consists of many different terms, however, some of the most import ones are mentioned and explained below.

==== '''Product Owner''' ====

The product owner is an extension of the customers. The product owner is responsible for the product backlog and have authority to change the product along the way.

==== '''Team''' ====

...

==== '''Product Backlog''' ====

The product backlog is an overview of all the tasks on the product that is left to be done. It is important that the backlog is up to date and prioritized at all times.

==== '''Sprint Backlog Meeting''' ====

...

==== '''Sprint Backlog ''' ====

The sprint backlog is similar to the product backlog. However, the sprint backlog is only concerned with what the team is supposed to work on during the current sprint. It is also more detailed than the backlog.

==== '''Scrum Master''' ====

The scrum master is the voice of the team.

==== '''Sprints''' ====

Sprints are typically 1 to 4 weeks periods. During the sprint the team works on solving the problems in the sprint backlog.

=== '''Scrum''' ===

Scrum are 24 hour periods. The team has daily scrum meetings where all team members answer the following three questions.

* What...
* ....
* ...

=== '''Sprint Retrospective''' ===

After every sprint period a sprint retrospective is conducted. This allows the team to determine what was done right and what should be changed for future sprints.

== '''Application''' ==

== '''The Right Conditions for Agile''' ==

...

[[File:Figure_1._Professional_System_Diagram.jpg|thumb|left|250px|Figure 1: Professional System Diagram <ref name="Winch, G. M. (2010)">Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.</ref>]]

{| class="wikitable"
|+ Table 1: WELL’s Score Table <ref name="IWBI Standard (2017).">IWBI Standard. (2017).The WELL Building Standard. Retrieved from https://standard.wellcertified.com/</ref>
!''Concept''
!''Preconditions Applicable''
!''Preconditions Achieved''
!''Optimizations Achieved''
!''Optimizations Achieved''
!''Concept Scores''
|-
| Air
| 12
| 12
| 17
| 3
| 5

|-
| Water
| 5
| 5
| 3
| 0
| 5

|-
| Nourishment
| 8
| 8
| 7
| 6
| 9

|-
| Light
| 4
| 4
| 7
| 2
| 6

|-
| Fitness
| 2
| 2
| 6
| 3
| 7

|-
| Comfort
| 5
| 5
| 7
| 2
| 6

|-
| Mind
| 5
| 5
| 12
| 12
| 10

|-
| '''Total'''
| '''41'''
| '''41'''
| '''59'''
| '''29'''
| '''7'''
|}

Quality can be defined as “the degree to which a set of inherent characteristics fulfils requirements” <ref name="Winch, G. M. (2010)">Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.</ref>. One of the objectives of the Quality Management Systems is to make clear that non-conformance in a product is somebody’s fault. Thus, workers are encouraged, reward-based, to take responsibility when achieving high quality.
There are four main basic approaches to make sure that high quality has been reached and these act as a complement rather than as an alternative:
* ''Inspection'': physical check.
* ''Quality Control (QC)'': management control techniques.
* ''Quality Assurance (QA)'': externally accredited procedures.
* ''Total Quality Management'': continuous process improvement.

== '''Limitations''' ==

== '''Annotated Bibliography''' ==

*Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.

Provides a focused perspective on the role of people involved in construction, especially on project management. One of its approaches is the quality of conformance to requirements, not only product related but also process related. To reach this conformance, quality management systems are used, thus Winch explains further and in detail the different systems that exist. It also provides some Case Studies where the theory is made clear by using real-life examples.

*Arthur, B. (2017). The Difference between Quality Assurance and Quality Control. Retrieved from https://www.dialog.com.au/open-dialog/the-difference-between-quality-assurance-and-quality-control/

Describes the characteristics of Quality Assurance and Quality Control, and explains the connection and differences between both. They are considered to be strategies applied at different stages of the project, and Arthur describes this in a very clear way. It also discusses the benefits of applying these strategies at the right moment.

*LEED, U. G. (2017). Leadership in Energy and Environmental Design. Retrieved from http://leed.usgbc.org/leed.html

Shows a very detailed overview of the LEED Certification, including its meaning, the reasons to and benefits from choosing LEED, the people that should be involved in the project, categories, steps to follow and more. It serves as a good introduction to the certification and further information can be found in the different sections of type of certified buildings.

*IWBI. (2017). The WELL Certification Guidebook. New York

Guides the user through all the steps that are to be followed to get the WELL certification. It dives into the Project Team’s roles, the documentation requirements, performance verification and the final report. It allows the reader to have a clear picture of how to achieve the award and continue with the health engagement in the future.

== '''References''' ==

<references/>

Agile Methodology

2017-09-19T05:38:04Z

SophieEmilie:

Agile Methodology

2017-09-18T20:15:02Z

SophieEmilie:

[[Category:''Agile Methodology'']]

Agile methodologies in project management focuses on incremental and continuous improvements. Flexibility in scope, team dynamics and inputs, as well as, producing quality results is essential to agile. Agile consists of a manifesto and

Agile methodologies developed their popularity within the software development industry. Over the past 25 to 30 years agile methods helped the software and IT industry increase the productivity and success rate. Today, agile is spreading to other fields and industries.

== '''Background''' ==

== Why is the agile methodology important?==

== '''Introduction''' ==
{{#ev:youtube|https://www.youtube.com/watch?v=Z9QbYZh1YXY|300|right| Mark Shead - What is Agile?|frame}}

Among the systems of Quality Assurance to identify the procedures of quality management, the third-party ones have now been proven to be the best practice as they follow international standards such as ISO. These systems consist of independent parties that certify the quality of a building. Thus, many independent third parties such as LEED and WELL have emerged in the last 15 years. These certifications are based on [[Sustainability in Construction]] and aim to increase the number of sustainable buildings in the world.

LEED certification provides independent verification of a building or neighborhood’s green features, allowing for the design, construction, operation and maintenance of resource-efficient, high-performing, healthy, cost-effective buildings <ref name="LEED, 2017">LEED, U. G. (2017). Leadership in Energy and Environmental Design. Retrieved from http://leed.usgbc.org/leed.html</ref>.

On the other hand, WELL is a performance-based system for measuring, certifying, and monitoring features of the built environment that impact human health and wellbeing, through air, water, nourishment, light, fitness, comfort, and mind. <ref name="Knox, 2015">Knox, N. (2015). WELL Building Standard. U.S. Green Building Council. Retrieved from http://www.usgbc.org/articles/what-well</ref>.

== '''Big Idea''' ==

=== '''Agile Vocabulary''' ===

Quality can be defined as “the degree to which a set of inherent characteristics fulfils requirements” <ref name="Winch, G. M. (2010)">Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.</ref>. One of the objectives of the Quality Management Systems is to make clear that non-conformance in a product is somebody’s fault. Thus, workers are encouraged, reward-based, to take responsibility when achieving high quality.
There are four main basic approaches to make sure that high quality has been reached and these act as a complement rather than as an alternative:
* ''Inspection'': physical check.
* ''Quality Control (QC)'': management control techniques.
* ''Quality Assurance (QA)'': externally accredited procedures.
* ''Total Quality Management'': continuous process improvement.

==== '''Product Owner''' ====

The product owner is an extension of the customers. The product owner is responsible for the product backlog and have authority to change the product along the way.

==== '''Team''' ====

...

==== '''Product Backlog''' ====

The product backlog is an overview of all the tasks on the product that is left to be done. It is important that the backlog is up to date and prioritized at all times.

==== '''Sprint Backlog Meeting''' ====

...

==== '''Sprint Backlog ''' ====

The sprint backlog is similar to the product backlog. However, the sprint backlog is only concerned with what the team is supposed to work on during the current sprint. It is also more detailed than the backlog.

==== '''Scrum Master''' ====

The scrum master is the voice of the team.

==== '''Sprints''' ====

Sprints are typically 1 to 4 weeks periods. During the sprint the team works on solving the problems in the sprint backlog.

=== '''Scrum''' ===

Scrum are 24 hour periods. The team has daily scrum meetings where all team members answer the following three questions.

* What...
* ....
* ...

=== '''Sprint Retrospective''' ===

After every sprint period a sprint retrospective is conducted. This allows the team to determine what was done right and what should be changed for future sprints.

== '''Application''' ==

== '''The Right Conditions for Agile''' ==

...

[[File:Figure_1._Professional_System_Diagram.jpg|thumb|left|250px|Figure 1: Professional System Diagram <ref name="Winch, G. M. (2010)">Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.</ref>]]

{| class="wikitable"
|+ Table 1: WELL’s Score Table <ref name="IWBI Standard (2017).">IWBI Standard. (2017).The WELL Building Standard. Retrieved from https://standard.wellcertified.com/</ref>
!''Concept''
!''Preconditions Applicable''
!''Preconditions Achieved''
!''Optimizations Achieved''
!''Optimizations Achieved''
!''Concept Scores''
|-
| Air
| 12
| 12
| 17
| 3
| 5

|-
| Water
| 5
| 5
| 3
| 0
| 5

|-
| Nourishment
| 8
| 8
| 7
| 6
| 9

|-
| Light
| 4
| 4
| 7
| 2
| 6

|-
| Fitness
| 2
| 2
| 6
| 3
| 7

|-
| Comfort
| 5
| 5
| 7
| 2
| 6

|-
| Mind
| 5
| 5
| 12
| 12
| 10

|-
| '''Total'''
| '''41'''
| '''41'''
| '''59'''
| '''29'''
| '''7'''
|}

== '''Limitations''' ==

== '''Annotated Bibliography''' ==

*Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.

Provides a focused perspective on the role of people involved in construction, especially on project management. One of its approaches is the quality of conformance to requirements, not only product related but also process related. To reach this conformance, quality management systems are used, thus Winch explains further and in detail the different systems that exist. It also provides some Case Studies where the theory is made clear by using real-life examples.

*Arthur, B. (2017). The Difference between Quality Assurance and Quality Control. Retrieved from https://www.dialog.com.au/open-dialog/the-difference-between-quality-assurance-and-quality-control/

Describes the characteristics of Quality Assurance and Quality Control, and explains the connection and differences between both. They are considered to be strategies applied at different stages of the project, and Arthur describes this in a very clear way. It also discusses the benefits of applying these strategies at the right moment.

*LEED, U. G. (2017). Leadership in Energy and Environmental Design. Retrieved from http://leed.usgbc.org/leed.html

Shows a very detailed overview of the LEED Certification, including its meaning, the reasons to and benefits from choosing LEED, the people that should be involved in the project, categories, steps to follow and more. It serves as a good introduction to the certification and further information can be found in the different sections of type of certified buildings.

*IWBI. (2017). The WELL Certification Guidebook. New York

Guides the user through all the steps that are to be followed to get the WELL certification. It dives into the Project Team’s roles, the documentation requirements, performance verification and the final report. It allows the reader to have a clear picture of how to achieve the award and continue with the health engagement in the future.

== '''References''' ==

<references/>

Agile Methodology

2017-09-18T10:44:57Z

SophieEmilie:

[[Category:''Agile Methodology'']]

Agile methodologies developed their popularity within the software development industry. Over the past 25 to 30 years agile methods helped the software and IT industry increase the productivity and success rate. Today, Agile is spreading to other fields and industries.

== '''Background''' ==

== Why is the agile methodology important?==

== '''Introduction''' ==
{{#ev:youtube|https://www.youtube.com/watch?v=Z9QbYZh1YXY|300|right| Mark Shead - What is Agile?|frame}}

Among the systems of Quality Assurance to identify the procedures of quality management, the third-party ones have now been proven to be the best practice as they follow international standards such as ISO. These systems consist of independent parties that certify the quality of a building. Thus, many independent third parties such as LEED and WELL have emerged in the last 15 years. These certifications are based on [[Sustainability in Construction]] and aim to increase the number of sustainable buildings in the world.

LEED certification provides independent verification of a building or neighborhood’s green features, allowing for the design, construction, operation and maintenance of resource-efficient, high-performing, healthy, cost-effective buildings <ref name="LEED, 2017">LEED, U. G. (2017). Leadership in Energy and Environmental Design. Retrieved from http://leed.usgbc.org/leed.html</ref>.

On the other hand, WELL is a performance-based system for measuring, certifying, and monitoring features of the built environment that impact human health and wellbeing, through air, water, nourishment, light, fitness, comfort, and mind. <ref name="Knox, 2015">Knox, N. (2015). WELL Building Standard. U.S. Green Building Council. Retrieved from http://www.usgbc.org/articles/what-well</ref>.

== '''Big Idea''' ==

=== '''Agile Vocabulary''' ===

Quality can be defined as “the degree to which a set of inherent characteristics fulfils requirements” <ref name="Winch, G. M. (2010)">Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.</ref>. One of the objectives of the Quality Management Systems is to make clear that non-conformance in a product is somebody’s fault. Thus, workers are encouraged, reward-based, to take responsibility when achieving high quality.
There are four main basic approaches to make sure that high quality has been reached and these act as a complement rather than as an alternative:
* ''Inspection'': physical check.
* ''Quality Control (QC)'': management control techniques.
* ''Quality Assurance (QA)'': externally accredited procedures.
* ''Total Quality Management'': continuous process improvement.

==== '''Product Owner''' ====

The product owner is an extension of the customers. The product owner is responsible for the product backlog and have authority to change the product along the way.

==== '''Team''' ====

...

==== '''Product Backlog''' ====

The product backlog is an overview of all the tasks on the product that is left to be done. It is important that the backlog is up to date and prioritized at all times.

==== '''Sprint Backlog Meeting''' ====

...

==== '''Sprint Backlog ''' ====

The sprint backlog is similar to the product backlog. However, the sprint backlog is only concerned with what the team is supposed to work on during the current sprint. It is also more detailed than the backlog.

==== '''Scrum Master''' ====

The scrum master is the voice of the team.

==== '''Sprints''' ====

Sprints are typically 1 to 4 weeks periods. During the sprint the team works on solving the problems in the sprint backlog.

=== '''Scrum''' ===

Scrum are 24 hour periods. The team has daily scrum meetings where all team members answer the following three questions.

* What...
* ....
* ...

=== '''Sprint Retrospective''' ===

After every sprint period a sprint retrospective is conducted. This allows the team to determine what was done right and what should be changed for future sprints.

== '''Application''' ==

== '''The Right Conditions for Agile''' ==

...

[[File:Figure_1._Professional_System_Diagram.jpg|thumb|left|250px|Figure 1: Professional System Diagram <ref name="Winch, G. M. (2010)">Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.</ref>]]

{| class="wikitable"
|+ Table 1: WELL’s Score Table <ref name="IWBI Standard (2017).">IWBI Standard. (2017).The WELL Building Standard. Retrieved from https://standard.wellcertified.com/</ref>
!''Concept''
!''Preconditions Applicable''
!''Preconditions Achieved''
!''Optimizations Achieved''
!''Optimizations Achieved''
!''Concept Scores''
|-
| Air
| 12
| 12
| 17
| 3
| 5

|-
| Water
| 5
| 5
| 3
| 0
| 5

|-
| Nourishment
| 8
| 8
| 7
| 6
| 9

|-
| Light
| 4
| 4
| 7
| 2
| 6

|-
| Fitness
| 2
| 2
| 6
| 3
| 7

|-
| Comfort
| 5
| 5
| 7
| 2
| 6

|-
| Mind
| 5
| 5
| 12
| 12
| 10

|-
| '''Total'''
| '''41'''
| '''41'''
| '''59'''
| '''29'''
| '''7'''
|}

== '''Limitations''' ==

== '''Annotated Bibliography''' ==

*Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.

Provides a focused perspective on the role of people involved in construction, especially on project management. One of its approaches is the quality of conformance to requirements, not only product related but also process related. To reach this conformance, quality management systems are used, thus Winch explains further and in detail the different systems that exist. It also provides some Case Studies where the theory is made clear by using real-life examples.

*Arthur, B. (2017). The Difference between Quality Assurance and Quality Control. Retrieved from https://www.dialog.com.au/open-dialog/the-difference-between-quality-assurance-and-quality-control/

Describes the characteristics of Quality Assurance and Quality Control, and explains the connection and differences between both. They are considered to be strategies applied at different stages of the project, and Arthur describes this in a very clear way. It also discusses the benefits of applying these strategies at the right moment.

*LEED, U. G. (2017). Leadership in Energy and Environmental Design. Retrieved from http://leed.usgbc.org/leed.html

Shows a very detailed overview of the LEED Certification, including its meaning, the reasons to and benefits from choosing LEED, the people that should be involved in the project, categories, steps to follow and more. It serves as a good introduction to the certification and further information can be found in the different sections of type of certified buildings.

*IWBI. (2017). The WELL Certification Guidebook. New York

Guides the user through all the steps that are to be followed to get the WELL certification. It dives into the Project Team’s roles, the documentation requirements, performance verification and the final report. It allows the reader to have a clear picture of how to achieve the award and continue with the health engagement in the future.

== '''References''' ==

<references/>

Agile Methodology

2017-09-18T10:41:02Z

SophieEmilie:

[[Category:''Agile Methodology'']]

Agile methodologies developed their popularity within the software development industry. Over the past 25 to 30 years agile methods helped the software and IT industry increase the productivity and success rate. Today, Agile is spreading to other fields and industries.

== '''Background''' ==

== Why is the agile methodology important?==

== '''Introduction''' ==
{{#ev:youtube|https://www.youtube.com/watch?v=Z9QbYZh1YXY|300|right| Mark Shead - What is Agile?|frame}}

Among the systems of Quality Assurance to identify the procedures of quality management, the third-party ones have now been proven to be the best practice as they follow international standards such as ISO. These systems consist of independent parties that certify the quality of a building. Thus, many independent third parties such as LEED and WELL have emerged in the last 15 years. These certifications are based on [[Sustainability in Construction]] and aim to increase the number of sustainable buildings in the world.

LEED certification provides independent verification of a building or neighborhood’s green features, allowing for the design, construction, operation and maintenance of resource-efficient, high-performing, healthy, cost-effective buildings <ref name="LEED, 2017">LEED, U. G. (2017). Leadership in Energy and Environmental Design. Retrieved from http://leed.usgbc.org/leed.html</ref>.

On the other hand, WELL is a performance-based system for measuring, certifying, and monitoring features of the built environment that impact human health and wellbeing, through air, water, nourishment, light, fitness, comfort, and mind. <ref name="Knox, 2015">Knox, N. (2015). WELL Building Standard. U.S. Green Building Council. Retrieved from http://www.usgbc.org/articles/what-well</ref>.

== '''Big Idea''' ==

=== '''Agile Vocabulary''' ===

Quality can be defined as “the degree to which a set of inherent characteristics fulfils requirements” <ref name="Winch, G. M. (2010)">Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.</ref>. One of the objectives of the Quality Management Systems is to make clear that non-conformance in a product is somebody’s fault. Thus, workers are encouraged, reward-based, to take responsibility when achieving high quality.
There are four main basic approaches to make sure that high quality has been reached and these act as a complement rather than as an alternative:
* ''Inspection'': physical check.
* ''Quality Control (QC)'': management control techniques.
* ''Quality Assurance (QA)'': externally accredited procedures.
* ''Total Quality Management'': continuous process improvement.

==== '''Product Owner''' ====

The product owner is an extension of the customers. The product owner is responsible for the product backlog and have authority to change the product along the way.

==== '''Team''' ====

...

==== '''Product Backlog''' ====

The product backlog is an overview of all the tasks on the product that is left to be done.

==== '''Sprint Backlog Meeting''' ====

...

==== '''Sprint Backlog ''' ====

Detailed overview of what the team is supposed to work on during the current sprint.

==== '''Scrum Master''' ====

The scrum master is the voice of the team.

==== '''Sprints''' ====

Sprints are typically 1 to 4 weeks periods. During the sprint the team works on solving the problems in the sprint backlog.

=== '''Scrum''' ===

Scrum are 24 hour periods. The team has daily scrum meetings where all team members answer the following three questions.

* What...
* ....
* ...

=== '''Sprint Retrospective''' ===

After every sprint period a sprint retrospective is conducted. This allows the team to determine what was done right and what should be changed for future sprints.

== '''Application''' ==

== '''The Right Conditions for Agile''' ==

...

[[File:Figure_1._Professional_System_Diagram.jpg|thumb|left|250px|Figure 1: Professional System Diagram <ref name="Winch, G. M. (2010)">Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.</ref>]]

{| class="wikitable"
|+ Table 1: WELL’s Score Table <ref name="IWBI Standard (2017).">IWBI Standard. (2017).The WELL Building Standard. Retrieved from https://standard.wellcertified.com/</ref>
!''Concept''
!''Preconditions Applicable''
!''Preconditions Achieved''
!''Optimizations Achieved''
!''Optimizations Achieved''
!''Concept Scores''
|-
| Air
| 12
| 12
| 17
| 3
| 5

|-
| Water
| 5
| 5
| 3
| 0
| 5

|-
| Nourishment
| 8
| 8
| 7
| 6
| 9

|-
| Light
| 4
| 4
| 7
| 2
| 6

|-
| Fitness
| 2
| 2
| 6
| 3
| 7

|-
| Comfort
| 5
| 5
| 7
| 2
| 6

|-
| Mind
| 5
| 5
| 12
| 12
| 10

|-
| '''Total'''
| '''41'''
| '''41'''
| '''59'''
| '''29'''
| '''7'''
|}

== '''Limitations''' ==

== '''Annotated Bibliography''' ==

*Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.

Provides a focused perspective on the role of people involved in construction, especially on project management. One of its approaches is the quality of conformance to requirements, not only product related but also process related. To reach this conformance, quality management systems are used, thus Winch explains further and in detail the different systems that exist. It also provides some Case Studies where the theory is made clear by using real-life examples.

*Arthur, B. (2017). The Difference between Quality Assurance and Quality Control. Retrieved from https://www.dialog.com.au/open-dialog/the-difference-between-quality-assurance-and-quality-control/

Describes the characteristics of Quality Assurance and Quality Control, and explains the connection and differences between both. They are considered to be strategies applied at different stages of the project, and Arthur describes this in a very clear way. It also discusses the benefits of applying these strategies at the right moment.

*LEED, U. G. (2017). Leadership in Energy and Environmental Design. Retrieved from http://leed.usgbc.org/leed.html

Shows a very detailed overview of the LEED Certification, including its meaning, the reasons to and benefits from choosing LEED, the people that should be involved in the project, categories, steps to follow and more. It serves as a good introduction to the certification and further information can be found in the different sections of type of certified buildings.

*IWBI. (2017). The WELL Certification Guidebook. New York

Guides the user through all the steps that are to be followed to get the WELL certification. It dives into the Project Team’s roles, the documentation requirements, performance verification and the final report. It allows the reader to have a clear picture of how to achieve the award and continue with the health engagement in the future.

== '''References''' ==

<references/>

Agile Methodology

2017-09-18T10:34:36Z

SophieEmilie:

[[Category:''Agile Methodology'']]

Agile methodologies developed their popularity within the software development industry. Over the past 25 to 30 years agile methods helped the software and IT industry increase the productivity and success rate. Today, Agile is spreading to other fields and industries.

== '''Background''' ==

== Why is the agile methodology important?==

== '''Introduction''' ==
{{#ev:youtube|https://www.youtube.com/watch?v=Z9QbYZh1YXY|300|right| Mark Shead - What is Agile?|frame}}

Among the systems of Quality Assurance to identify the procedures of quality management, the third-party ones have now been proven to be the best practice as they follow international standards such as ISO. These systems consist of independent parties that certify the quality of a building. Thus, many independent third parties such as LEED and WELL have emerged in the last 15 years. These certifications are based on [[Sustainability in Construction]] and aim to increase the number of sustainable buildings in the world.

LEED certification provides independent verification of a building or neighborhood’s green features, allowing for the design, construction, operation and maintenance of resource-efficient, high-performing, healthy, cost-effective buildings <ref name="LEED, 2017">LEED, U. G. (2017). Leadership in Energy and Environmental Design. Retrieved from http://leed.usgbc.org/leed.html</ref>.

On the other hand, WELL is a performance-based system for measuring, certifying, and monitoring features of the built environment that impact human health and wellbeing, through air, water, nourishment, light, fitness, comfort, and mind. <ref name="Knox, 2015">Knox, N. (2015). WELL Building Standard. U.S. Green Building Council. Retrieved from http://www.usgbc.org/articles/what-well</ref>.

== '''Big Idea''' ==

=== '''Agile Vocabulary''' ===

Quality can be defined as “the degree to which a set of inherent characteristics fulfils requirements” <ref name="Winch, G. M. (2010)">Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.</ref>. One of the objectives of the Quality Management Systems is to make clear that non-conformance in a product is somebody’s fault. Thus, workers are encouraged, reward-based, to take responsibility when achieving high quality.
There are four main basic approaches to make sure that high quality has been reached and these act as a complement rather than as an alternative:
* ''Inspection'': physical check.
* ''Quality Control (QC)'': management control techniques.
* ''Quality Assurance (QA)'': externally accredited procedures.
* ''Total Quality Management'': continuous process improvement.

==== '''Product Owner''' ====

The product owner is an extension of the customers. The product owner is responsible for the product backlog and have authority to change the product along the way.

==== '''Team''' ====

...

==== '''Product Backlog''' ====

...

==== '''Sprint Backlog Meeting''' ====

...

==== '''Sprint Backlog ''' ====

Detailed overview of what the team is supposed to work on during the current sprint.

==== '''Scrum Master''' ====

The scrum master is the voice of the team.

==== '''Sprints''' ====

Sprints are typically 1 to 4 weeks periods. During the sprint the team works on solving the problems in the sprint backlog.

=== '''Scrum''' ===

Scrum are 24 hour periods. The team has daily scrum meetings where all team members answer the following three questions.

* What...
* ....
* ...

=== '''Sprint Retrospective''' ===

...

== '''Application''' ==

== '''The Right Conditions for Agile''' ==

...

[[File:Figure_1._Professional_System_Diagram.jpg|thumb|left|250px|Figure 1: Professional System Diagram <ref name="Winch, G. M. (2010)">Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.</ref>]]

{| class="wikitable"
|+ Table 1: WELL’s Score Table <ref name="IWBI Standard (2017).">IWBI Standard. (2017).The WELL Building Standard. Retrieved from https://standard.wellcertified.com/</ref>
!''Concept''
!''Preconditions Applicable''
!''Preconditions Achieved''
!''Optimizations Achieved''
!''Optimizations Achieved''
!''Concept Scores''
|-
| Air
| 12
| 12
| 17
| 3
| 5

|-
| Water
| 5
| 5
| 3
| 0
| 5

|-
| Nourishment
| 8
| 8
| 7
| 6
| 9

|-
| Light
| 4
| 4
| 7
| 2
| 6

|-
| Fitness
| 2
| 2
| 6
| 3
| 7

|-
| Comfort
| 5
| 5
| 7
| 2
| 6

|-
| Mind
| 5
| 5
| 12
| 12
| 10

|-
| '''Total'''
| '''41'''
| '''41'''
| '''59'''
| '''29'''
| '''7'''
|}

== '''Limitations''' ==

== '''Annotated Bibliography''' ==

*Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.

Provides a focused perspective on the role of people involved in construction, especially on project management. One of its approaches is the quality of conformance to requirements, not only product related but also process related. To reach this conformance, quality management systems are used, thus Winch explains further and in detail the different systems that exist. It also provides some Case Studies where the theory is made clear by using real-life examples.

*Arthur, B. (2017). The Difference between Quality Assurance and Quality Control. Retrieved from https://www.dialog.com.au/open-dialog/the-difference-between-quality-assurance-and-quality-control/

Describes the characteristics of Quality Assurance and Quality Control, and explains the connection and differences between both. They are considered to be strategies applied at different stages of the project, and Arthur describes this in a very clear way. It also discusses the benefits of applying these strategies at the right moment.

*LEED, U. G. (2017). Leadership in Energy and Environmental Design. Retrieved from http://leed.usgbc.org/leed.html

Shows a very detailed overview of the LEED Certification, including its meaning, the reasons to and benefits from choosing LEED, the people that should be involved in the project, categories, steps to follow and more. It serves as a good introduction to the certification and further information can be found in the different sections of type of certified buildings.

*IWBI. (2017). The WELL Certification Guidebook. New York

Guides the user through all the steps that are to be followed to get the WELL certification. It dives into the Project Team’s roles, the documentation requirements, performance verification and the final report. It allows the reader to have a clear picture of how to achieve the award and continue with the health engagement in the future.

== '''References''' ==

<references/>

Agile Methodology

2017-09-18T10:22:50Z

SophieEmilie:

[[Category:''Agile Methodology'']]

Agile methodologies developed their popularity within the software development industry. Over the past 25 to 30 years agile methods helped the software and IT industry increase the productivity and success rate. Today, Agile is spreading to other fields and industries.

== '''Background''' ==

== Why is the agile methodology important?==

== '''Introduction''' ==
{{#ev:youtube|https://www.youtube.com/watch?v=Z9QbYZh1YXY|300|right| Mark Shead - What is Agile?|frame}}

Among the systems of Quality Assurance to identify the procedures of quality management, the third-party ones have now been proven to be the best practice as they follow international standards such as ISO. These systems consist of independent parties that certify the quality of a building. Thus, many independent third parties such as LEED and WELL have emerged in the last 15 years. These certifications are based on [[Sustainability in Construction]] and aim to increase the number of sustainable buildings in the world.

LEED certification provides independent verification of a building or neighborhood’s green features, allowing for the design, construction, operation and maintenance of resource-efficient, high-performing, healthy, cost-effective buildings <ref name="LEED, 2017">LEED, U. G. (2017). Leadership in Energy and Environmental Design. Retrieved from http://leed.usgbc.org/leed.html</ref>.

On the other hand, WELL is a performance-based system for measuring, certifying, and monitoring features of the built environment that impact human health and wellbeing, through air, water, nourishment, light, fitness, comfort, and mind. <ref name="Knox, 2015">Knox, N. (2015). WELL Building Standard. U.S. Green Building Council. Retrieved from http://www.usgbc.org/articles/what-well</ref>.

== '''Big Idea''' ==

=== '''Agile Vocabulary''' ===

Quality can be defined as “the degree to which a set of inherent characteristics fulfils requirements” <ref name="Winch, G. M. (2010)">Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.</ref>. One of the objectives of the Quality Management Systems is to make clear that non-conformance in a product is somebody’s fault. Thus, workers are encouraged, reward-based, to take responsibility when achieving high quality.
There are four main basic approaches to make sure that high quality has been reached and these act as a complement rather than as an alternative:
* ''Inspection'': physical check.
* ''Quality Control (QC)'': management control techniques.
* ''Quality Assurance (QA)'': externally accredited procedures.
* ''Total Quality Management'': continuous process improvement.

==== '''Product Owner''' ====

The product owner is an extension of the customers. The product owner is responsible for the product backlog and have authority to change the product along the way.

==== '''Team''' ====

...

==== '''Product Backlog''' ====

...

==== '''Sprint Backlog Meeting''' ====

...

==== '''Sprint Backlog ''' ====

...

==== '''Scrum Master''' ====

...

==== '''Sprints''' ====

...

=== '''Scrum''' ===

...

=== '''Sprint Retrospective''' ===

...

== '''Application''' ==

== '''The Right Conditions for Agile''' ==

...

[[File:Figure_1._Professional_System_Diagram.jpg|thumb|left|250px|Figure 1: Professional System Diagram <ref name="Winch, G. M. (2010)">Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.</ref>]]

{| class="wikitable"
|+ Table 1: WELL’s Score Table <ref name="IWBI Standard (2017).">IWBI Standard. (2017).The WELL Building Standard. Retrieved from https://standard.wellcertified.com/</ref>
!''Concept''
!''Preconditions Applicable''
!''Preconditions Achieved''
!''Optimizations Achieved''
!''Optimizations Achieved''
!''Concept Scores''
|-
| Air
| 12
| 12
| 17
| 3
| 5

|-
| Water
| 5
| 5
| 3
| 0
| 5

|-
| Nourishment
| 8
| 8
| 7
| 6
| 9

|-
| Light
| 4
| 4
| 7
| 2
| 6

|-
| Fitness
| 2
| 2
| 6
| 3
| 7

|-
| Comfort
| 5
| 5
| 7
| 2
| 6

|-
| Mind
| 5
| 5
| 12
| 12
| 10

|-
| '''Total'''
| '''41'''
| '''41'''
| '''59'''
| '''29'''
| '''7'''
|}

== '''Limitations''' ==

== '''Annotated Bibliography''' ==

*Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.

Provides a focused perspective on the role of people involved in construction, especially on project management. One of its approaches is the quality of conformance to requirements, not only product related but also process related. To reach this conformance, quality management systems are used, thus Winch explains further and in detail the different systems that exist. It also provides some Case Studies where the theory is made clear by using real-life examples.

*Arthur, B. (2017). The Difference between Quality Assurance and Quality Control. Retrieved from https://www.dialog.com.au/open-dialog/the-difference-between-quality-assurance-and-quality-control/

Describes the characteristics of Quality Assurance and Quality Control, and explains the connection and differences between both. They are considered to be strategies applied at different stages of the project, and Arthur describes this in a very clear way. It also discusses the benefits of applying these strategies at the right moment.

*LEED, U. G. (2017). Leadership in Energy and Environmental Design. Retrieved from http://leed.usgbc.org/leed.html

Shows a very detailed overview of the LEED Certification, including its meaning, the reasons to and benefits from choosing LEED, the people that should be involved in the project, categories, steps to follow and more. It serves as a good introduction to the certification and further information can be found in the different sections of type of certified buildings.

*IWBI. (2017). The WELL Certification Guidebook. New York

Guides the user through all the steps that are to be followed to get the WELL certification. It dives into the Project Team’s roles, the documentation requirements, performance verification and the final report. It allows the reader to have a clear picture of how to achieve the award and continue with the health engagement in the future.

== '''References''' ==

<references/>

Articles Fall Term 2017

2017-09-17T17:57:17Z

SophieEmilie:

{| class="wikitable"
|+ '''Disclaimer!
|-
|''The requirements for the articles written in previous Terms (2014, 2015, 2016, Jun 2017) were not the same as for Fall Term 2017. Please make sure you read the requirements for your own fall term carefully before starting your wiki article.''
|}

Please complete this table with your group number, full name, username and the title of your article.

To create more lines in the table click '''Edit''' and use the following code to create more lines in the table and replace the example text with your own information:

<pre style="white-space: pre-wrap;
white-space: -moz-pre-wrap;
white-space: -pre-wrap;
white-space: -o-pre-wrap;
word-wrap: break-word;">
|-
|Group Number
|First Name
|Last Name
|Username
|Link to Article
|-
</pre>
Create a direct link by making square brackets ([[ ]]) around the title such as [[Title]]

The straight lines ( | ) create columns and the straight line with a dash ( |- ) creates a new row in the table.

( |} ) is only used at the very end to finish the coding for the table.

=Overview of 2017 Wiki articles=

{| class="wikitable sortable"
|+June 2017 Wiki Articles
|-
!Group number
!First name
!Second name
!User name
!Link to article
|-
|GN
|First Name
|Last Name
|Wiki User Name
|[[Example Fall Term 2017]]
|-
|4
|Javier
|Durá María
|Jaduma
|[[Delphi Method (expert for identification)]]
|-
|2
|Cornelis Johannes
|Jongenelen
|CJJongenelen
|[[Stage-Gate Process]]
|-
|4
|Waqas
|Khalid
|waqaskhld
|[[Risk Quantification]]
|-
|GN
|Thomas
|Reigstad
|Thomas Reigstad
|[[Quality Control and Safety During Construction]]
|-
|GN
|Karlotta
|Thorhallsdóttir
|S162285
|[[Impact vs. Probability]]
|-
|GN
|Guillermo
|Altuna Faus
|Galtunaf
|[[RAPID Outcome Mapping Approach (ROMA)]]
|-
|4
|Bjarke
|Schjødt Rasmussen
|Schjodt92
|[[Balanced Scorecard Map]]
|-
|8
|Marion
|Chambon
|s172284
|[[HAZOP method, deviation analysis]]
|-
|GN
|Ignacio
|López Cabañas
|S161357
|[[PERT]]
|-
|GN
|Leon David
|Schleer
|LeonS
| [[Project Manager Competencies and Personality Types]]
|-
|GN
|Pascal
|Trebin
|Pascal
|[[Kano model]]
|-
|2
|Michael Kirkeby
|Hansen
|Mikirkeby
|[[Scenario Analysis]]
|-
|7
|Julian
|Ofenstein
|Bekis
|[[Waterfall vs. Agile Methodology]]
|-
|GN
|Kamma
|Christensen
|Kamma
|[[Change order]]
|-
|GN
|Alexandra
|Darmaraki
|s162578
|[[Scenario Planning Strategy]]
|-
|GN
|Eyðbjørg Amanda
|Petersen
|EAP
|[[Feasibility Study]]
|-
|5
|Iason
|Divanis
|Iason Divanis
|[[Event Chain Methodology in Project Management]]
|-
|2
|Signe
|Risager
|s163071
|[[Teamweek (virtual resource management tool)]]
|-
|GN
|Erik A.
|Heggstad
|Erikheggstad
|[[Stage-Gate Model]]
|-
|GN
|Philip
|van Berkom
|PA
|[[Contingency]]
|-
|GN
|FN
|LN
|Wiki UN
|[[Article title]]
|-
|GN
|Paolo
|Meneghini
|Paolo M
|[[Reporting]]
|-
|GN
|Ragnheidur
|Ragnarsdottir
|S161269
|[[Benefit map analysis]]
|-
|2
|Sophie Emilie
|Smietana
|SophieEmilie
|[[Agile Methodology]]
|-
|5
|Thomas
|Engelhart
|Engelhart
|[[DICE Framework]]
|-
|3
|Nathalie Lückstädt
|Nielsen
|S130038
|[[Scope creep]]
|-
|11
|Eleni
|Pagoni
|Ele
|[[The Stage-Gate Model]]
|-
|11
|Konstantinos
|Vontas
|Konstantinos
|[[Project Control]]
|-
|5
|Emmanouil
|Psomas
|Manolis
|[[Decision making skills]]
|-
|GN
|Ingvild Reine
|Assmann
|Ingvild Assmann
|[[Muda, mura and muri methodology]]
|-
|-
|GN
|Javier
|Gumà
|S161631
|[[Simon's four levels of control]]
|-
|-
|GN
|Christina Diget
|Christiansen
|S160541
|[[Lean Construction on Bispebjerg Bakke]]
|-
|-
|10
|Nikoleta
|Kolitsopoulou - Maridaki
|Nikoletta
|[[Roles and responsibilities]]
|-
|-
|7
|Matthis
|Hanstein
|Matthis
|[[Communication with public stakeholders on the femern link project in Germany]]
|-
|-
|6
|Patrick
|Grimm
|S161459
|[[SMART]]
|-
|-
|7
|John
|Gomes
|S161001
|[[Application of Alignment Matrix in Project Coordination and Communication]]
|-
|-
|6
|Hani
|Selim
|s135278
|[[Project Scope Control]]
|-
|-
|GN
|Anders Stig
|Pedersen
|S124052
|[[Network Plan and Monte Carlo Method]]
|-
|-
|GN
|Timokleia
|Orfanidou
|S155592
|[[Sponsorship of a project, programme or portfolio]]
|-
|-
|4
|Gudmann
|Tommy
|tg_dk
|[["Interpersonal skills of a Project Manager"]]
|-
|-
|4
|Gudjon
|Arngrimsson
|S161295
|[[Expectations Management]]
|-
|-
|6
|Victor
|Aguasca Lloberes
|S161321
|[[Performance Measurement]]
|-
|3
|Asger
|Fuhr Høyer
|Asger
|[[Antifragility/Resilience]]
|-
|1
|Klavs
|Skovby
|Klask
|[[Decision Tree: Risk & Opportunities]]
|-
|1
|Nicolaj J. B.
|Thomsen
|Kittymaumau
|[[Pro-active: Risk and Opportunity Management]]
|-
|-
|8
|Laurens M.
|van der Schaft
|s172077
|[[Implementation of BIM as communication tool for construction site operations]]
|-

Agile Methodology

2017-09-13T11:17:35Z

SophieEmilie:

[[Category:''Agile Methodology'']]

Agile methodologies developed their popularity within the software development industry. Over the past 25 to 30 years agile methods helped the software and IT industry increase the productivity and success rate. Today, Agile is spreading to other fields and industries.

== '''Background''' ==

== Why is the agile methodology important?==

== '''Introduction''' ==
{{#ev:youtube|https://www.youtube.com/watch?v=Z9QbYZh1YXY|300|right| Mark Shead - What is Agile?|frame}}

Among the systems of Quality Assurance to identify the procedures of quality management, the third-party ones have now been proven to be the best practice as they follow international standards such as ISO. These systems consist of independent parties that certify the quality of a building. Thus, many independent third parties such as LEED and WELL have emerged in the last 15 years. These certifications are based on [[Sustainability in Construction]] and aim to increase the number of sustainable buildings in the world.

LEED certification provides independent verification of a building or neighborhood’s green features, allowing for the design, construction, operation and maintenance of resource-efficient, high-performing, healthy, cost-effective buildings <ref name="LEED, 2017">LEED, U. G. (2017). Leadership in Energy and Environmental Design. Retrieved from http://leed.usgbc.org/leed.html</ref>.

On the other hand, WELL is a performance-based system for measuring, certifying, and monitoring features of the built environment that impact human health and wellbeing, through air, water, nourishment, light, fitness, comfort, and mind. <ref name="Knox, 2015">Knox, N. (2015). WELL Building Standard. U.S. Green Building Council. Retrieved from http://www.usgbc.org/articles/what-well</ref>.

== '''Big Idea''' ==

=== '''Agile Vocabulary''' ===

Quality can be defined as “the degree to which a set of inherent characteristics fulfils requirements” <ref name="Winch, G. M. (2010)">Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.</ref>. One of the objectives of the Quality Management Systems is to make clear that non-conformance in a product is somebody’s fault. Thus, workers are encouraged, reward-based, to take responsibility when achieving high quality.
There are four main basic approaches to make sure that high quality has been reached and these act as a complement rather than as an alternative:
* ''Inspection'': physical check.
* ''Quality Control (QC)'': management control techniques.
* ''Quality Assurance (QA)'': externally accredited procedures.
* ''Total Quality Management'': continuous process improvement.

==== '''Product Owner''' ====

...

==== '''Team''' ====

...

==== '''Product Backlog''' ====

...

==== '''Sprint Backlog Meeting''' ====

...

==== '''Sprint Backlog ''' ====

...

==== '''Scrum Master''' ====

...

==== '''Sprints''' ====

...

=== '''Scrum''' ===

=== '''Sprint Retrospective''' ===

== '''Application''' ==

== '''The Right Conditions for Agile''' ==

[[File:Figure_1._Professional_System_Diagram.jpg|thumb|left|250px|Figure 1: Professional System Diagram <ref name="Winch, G. M. (2010)">Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.</ref>]]

=== '''LEED''' ===

==== '''Objective, Focus Areas and Project Types''' ====

==== '''Evaluation Method''' ====

==== '''Certification Process''' ====

=== '''WELL''' ===

==== '''Objective, Focus Areas and Project Types''' ====

==== '''Evaluation Method''' ====

{| class="wikitable"
|+ Table 1: WELL’s Score Table <ref name="IWBI Standard (2017).">IWBI Standard. (2017).The WELL Building Standard. Retrieved from https://standard.wellcertified.com/</ref>
!''Concept''
!''Preconditions Applicable''
!''Preconditions Achieved''
!''Optimizations Achieved''
!''Optimizations Achieved''
!''Concept Scores''
|-
| Air
| 12
| 12
| 17
| 3
| 5

|-
| Water
| 5
| 5
| 3
| 0
| 5

|-
| Nourishment
| 8
| 8
| 7
| 6
| 9

|-
| Light
| 4
| 4
| 7
| 2
| 6

|-
| Fitness
| 2
| 2
| 6
| 3
| 7

|-
| Comfort
| 5
| 5
| 7
| 2
| 6

|-
| Mind
| 5
| 5
| 12
| 12
| 10

|-
| '''Total'''
| '''41'''
| '''41'''
| '''59'''
| '''29'''
| '''7'''
|}

==== '''Certification Process''' ====

== '''Limitations''' ==

== '''Annotated Bibliography''' ==

*Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.

Provides a focused perspective on the role of people involved in construction, especially on project management. One of its approaches is the quality of conformance to requirements, not only product related but also process related. To reach this conformance, quality management systems are used, thus Winch explains further and in detail the different systems that exist. It also provides some Case Studies where the theory is made clear by using real-life examples.

*Arthur, B. (2017). The Difference between Quality Assurance and Quality Control. Retrieved from https://www.dialog.com.au/open-dialog/the-difference-between-quality-assurance-and-quality-control/

Describes the characteristics of Quality Assurance and Quality Control, and explains the connection and differences between both. They are considered to be strategies applied at different stages of the project, and Arthur describes this in a very clear way. It also discusses the benefits of applying these strategies at the right moment.

*LEED, U. G. (2017). Leadership in Energy and Environmental Design. Retrieved from http://leed.usgbc.org/leed.html

Shows a very detailed overview of the LEED Certification, including its meaning, the reasons to and benefits from choosing LEED, the people that should be involved in the project, categories, steps to follow and more. It serves as a good introduction to the certification and further information can be found in the different sections of type of certified buildings.

*IWBI. (2017). The WELL Certification Guidebook. New York

Guides the user through all the steps that are to be followed to get the WELL certification. It dives into the Project Team’s roles, the documentation requirements, performance verification and the final report. It allows the reader to have a clear picture of how to achieve the award and continue with the health engagement in the future.

== '''References''' ==

<references/>

Agile Methodology

2017-09-13T11:12:31Z

SophieEmilie:

[[Category:''Agile Methodology'']]

Agile methodologies developed their popularity within the software development industry. Over the past 25 to 30 years agile methods helped the software and IT industry increase the productivity and success rate. Today, Agile is spreading to other fields and industries.

== Background ==

== Why is the agile methodology important?==

== '''Introduction''' ==
{{#ev:youtube|https://www.youtube.com/watch?v=4_dFPunz96w|300|right| Gagement Consultancy - What is a Quality Management System?. |frame}}

Among the systems of Quality Assurance to identify the procedures of quality management, the third-party ones have now been proven to be the best practice as they follow international standards such as ISO. These systems consist of independent parties that certify the quality of a building. Thus, many independent third parties such as LEED and WELL have emerged in the last 15 years. These certifications are based on [[Sustainability in Construction]] and aim to increase the number of sustainable buildings in the world.

LEED certification provides independent verification of a building or neighborhood’s green features, allowing for the design, construction, operation and maintenance of resource-efficient, high-performing, healthy, cost-effective buildings <ref name="LEED, 2017">LEED, U. G. (2017). Leadership in Energy and Environmental Design. Retrieved from http://leed.usgbc.org/leed.html</ref>.

On the other hand, WELL is a performance-based system for measuring, certifying, and monitoring features of the built environment that impact human health and wellbeing, through air, water, nourishment, light, fitness, comfort, and mind. <ref name="Knox, 2015">Knox, N. (2015). WELL Building Standard. U.S. Green Building Council. Retrieved from http://www.usgbc.org/articles/what-well</ref>.

== '''Big Idea''' ==

=== '''Agile Vocabulary''' ===

Quality can be defined as “the degree to which a set of inherent characteristics fulfils requirements” <ref name="Winch, G. M. (2010)">Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.</ref>. One of the objectives of the Quality Management Systems is to make clear that non-conformance in a product is somebody’s fault. Thus, workers are encouraged, reward-based, to take responsibility when achieving high quality.
There are four main basic approaches to make sure that high quality has been reached and these act as a complement rather than as an alternative:
* ''Inspection'': physical check.
* ''Quality Control (QC)'': management control techniques.
* ''Quality Assurance (QA)'': externally accredited procedures.
* ''Total Quality Management'': continuous process improvement.

==== '''Product Owner''' ====

...

==== '''Team''' ====

...

==== '''Product Backlog''' ====

...

==== '''Sprint Backlog Meeting''' ====

...

==== '''Sprint Backlog ''' ====

...

==== '''Scrum Master''' ====

...

==== '''Sprints''' ====

...

=== '''Scrum''' ===

=== '''Sprint Retrospective''' ===

== '''Application''' ==

== '''The Right Conditions for Agile''' ==

[[File:Figure_1._Professional_System_Diagram.jpg|thumb|left|250px|Figure 1: Professional System Diagram <ref name="Winch, G. M. (2010)">Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.</ref>]]

=== '''LEED''' ===

==== '''Objective, Focus Areas and Project Types''' ====

==== '''Evaluation Method''' ====

==== '''Certification Process''' ====

=== '''WELL''' ===

==== '''Objective, Focus Areas and Project Types''' ====

==== '''Evaluation Method''' ====

{| class="wikitable"
|+ Table 1: WELL’s Score Table <ref name="IWBI Standard (2017).">IWBI Standard. (2017).The WELL Building Standard. Retrieved from https://standard.wellcertified.com/</ref>
!''Concept''
!''Preconditions Applicable''
!''Preconditions Achieved''
!''Optimizations Achieved''
!''Optimizations Achieved''
!''Concept Scores''
|-
| Air
| 12
| 12
| 17
| 3
| 5

|-
| Water
| 5
| 5
| 3
| 0
| 5

|-
| Nourishment
| 8
| 8
| 7
| 6
| 9

|-
| Light
| 4
| 4
| 7
| 2
| 6

|-
| Fitness
| 2
| 2
| 6
| 3
| 7

|-
| Comfort
| 5
| 5
| 7
| 2
| 6

|-
| Mind
| 5
| 5
| 12
| 12
| 10

|-
| '''Total'''
| '''41'''
| '''41'''
| '''59'''
| '''29'''
| '''7'''
|}

==== '''Certification Process''' ====

== '''Limitations''' ==

== '''Annotated Bibliography''' ==

*Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.

Provides a focused perspective on the role of people involved in construction, especially on project management. One of its approaches is the quality of conformance to requirements, not only product related but also process related. To reach this conformance, quality management systems are used, thus Winch explains further and in detail the different systems that exist. It also provides some Case Studies where the theory is made clear by using real-life examples.

*Arthur, B. (2017). The Difference between Quality Assurance and Quality Control. Retrieved from https://www.dialog.com.au/open-dialog/the-difference-between-quality-assurance-and-quality-control/

Describes the characteristics of Quality Assurance and Quality Control, and explains the connection and differences between both. They are considered to be strategies applied at different stages of the project, and Arthur describes this in a very clear way. It also discusses the benefits of applying these strategies at the right moment.

*LEED, U. G. (2017). Leadership in Energy and Environmental Design. Retrieved from http://leed.usgbc.org/leed.html

Shows a very detailed overview of the LEED Certification, including its meaning, the reasons to and benefits from choosing LEED, the people that should be involved in the project, categories, steps to follow and more. It serves as a good introduction to the certification and further information can be found in the different sections of type of certified buildings.

*IWBI. (2017). The WELL Certification Guidebook. New York

Guides the user through all the steps that are to be followed to get the WELL certification. It dives into the Project Team’s roles, the documentation requirements, performance verification and the final report. It allows the reader to have a clear picture of how to achieve the award and continue with the health engagement in the future.

== '''References''' ==

<references/>

Agile Methodology

2017-09-13T11:05:06Z

SophieEmilie:

[[Category:''Agile Methodology'']]

Agile methodologies developed their popularity within the software development industry. Over the past 25 to 30 years agile methods helped the software and IT industry increase the productivity and success rate. Today, Agile is spreading to other fields and industries.

== Why is the agile methodology important?==

== Background ==

==Annotated Bibliography==

Poor quality in buildings is often caused by bad quality management in the construction process. The consequences of that can go from small mistakes to big and problematic situations. This can, furthermore, lead to additional expenses for the correction of errors that could have been avoided, or to big disasters like an uninhabitable building or a building tearing down. Thus, it is important to consider the different quality management systems that will, from an early stage, guide the project not only to be successful, but also to be completely reliable by using all resources appropriately.

This article mentions the different quality management systems - Inspection, [[Quality Control]], Quality Assurance and Total Quality Management - that should be followed to obtain high-quality buildings. It, however, focuses its attention mainly on third-party certifications for sustainable buildings that compile with the four processes, assuring an output of high-quality sustainable buildings.

Among the most widely used certifications, Leadership in Energy and Environmental Design (LEED) and WELL Building Standard (WELL) play a crucial role. Thus, this report compares them in terms of objective, focus areas, project types, evaluation method and certification process. Results show that both play a very important role in the construction industry because while LEED is focused on sustainable, resource-efficient and cost-effective buildings, WELL is, on the other hand, meant to improve indoor climate and impact human health and wellbeing. Therefore, the connection between both certifications is of complementation rather than exclusion.

== '''Introduction''' ==
{{#ev:youtube|https://www.youtube.com/watch?v=4_dFPunz96w|300|right| Gagement Consultancy - What is a Quality Management System?. |frame}}

Among the systems of Quality Assurance to identify the procedures of quality management, the third-party ones have now been proven to be the best practice as they follow international standards such as ISO. These systems consist of independent parties that certify the quality of a building. Thus, many independent third parties such as LEED and WELL have emerged in the last 15 years. These certifications are based on [[Sustainability in Construction]] and aim to increase the number of sustainable buildings in the world.

LEED certification provides independent verification of a building or neighborhood’s green features, allowing for the design, construction, operation and maintenance of resource-efficient, high-performing, healthy, cost-effective buildings <ref name="LEED, 2017">LEED, U. G. (2017). Leadership in Energy and Environmental Design. Retrieved from http://leed.usgbc.org/leed.html</ref>.

On the other hand, WELL is a performance-based system for measuring, certifying, and monitoring features of the built environment that impact human health and wellbeing, through air, water, nourishment, light, fitness, comfort, and mind. <ref name="Knox, 2015">Knox, N. (2015). WELL Building Standard. U.S. Green Building Council. Retrieved from http://www.usgbc.org/articles/what-well</ref>.

== '''Big Idea''' ==

=== '''Agile Vocabulary''' ===

Quality can be defined as “the degree to which a set of inherent characteristics fulfils requirements” <ref name="Winch, G. M. (2010)">Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.</ref>. One of the objectives of the Quality Management Systems is to make clear that non-conformance in a product is somebody’s fault. Thus, workers are encouraged, reward-based, to take responsibility when achieving high quality.
There are four main basic approaches to make sure that high quality has been reached and these act as a complement rather than as an alternative:
* ''Inspection'': physical check.
* ''Quality Control (QC)'': management control techniques.
* ''Quality Assurance (QA)'': externally accredited procedures.
* ''Total Quality Management'': continuous process improvement.

==== '''Product Owner''' ====

...

==== '''Team''' ====

...

==== '''Product Backlog''' ====

...

==== '''Sprint Backlog Meeting''' ====

...

==== '''Sprint Backlog ''' ====

...

==== '''Scrum Master''' ====

...

==== '''Sprints''' ====

...

=== '''Scrum''' ===

=== '''Sprint Retrospective''' ===

== '''Application''' ==

== '''The Right Conditions for Agile''' ==

[[File:Figure_1._Professional_System_Diagram.jpg|thumb|left|250px|Figure 1: Professional System Diagram <ref name="Winch, G. M. (2010)">Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.</ref>]]

=== '''LEED''' ===

==== '''Objective, Focus Areas and Project Types''' ====

==== '''Evaluation Method''' ====

==== '''Certification Process''' ====

=== '''WELL''' ===

==== '''Objective, Focus Areas and Project Types''' ====

==== '''Evaluation Method''' ====

{| class="wikitable"
|+ Table 1: WELL’s Score Table <ref name="IWBI Standard (2017).">IWBI Standard. (2017).The WELL Building Standard. Retrieved from https://standard.wellcertified.com/</ref>
!''Concept''
!''Preconditions Applicable''
!''Preconditions Achieved''
!''Optimizations Achieved''
!''Optimizations Achieved''
!''Concept Scores''
|-
| Air
| 12
| 12
| 17
| 3
| 5

|-
| Water
| 5
| 5
| 3
| 0
| 5

|-
| Nourishment
| 8
| 8
| 7
| 6
| 9

|-
| Light
| 4
| 4
| 7
| 2
| 6

|-
| Fitness
| 2
| 2
| 6
| 3
| 7

|-
| Comfort
| 5
| 5
| 7
| 2
| 6

|-
| Mind
| 5
| 5
| 12
| 12
| 10

|-
| '''Total'''
| '''41'''
| '''41'''
| '''59'''
| '''29'''
| '''7'''
|}

==== '''Certification Process''' ====

== '''Limitations''' ==

== '''Annotated Bibliography''' ==

*Winch, G. M. (2010). Managing Construction Projects. Iowa: Blackwell Publishing Ltd.

Provides a focused perspective on the role of people involved in construction, especially on project management. One of its approaches is the quality of conformance to requirements, not only product related but also process related. To reach this conformance, quality management systems are used, thus Winch explains further and in detail the different systems that exist. It also provides some Case Studies where the theory is made clear by using real-life examples.

*Arthur, B. (2017). The Difference between Quality Assurance and Quality Control. Retrieved from https://www.dialog.com.au/open-dialog/the-difference-between-quality-assurance-and-quality-control/

Describes the characteristics of Quality Assurance and Quality Control, and explains the connection and differences between both. They are considered to be strategies applied at different stages of the project, and Arthur describes this in a very clear way. It also discusses the benefits of applying these strategies at the right moment.

*LEED, U. G. (2017). Leadership in Energy and Environmental Design. Retrieved from http://leed.usgbc.org/leed.html

Shows a very detailed overview of the LEED Certification, including its meaning, the reasons to and benefits from choosing LEED, the people that should be involved in the project, categories, steps to follow and more. It serves as a good introduction to the certification and further information can be found in the different sections of type of certified buildings.

*IWBI. (2017). The WELL Certification Guidebook. New York

Guides the user through all the steps that are to be followed to get the WELL certification. It dives into the Project Team’s roles, the documentation requirements, performance verification and the final report. It allows the reader to have a clear picture of how to achieve the award and continue with the health engagement in the future.

== '''References''' ==

<references/>

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