Thesis (Ed.D.)--Teachers College, Columbia University, 1966. / Typecript; issued also on microfilm. Sponsor: Paul L. Essert. Dissertation Committee: Ralph B. Spence. Includes bibliographical references.

This diploma thesis is focused on current situation analysis of the company with particular designed change of project management. This change is aimed to set up a Scrum agile method. Basics of Scrum agile method are explained in the first chapter of this diploma thesis. Based on the knowledge gained from analitical chapter of this thesis there are designed specific changes according Scrum principles in the last chapter.

Thesis (M.S.)--Brigham Young University. Dept. of Technology, 2005. / Includes bibliographical references (p. 79-81).

Thesis (Ph. D.)--University of Wisconsin--Madison, 1973. / Typescript. Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references.

Thesis (Ph.D.)--Montana State University--Bozeman, 2006. / Typescript. Chairperson, Graduate Committee: Durward K. Sobek II. Includes bibliographical references.

A administração pública brasileira tem uma imagem muito negativa perante a sociedade, o que se deve, em grande medida, a um histórico de ineficiência e práticas patrimonialistas e clientelistas. Para enfrentar o desafio de mudar esse tipo de administração pública, a corrente de pensamento denominada Nova Administração Pública (NAP) ou administração gerencialista, como ficou conhecida no Brasil, propõe novos métodos e técnicas de gestão a ela adaptados, muitos deles oriundos das práticas de empresas privadas. Assim, como outras experiências anteriores de reformas no Estado brasileiro, a NAP também ficou mais restrita ao âmbito federal, sendo poucas as oportunidades de estudá-la em nível subnacional (estados ou municípios), ou mesmo via estudos intraorganizacionais. Nesse sentido, o objetivo desta pesquisa é analisar, por meio de um estudo de caso único, a experiência de implantação de alguns dos valores e práticas da Nova Administração Pública num órgão público brasileiro, de nível estadual, historicamente vinculado aos procedimentos típicos da burocracia tradicional. O órgão público pesquisado é o Departamento de Trânsito de São Paulo (Detran-SP), que atualmente está passando por processo de reestruturação, visando mudanças em seu modelo de gestão. Sendo assim, ele se apresenta como um profícuo laboratório para entender e analisar quais são as variáveis mais relevantes para tornar tecnicamente viável o modelo da NAP em nível subnacional. / Public administration in Brazil has a very negative image in society, largely due to a history of inefficiency combined with patrimonial and clientelistic practices. In order to change this type of administration, the school of thought known as New Public Management (NPM) or managerial public administration, as it is commonly known in Brazil proposes new methods and management techniques, many of which are adapted from private business practices. Similarly to other previous Brazilian state reforms, NPM has been restricted to the federal level, rendering it difficult to be observed or studied at subnational (states or municipalities), or even intraorganizational levels. Given this, the aim of this research is to study, through a single case study, the implementation of some of the values and practices of New Public Management in a state-level Brazilian public agency, historically linked to the typical procedures of traditional bureaucracy. The agency studied is the São Paulo Department of Transit (Detran-SP), which is currently undergoing a restructuring process and can be seen as a laboratory to understand and analyze what are the most relevant variables and challenges to make the NPM possible at the Brazilian subnational level.

A administração pública brasileira tem uma imagem muito negativa perante a sociedade, o que se deve, em grande medida, a um histórico de ineficiência e práticas patrimonialistas e clientelistas. Para enfrentar o desafio de mudar esse tipo de administração pública, a corrente de pensamento denominada Nova Administração Pública (NAP) ou administração gerencialista, como ficou conhecida no Brasil, propõe novos métodos e técnicas de gestão a ela adaptados, muitos deles oriundos das práticas de empresas privadas. Assim, como outras experiências anteriores de reformas no Estado brasileiro, a NAP também ficou mais restrita ao âmbito federal, sendo poucas as oportunidades de estudá-la em nível subnacional (estados ou municípios), ou mesmo via estudos intraorganizacionais. Nesse sentido, o objetivo desta pesquisa é analisar, por meio de um estudo de caso único, a experiência de implantação de alguns dos valores e práticas da Nova Administração Pública num órgão público brasileiro, de nível estadual, historicamente vinculado aos procedimentos típicos da burocracia tradicional. O órgão público pesquisado é o Departamento de Trânsito de São Paulo (Detran-SP), que atualmente está passando por processo de reestruturação, visando mudanças em seu modelo de gestão. Sendo assim, ele se apresenta como um profícuo laboratório para entender e analisar quais são as variáveis mais relevantes para tornar tecnicamente viável o modelo da NAP em nível subnacional. / Public administration in Brazil has a very negative image in society, largely due to a history of inefficiency combined with patrimonial and clientelistic practices. In order to change this type of administration, the school of thought known as New Public Management (NPM) or managerial public administration, as it is commonly known in Brazil proposes new methods and management techniques, many of which are adapted from private business practices. Similarly to other previous Brazilian state reforms, NPM has been restricted to the federal level, rendering it difficult to be observed or studied at subnational (states or municipalities), or even intraorganizational levels. Given this, the aim of this research is to study, through a single case study, the implementation of some of the values and practices of New Public Management in a state-level Brazilian public agency, historically linked to the typical procedures of traditional bureaucracy. The agency studied is the São Paulo Department of Transit (Detran-SP), which is currently undergoing a restructuring process and can be seen as a laboratory to understand and analyze what are the most relevant variables and challenges to make the NPM possible at the Brazilian subnational level.

The goal of this work is to analyze the problems of implementation of agile methods and to map it's positive and negative consequences. The first chapter briefly describes the history and sources of the given group of project development methodologies, including comparison of agile, waterfall and lean methods. In the second chapter, there is information about principles of agile methods, their structure and some concrete methods. The last part of the second chapter aims at the significance of agile methods and their use. The third chapter explores the studies of the given topic in Czech environment as well as outside of it. The practical part of thesis is based on the literature review and it presents the qualitative research of three companies as well as the analysis of the results. Information that was acquired during the semi-structured interviews and results of the literature research were used as the base for recommendations suggested in the conclusion of this work. Keywords: agile methods, project management, qualitative research

Diss. (sammanfattning) Umeå : Sveriges lantbruksuniv., 2006. / Härtill 4 uppsatser.

Conducting management consulting project for Transparency International Czech Republic, the leading non-profit non-governmental organization active in anti-corruption practices, by applying selected project management and problem solving methods, the objective of the thesis is to support the assumption that proper selection and application of suitable methods to problem identification, definition and decomposition enables to come up with the solution of the problem by analyzing it with no need for further solution development.