Innovations are characterized the state of the art techniques developed and presented by EMPROSS at least four and five years ago, while today they are re-introduced, or re considered, under new concepts and new names by different organizations as revolutionary methods and trends, or as strategic goals and objectives.
The following table presents some of the EMPROSS innovations and also its recognition way after its announcement.
Innovation | Date/Place | Way of presentation |
---|---|---|
Project management methodology development on adjustability based on project and organizational constraints per project | 2002 GREECE |
Development of the Ariadne Methodology, version 1.0 |
The ASPAM (Adjustable Software Process Assessment Methodology) method which is based on the active participation of the assessors and assesses at all levels and stages on an assessment giving not only an assessment result but an actual business plan for the implementation of the improvement points identified. | 2002 FINLAND |
Presentation on an International conference and publication on a scientific journal |
The breakdown of a system implementation phase on management stages and into process models which in turn are broken down in autonomous by related sub models capable to compose new methods based on the project management goals | 2002 GREECE |
Development of the Ariadne Methodology, version 1.0 |
Adjustable techniques for tender management and evaluation in IT projects | 2003 & 2004 GREECE |
Development and execution of an open seminar on this issue and also by developing a tender for a customer. |
The concept of process oriented information systems risk management instead or hardware, intrusion, web, and other network, equipment based on physical risk. | 2004 & 2005 CYPRUS |
Development and execution of an open seminar on this issue and also by executing this technique on a process risk assessment project for a client |
The concept of the Organizational Maturity Model which is a pyramid oriented model transforming the capability of an organization to develop and adopt strategies capable to execute. It is a roadmap, of the organizational maturity journey. | 2006 UK |
Presentation on an International conference and publication on a scientific journal |
The concept of the continuous process agility on the development of software engineering models for project implementation based on the project, organizational, technical and business constraints. No method is alike, even if it comes from the same merthodological framework. | 2006 SPAIN |
Presentation on an International conference and publication on a scientific journal |
The concept of Technocratic Enterprise Engineering is based on the organizational maturity model but extends it heavily to a mych more practical way where it can be used by all type of enterprises, even the SMEs. The concept aim to integrate the IT, HR, and QA elements of an organizations towards a common goal under a common strategy. | 2007 GERMANY |
Presentation on an International conference and publication on a scientific journal |
The concept of the requirement based methodologies and the technology behind the concept which uses the requirement as the pivot element on any software engineering, systems acquisition and project management initiative. | 2007 KENYA |
Presentation on an International conference and publication on a scientific journal |
The Process Mutation Theory which supports the idea that processes need to be mutated per instance or case when project or organizational constraints dictate that change. On the other hand, when those requirements are no longer in effect the processes need to return to their original form. | 2008 CHINA |
Presentation on an International conference and publication on a scientific journal |
The MBA-SPI project tracking model which is based on the implementation tracking of weighted requirements based on requirements implementation complexity, requirement functionality, requirement criticality, implementation phase, and many other constraints which it total give an precise picture of the project implementation progress, risks, and critical issues. | 2009 GREECE |
Presentation on an International conference and publication on a scientific journal |
The MARKPoints project weighting model. A system that calculates the size of a project and the project implementation progress based on a number of points that add up to the project weight. As project implementation is executed the project’s MARKpoints are reduced based on the implementation pace, while on the other hand create projections on a dynamic project implementation schedule for the project completion time based on the MARKpoints consumption pace. | 2009 GREECE |
Presentation on an International conference and publication on a scientific journal |