Agile

With the increasing popularity of Agile Methods, many software organisations are moving away from traditional methods to adopt Agile development methodologies. Instead of being predictive, Agile is rather adaptive and people-focussed. It advocates a ...

Construction projects in Egypt are categorized with high uncertainties. Coping with change in construction projects is such a big challenge that a project manager could face in managing a project. Change is something evitable specially when addressed from the owners’ side. In this certain situation and the dynamic environment of construction projects, flexibility and elasticity are needed to tackle change. The aim of this thesis is to develop a methodology to react to change easily. Agile project management is introduced to the construction sector in Egypt, as it has proven its success in the IT industry all over the world. Triangulation of different methods where used to gather data about agile project management. More specifically, interviews with experts from the field, a questionnaire to get respondents opinions about integrating agile methods to the construction projects and finally developing a medium sized project with the agile practice to test out the findings all together. Agile can be determined to react to change efficiently and effectively in construction projects with some amendments to cope with the characteristics of this enormous field. In conclusion, agile methods are a catalyst for changes in construction projects in the dynamic environment of Egypt, with expanding the methodology in alliance to cope with construction management features. Agile project management works is shorter cycles than traditional project management besides more creative and dependent teams. Client involvement in managing a project is one of the major factors that speeds up a project. Applying agile methodologies will decrease time, cost and escalate customer satisfaction in the construction field in the Egyptian economy.

Scrum method is an agile management method approach toward software development as it progresses incrementally and repetitively. The scrum method involves constant evaluation and revaluation of the progression of the project, to insure it is completed on time, while meeting the specific needs as directed by the product owner. Scrum unique to other agile methods in that it provides an empirical chart to track a product's progression through all stages of its development. This paper includes methods in agile testing, Traditional methods in project management. After this Why to use Scrum and Scrum Framework discussed in detail. Brief description of Tools and Techniques o given and last advantages and disadvantages of Scrum are explained.

This paper describes a methodology for planning and executing software development projects based on the service-oriented paradigm called Service-Oriented Software Development (SOSD). This does not refer to a methodology for developing software services or service-oriented architectures. Rather, it is a method for managing the process of software development in a service-oriented approach in which the actions performed by individuals and groups are modeled as “services” which can be ...

Utilizing pair programming in the classroom requires specific classroom management techniques. We have created nine guidelines for successfully implementing pair programming in the classroom. These guidelines are based on pair programming experiences spanning seven years and over one thousand students at North Carolina State University. In Fall 2007, pair programming was adopted in the undergraduate human-computer interaction (HCI) course at Virginia Tech. We present the pair programming guidelines in the context of the HCI course, discuss how the guidelines were implemented, and evaluate the general applicability and sufficiency of the guidelines. We find that eight of the nine guidelines were applicable to the Virginia Tech experience. We amended our peer evaluation guideline to account for constantly supervised pairing, as was the case at Virginia Tech. We add two guidelines stating that a pair should always be working toward a common goal and that pairs should be encouraged to find their own answers to increase their independence and self-confidence.

Present mass education system that can best be described using the factory metaphor is witnessing criminal wastage of resources. Despite of regulatory framework and accreditation mechanism, the quality in mass higher education system in India still remains elusive. We observe that Lean and Agile practices that have met with great success in manufacturing and software industry can offer few of their practices to higher education in order to reduce the wastage. In this paper we have reflected on some of the current practices in higher education and proposed an Agile Manifesto for education on the lines of Agile Manifesto in the software development. The paper puts forward a novel idea of how we can improve the quality and productivity in education sector by practicing the agile manifesto with the help of ICT.

The development to operations model, known as DevOps, refers to a framework that integrates the development and operation phases of organizational applications. DevOps bridges the gap between these two processes that traditionally prolonged the implementation of these applications. This framework aims at enhancing service delivery and releasing subsequent updates based on real-time customer feedback. Consumers in this modern era prefer tailor-made services, and a slight downtime from one supplier can quickly shift their preference to the company's competitors. However, DevOps involves sophisticated coding activities, and there is a need for someone to oversee these processes to ensure developers are not overwhelmed. The objective of this survey is to clarify the significance of a lead person to monitor the DevOps pipeline and report any failure detected in each development stage. The study utilized meta-analysis of verified tertiary resources from other researchers that took a deep dive into the DevOps model and how it works towards organizational goals in various firms. All institutions involved in multiple business platforms should take advantage of new technologies to scale up their service delivery and net profit. If adopted and appropriately monitored, DevOps can revolutionize the capabilities of most business applications by minimizing downtimes and providing uninterrupted services.

Projects combining agile methods with CMMI combine adaptability with predictability to better serve large customer needs. The introduction of Scrum at Systematic, a CMMI level 5 company, doubled productivity and cut defects by 40% compared to waterfall projects in 2006 by focusing on early testing and time to fix builds. Systematic institutionalized Scrum across all projects and used data driven tools like story process efficiency to surface product backlog impediments. This allowed them to systematically develop a strategy for a second doubling in productivity. Two teams have achieved a sustainable quadrupling of productivity compared to waterfall projects. We discuss here the strategy to bring the entire company to that level. Our experiences shows that Scrum and CMMI together bring a more powerful combination of adaptability and predictability than either one alone and suggest how other companies can combine them to achieve Toyota level performance - 4 times the productivity and ...

Model-Based Systems Engineering (MBSE) methodologies, languages and tools have been used for many years and across many industries to define, solve, and manage problems and solutions of high complexity. But MBSE was traditionally employed on big Waterfall projects where it was common place to do your "Big Modeling Up Front" and throw models "over the fence" to the next phase of development. In addition, while traditional Agile development frameworks and best practices (e.g., Scrum, XP) have also been employed for many years, they didn’t explicitly provide guidance on how to integrate MBSE and Agile development. Fortunately, the Scaled Agile Framework (SAFe®) provides high-level guidance on how to apply MBSE on large-scale development projects. In this presentation, we will share practical best practices for performing Lean-Agile MBSE that anyone can apply on their program. Also, we will discuss a number challenges we have experienced with Lean-Agile MBSE and some ideas on how these challenges might be addressed in the future.

Business Agility é a capacidade de uma empresa se adaptar rapidamente às mudanças do mercado, independentemente de as mudanças serem internas ou externas.

Se a organização puder navegar por essas mudanças de maneira produtiva e econômica, sem comprometer a qualidade, poderá atravessar qualquer tempestade competitiva.

Lean Inception is a collaborative workshop that aims to align a group of people on the minimum viable product (MVP) to be built. She uses various collaborative authoring tools, such as Brainstorming and Design Thinking, with a Lean Startup approach.

Lean Inception is useful when the team needs to develop an MVP and iteratively and incrementally create a product. The main feature of an MVP is to do it to learn if it's worth continuing to build the product.

During Lean Inception, dynamic activities happen to define the desired functionality to be delivered gradually, building the MVPs. The main objective of the workshop is to make the team collectively discover and understand what will be developed. In the end, the team should be more closely matched and should get a clear view of the way forward. In addition, the Lean Inception workshop directs participants to understand and plan incremental product delivery.

New methods have emerged in last * decades for managing projects and develop software. The agile ideology was generally defined with the agile manifesto in 2001 and is widely used for software project management. Scrum is the most common method within agile and has become one of the most popular tools in software development in Iceland.

Współczesne przedsiębiorstwa stanęły wobec nowych wyzwań związanych z szybkim
postępem technicznym i technologicznym, w tym dynamicznym rozwojem informatyki,
ale też w większym stopniu, niż uwarunkowania wyżej wymienione, stanęły wobec
gigantycznych wyzwań związanych ze zmianami otoczenia, przede wszystkim zaś zmianami
wymogów rynku, ochrony pracy, ochrony środowiska w toku gwałtownych procesów
globalizacji.
Jedną z możliwych reakcji współczesnych przedsiębiorstw jest koncepcja zwinnego
przedsiębiorstwa opracowana przez P.T. Kidda1. P.T. Kidd postrzega zdolność przedsiębiorstwa
do szybkiej reakcji: przystosowania się do nowych warunków w odpowiedzi na
ciągłe i nieprzewidywalne zmiany środowiska rynków konkurencyjnych. Udana i szybka
reakcja zakłada dostosowanie przez zwinne przedsiębiorstwo wszystkich swoich komponentów,
takich jak cele przedsiębiorstwa, technologia, organizacja oraz ludzie, do nieoczekiwanych
zmian2.
Dr Andrzej J. Olak podjął trud weryfikacji koncepcji powstałych w warunkach amerykańskich
we współczesnych warunkach gospodarki polskiej. Przeprowadził badania metodą
kwestionariusza ankiety i wywiadu, jak również case study w ponad 2003 przedsiębiorstwach
województwa podkarpackiego.
Znając koncepcję badań, dr Agnieszka Rzepka zaproponowała rozszerzenie kwestionariusza
ankiety o badania dotyczące współpracy międzyorganizacyjnej badanych przedsiębiorstw4.
Podjęła się ona charakterystyki przedsiębiorstw województwa podkarpackiego
i umiejscowienia badanych przedsiębiorstw w kontekście ogółu przedsiębiorstw.
Badania wykazały, że co najmniej część przedsiębiorstw województwa podkarpackiego
aktywnie poszukuje sposobów poprawy swojej pozycji rynkowej poprzez innowacyjność,
kreatywność i współpracę międzyorganizacyjną, poprzez wdrożenie koncepcji
zwinnego przedsiębiorstwa. Szczególnie dotyczy to badanych przedsiębiorstw od lat zainteresowanych
współpracą międzyorganizacyjną

The Agile approach proved to be effective in building self-managed software development teams that can quickly respond to rapid changes and adapt to ambiguous and complex business environments with fast-changing requirements. After the pandemic, and as a cause of worldwide lockdown, companies struggled to survive. Most companies started shifting their work processes and environment to handle ambiguity using Agile methods and tools. The company's transition to Agile is usually led by HR, which played an essential role in this change, managing the talent and choosing the best processes to benefit the organization and avoiding other rigid processes and consider them wastes. Some Agile methodologies can add tremendous value to the organizations, while applying other methods can be harmful. Today, companies seek to reinvent their working practices by incorporating the Agile approach to improve flexibility and meet increasingly competitive market demands. This study examines the Agile management role in the HRM environment transformation and its effect on the new reality of adopting technologies in all HRM.

Policy Brief Inovasi Administrasi Negara adalah sebum legacy dari para Pejabat Fungsional LAN yang diharapkan data mewarnai diskursus intelektual dan dinamika kebijakan administrasi negara kedepan.
Hadirnya policy brief ini merupakan salad sat wujud komitmen LAN dalam menciptakan evidence based policy. Kebijakan Public diharapkan tidak lagi dibuat atas dasar intuisi dari pimpinan, namun berdasarkan data dan informasi faktual. Sehingga, kebijakan publik benar-benar dalat täta sasaran dan semakin menambah hadirnya negara di tengah masyarakat.

Project methodologies have grown with time when there is a need for a project if satisfying that model will have lasted. There are multiple SDLC Models available but no one fits perfectly, as all of them have some drawbacks. Considering a larger organization, where daily productivity, hours of work done, no of resources used, and progress made in the project are monitored on a day to day basis. Picking up the correct SDLC model for the project is very crucial because when the work gets started, there is no way to alter it back. The Agile methodology does it all, it provides matrices, reports, progress, and the backlogs. Everything is being monitored very closely, throughout the development and testing of the product. This paper addresses the problem which is encountered during the testing of an application when a failed test case or defect is added to product backlog since no more fixes can be made to it.

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Formal methods can be used at any stage of product development process to improve the software quality and efficiency using mathematical models for analysis and verification. From last decade, researchers and practitioners are trying to establish successful transfer of practices of formal methods into industrial process development. In the last couple of years, numerous analysis ap-proaches and formal methods have been applied in different settings to improve software quality. In today’s highly competitive software development industry, companies are striving to deliver fast with low cost and improve quality solutions and agile methodologies have proved their effi-ciency in acquiring these. Here, we will present an integration of formal methods, specifications and verification practices in the most renowned process development methodology of agile i.e. extreme programming with a conceptual solution. That leads towards the development of a com-plete formalized XP process in future. T...

With the increasing popularity of Agile Methods, many software organisations are moving away from traditional methods to adopt Agile development methodologies. Instead of being predictive, Agile is rather adaptive and people-focussed. It advocates a small and collaborative team that work closely together. But team size is a factor that is in turn constrained by people factors. When implementing Agile, these key factors are often overlooked. This study aims at identifying the underlying people factors to consider when adopting Agile for a team to be effective. The method used is the study of three different sized Agile teams developing products based on the same technologies and using Scrum. Both objective and subjective measures were used and the results are supported by a survey. The results clearly show that for agile methodologies to work well, it is crucial to select the right people for the right team.

Context: Software industry has widely adopted Agile software development methods. Agile literature proposes a few key metrics but little is known of the actual metrics use in Agile teams. Objective: The objective of this paper is to increase knowledge of the reasons for and effects of using metrics in industrial Agile development. We focus on the metrics that Agile teams use, rather than the ones used from outside by software engineering researchers. In addition, we analyse the influence of the used metrics. Method: This paper presents a systematic literature review (SLR) on using metrics in industrial Agile software development. We identified 774 papers, which we reduced to 30 primary studies through our paper selection process.

IKEA implemented multiple Supply Chain Management "SCM" strategies that enabled to offer IKEA's customers with stylish and high-quality products at low-prices, in line with its clear vision " to create a better everyday life for the many people" and the company is distinctive via strict commitment to its catalog of products that will be stocked for one year at a guaranteed price . IKEA realized the fact that to become competitive and stand in a strategic position in the market both locally and globally, it is essential to improve the SCM to be more efficient and effective than the market rivals and in the meantime, achieve competitiveness and maximize profits.
This paper demonstrates IKEA's supply chain management, its components and the key relationships across the entire supply chain. The report will analyze the current supply chain strategies and practices adopted by IKEA and contributed to its success to achieve competitive advantages over the market rivals.  In the meantime, the report explains alternative strategies and practices that can be implemented within IKEA's supply chain that enable its growth and efficiency and recommend a set of strategies to elevate Performance.

Scrum is the most popular agile methodology in software industry. By using scrum practices, several companies have improved their quality and productivity. This paper presents a practical view inside the Scrum practices, specifically, the team size, team structure and description of roles in Scrum teams are explained. The paper is based on our experiences in multiple projects executed in Scrum Agile methodology. Scrum is most suitable for products with team size of 3-9 members. For larger products, Scrum provides a mechanism called Scrum of Scrums. Scrum of Scrums distribute the large work/project into several teams and to control the quality and speed of each team, regular meetings are organized amongst the representatives of each team. We also present the guidelines for work distribution for the Scrum of Scrum (SoS) teams.

Requirements are descriptions of the services that a software system must provide and the constraints under which it must operate Requirements can range from high-level abstract statements of services or system constraints to detailed mathematical functional specifications Requirements Engineering is the process of establishing the services that the customer requires from the system and the constraints under which it is to be developed and operated

Loyal and steady customer base alone can keep the organizations successful in the current turbulent business environment. In the current era of software engineering, the success of a business process is measured in terms of 'customer satisfaction' rather than any other criteria like meeting deadlines for delivery, optimization of data, architecture etc. Day by day, customers are turning out to be more demanding, as their expectations from the software are growing. In order to achieve customer satisfaction in a meaningful way, software engineers are looking for more effective development models. "Agile" is one such model, that fits the bill and therefore industry is looking at with interest .Is agile better than traditional waterfall model will agile work effectively with distributed teams which is most common in the current software engineering Phenomenon. This paper highlights a few challenges with Agile->scrum and gives an insight to the user whether the agile is THE SILVER BULLET .

La gestión de proyectos es actualmente un amplio campo de investigación dada la diversidad de metodologías y marcos de trabajo que surgen día a día en diferentes áreas de conocimiento, por lo que el presente documento propone una integración de tres marcos de trabajo que son tendencia en diferentes campos. Lo anterior tiene lugar a partir de una revisión literaria de 22 artículos alojados en las bases de datos Science Direct y Scopus principalmente, los cuales fueron escogidos mediante una depuración sistemática con base en criterios previamente definidos. Seguido a ello, se realiza una definición de los conceptos proyecto, gestión de proyectos y metodología de gestión de proyectos, lo que a su vez permitió reconocer la importancia de las oficinas de gestión de proyectos en el ámbito organizacional, y el papel que estas juegan para permear y enseñar en las compañías. Se realizó una aproximación al concepto y principales características de design thinking, orientada a la creación y diseño a partir de la experimentación con el usuario; lean, que pretende optimizar y reducir desperdicios, y agile, que reúne aspectos de las dos anteriores, con la definición de mínimo producto viable y priorización de funcionalidades con el usuario. Finalmente, se propuso un marco de trabajo que reúne las principales características y buenas prácticas de estas tres, concluyendo así en un modelo adaptable desde la oficina de gestión de proyectos para implementar en cualquier organización.

As the Software Engineering landscape continues to evolve and new paradigms are introduced, there can be a tendency for both industry and academia to enthusiastically embrace new approaches and march forward under whatever banner conventional wisdom has decided to adopt. One such banner is Lean Software Development, a paradigm that continues to see a growth in interest driven by the need for cost reductions within industry. The term lean attracts the attention of business, but precisely how it applies within software development is still being debated. In addition, its relationship to the better understood agile methodologies is also a topic for debate. Having been drawn into this research area ourselves, we present here a review of Lean Software Development and try to distil out for the reader some understanding of this somewhat undefined topic. We conclude with some thoughts on where this subject might go to from here.

Several agile (i.e., lightweight) development methodologies, especially extreme programming (XP), have been argued to be a solution to many of the problems that continue to plague software development projects. The authors provide a useful evaluation of such approaches, including a discussion of the values that underlie the XP methodology.

A short presentation on Agile Manufacturing , its basics, and future. You can get a brief outline of models proposed by researchers which will be helpful for an organization to get converted from traditional manufacturing system to agile manufacturing system. This ppt contains a self selected case study to explain agile manufacturing prevailing in that company. References stated in this ppt are true, and can be traced for further study.

Agility is herein interpreted as using market knowledge and a virtual corporation to exploit pro"table opportunities in a volatile market place. This requires the slashing of process lead times throughout the chain. However, as we demonstrate in the paper such action is simply not enough to enable agility. Similar steps must also be taken to reduce information lead times, resulting in the concept of the`information enricheda supply chain. Simulation results obtained on realistic models of fashion trade supply chains con"rm the superior agility resulting from information enrichment. The paper concludes with a Route-Map indicating the steps to be taken in achieving supply chain agility in real world scenarios.

This paper describes a methodology for planning and executing software development projects based on the service-oriented paradigm called Service-Oriented Software Development (SOSD). This does not refer to a methodology for developing software services or service-oriented architectures. Rather, it is a method for managing the process of software development in a service-oriented approach in which the actions performed by individuals and groups are modeled as "services" which can be choreographed and orchestrated. SOSD has been adopted informally by many organizations in various forms and it runs somewhat contrary to some of the recent trends toward agile development methodologies. Interestingly, it performs well in certain situations where agile methods tend to break down. In addition to describing the basics of SOSD and its theoretical underpinnings, we outline its benefits and potential shortcomings. As evidence, project data is provided from a Fortune 500 company which has gradually adopted SOSD over the last two years.

Little research data exist about agile teams and wellbeing. After changing our software engineering mode to agile, we wanted to find out if people experienced more or less stress than before. This study is based on a company-wide survey of 466 software engineering practitioners. We asked about their subjective feelings about stress, empowerment, and performance in their respective engineering teams after they had started to use agile methods. The results reveal that the feelings of higher performance improvement and sustainable pace are related, and that this difference is statistically significant. Respondents who feel that their team is empowered also feel less stress. However, no significant difference in feelings of stress and empowerment was found between respondents working in Kanban and Scrum mode after transition to agile. The group that was improving its performance because of agile was also reporting a better workload balance. The group that was experiencing worse performance because of agile methods was also more stressed. The differences may be explained by the management styles being practiced in the teams. The results are important as those verify in industrial setting what some agile books suggest: limiting workload and team empowerment has an impact on performance and stress. This contributes to our understanding how agile teams should be managed.

This paper is a review research about the features of the agile and heavy (traditional) software development
methodologies and comparisons between them based on: Approach, Success Measurement, Project size, Management
Style, Perspective to Change, Culture, Documentation, Emphasis, Cycles, Domain, Upfront Planning, Return on
Investment and Team Size. The important difference between agile and heavy methodologies is the adaptability for
project changes. In agile methodologies changes do easily but heavy methodologies are static and do not adapt with
changes. Also in this paper there are the usage of each groups of methodologies and how can work two groups
together. In addition, some types of heavy and agile methodologies have been described.

This document is intended to be a brief introduction
to Behavior-Driven Development (BDD). This methodology is an
evolution in the thinking behind Test-Driven Development
(TDD) and Acceptance Test-Driven Planning. Its main goal is to
help the development team on the delivery of prioritised,
verifiable business value by providing a common vocabulary.
BDD extends TDD by writing test cases in a natural language
that non-programmers can read.

The dictionary meaning of Agile is to be able to move quickly and easily. Agile can be sketched as the ability to adapt and respond to change. It is about dealing with, and succeeding in, a turbulent environment. It is about understanding what is going on in the environment, identifying the uncertainty you face, and figuring out how to adapt. The Agile Manifesto authors chose "Agile" because it represented the adaptiveness and response to change, crucial to their approach.

During the Bled conferences, Business Models have attracted a lot of attention. The discussion has moved from understanding the core concepts towards designing and implementing business models. Business models have become a common topic, with concepts and approaches becoming main stream, and connected to more generic research approaches and design perspectives, and business model tooling is becoming more important. In this paper, we provide examples of tooling with regard to Business Model road-mapping, Business Model stress-testing, Business models and Agile software development, and Business models and financial tooling. We also illustrate future research by combining Business Model analysis with Enterprise Architecture. The aim of this paper is to show how business model research is Bouwman, De Reuver, Daas, Haaker, Janssen, Iske, Walenkamp 2 complemented by tooling and to develop an outlook for a research agenda that may be relevant to participants to the Bled conference.

This paper presents a case study of Agile Scrum process followed in Retail Domain project. This paper also reveals the impacts of Cost of Software Quality, when agile scrum process is not followed efficiently. While analyzing the case study, the gaps were found and guidelines for process improvements were also
suggested in this paper.

The objective of this paper is to outline the
implementation of the Walking Skeleton Strategy in the
environment of the test driven development. It is often observed
that the project build is time consuming which, delays the
project accomplishment, this paper will help us understand how
the implementation of Walking Skeleton Strategy is time and
cost effective by automating the project build, deploy and test
end-to-end.