Agile

Abstract: Today‘s business, political and economic environment is very much dynamic, and customers are adapting their software requirements to adjust with these new environment. In particular software needs to cater to the change in business environment due to the current economic down trend situation. Agile methodology satisfies the customer through early and continuous delivery of software. This research paper helps in understanding various agile methods; comparison among agile methods: XP, Scrum, FDD, DSDM, ASD and to find out relationship among them to help future developers to get new ideas, methods to develop software and also help to choose the right methodology. This study in general aims to contribute to the agile body of knowledge.
Keywords: Agile, XP, Scrum, ASD, FDD and DSDM.
Title: Comparative Analysis of Different Agile Methodologies
Author: Shelly
International Journal of Computer Science and Information Technology Research
ISSN 2348-1196 (print), ISSN 2348-120X (online)
Research Publish Journals

Projects combining agile methods with CMMI 1 are more successful in producing higher quality software that more effectively meets customer needs at a faster pace. Systematic Software Engineering works at CMMI level 5 and uses Lean Software Development as a driver for optimizing software processes. Early pilot projects showed productivity on Scrum teams almost twice that of traditional teams. Other projects using a story-based test-driven approach to software development reduced defects in final test by 40%.

This study aims to investigate the perceptions of software professionals in relation with impact of agile practices to accelerate the delivery of software products. Quantitative data obtained from a sample of 109 professionals were collected and analyzed by Pearson correlation and factor analysis. The results of factor analysis showed that the perception of professionals in relation to agile practices can be grouped into seven factors. From the correlation analysis, it was observed that customer satisfaction is the main variable influencing the perceptions of professionals regarding the use of agile practices to meet the deadlines on software projects.

In this thesis, we develop a framework for agile change management based on a qualitative, empirical multiple-case study of Norwegian change management practices. The study is based on interviews with 28 informants from eight companies focusing on 13 different change cases. Several of these companies already use agile concepts in their approaches to change management. The empirical data are analysed using theoretical perspectives from both current change management literature and literature concerned with both agile concepts and uncertainty. The result of this analysis is a detailed framework specifying how companies can use agile concepts to manage change when faced with uncertainty.

We used existing studies on the integration of user experience design and agile methods as a basis to develop a framework for integrating UX and Agile. We performed a field study in an ongoing project of a medium-sized company in order to check if the proposed framework fits in the real world, and how some aspects of the integration of UX and Agile work in a real project. This led us to some conclusions situating contributions from practice to theory and back again. The framework is briefly described in this paper and consists of a set of practices, artifacts, and techniques derived from the literature. By combining theory and practice we were able to confirm some thoughts and identify some gaps-both in the company process and in our proposed framework-and drive our attention to new issues that need to be addressed. We believe that the most important issues in our case study are: UX designers cannot collaborate closely with developers because UX designers are working on multiple projects and that UX designers cannot work up front because they are too busy with too many projects at the same time.

There is a wide area of applications that use embedded systems, and the number of such systems keeps growing. The required functionality and complexity of embedded systems are also constantly increasing, and development of such products is becoming increasingly harder. This requires new thinking on the product development processes, and one such emerging philosophy is the agile methods. These methods were created by the software engineering community where they are commonly used. Since then, they have been adopted in embedded systems development; however, whether they can improve the embedded systems product development processes remains an open question. This study aims to bring forth what is known about agile methods in embedded systems development and to find out if agile practices are suitable in this domain and what evidence is there to support the findings. We conducted a literature review and a mapping study to answer these questions. The scope of this study is not only limited to embedded software development, but also to embedded hardware and integrated circuits. We have found that agile methods can be used in the embedded domain, but the methods and practices need to be adapted to suit the more constrained field of embedded product development. Furthermore, the field of embedded product development has wide diversity of products with different needs and domain-specific problems so that no single method is applicable, but rather many methods and practices are needed for different situations.

There are various processes in the project management software that helps in the system inter-process communication between the remote teams and distributed teams. Web-based services oriented can vastly improve project management efficiency of the software lifecycle management. It’s something that heightens the control and visibility of the application development lifecycle that offers suitable control over the entire development process that runs from the management stage to the development stage.

For the past few years, Agile methodologies have been hailed as the silver bullet which will successfully address the high project failure rate. Many organisations have been using a traditional project management methodology for years and are now either considering or in the progress of introducing a more agile approach as a substitute for the more rigid, inflexible and control oriented traditional methodologies. Potential benefits include, but are not limited to, faster return on investment, better products/services, and higher customer satisfaction. Often however, this leads to a painful introduction because employees are uncomfortable with the drastic changes Agile methods impose or because there is internal resistance to change, and in many cases the expected increase in project efficiency does not occur.

This paper presents a case study on the impact of development processes on the success of globally distributed software projects. The study compares agile (Scrum, XP, etc.) vs. structured (RUP, waterfall) processes to determine if the choice of process impacts: the overall success and economic savings of distributed projects; the importance customers attribute to projects; the motivation of the development teams; and the amount of real-time or asynchronous communication required during project development.

Agile software development has become popular in the past decade despite that it is not a particularly well-defined concept. The general principles in the Agile Manifesto can be instantiated in many different ways, and hence the perception of Agility may differ quite a lot. This has resulted in several conceptual frameworks being presented in the research literature to evaluate the level of Agility. However, the evidence of actual use in practice of these frameworks is limited. Objective: The objective in this paper is to identify online surveys that can be used to evaluate the level of Agility in practice, and to evaluate the surveys in an industrial setting. Method: Surveys for evaluating Agility were identified by systematically searching the web. Based on an exploration of the surveys found, two surveys were identified as most promising for our objective. The two surveys selected were evaluated in a case study with three Agile teams in a software consultancy company. The case study included a self-assessment of the Agility level by using the two surveys, interviews with the Scrum master and a team representative, interviews with the customers of the teams and a focus group meeting for each team. Results: The perception of team Agility was judged by each of the teams and their respective customer, and the outcome was compared with the results from the two surveys. Agility profiles were created based on the surveys. Conclusions: It is concluded that different surveys may very well judge Agility differently, which support the viewpoint that it is not a well-defined concept. The researchers and practitioners agreed that one of the surveys, at least in this specific case, provided a better and more holistic assessment of the Agility of the teams in the case study.

The combination of Model-Based Systems Engineering (MBSE) and the Agile process aids in the execution of programs that are constantly changing, are highly complex, and contain uncertainties throughout system development. Establishing an Agile MBSE approach allows teams to manage change and uncertainties, manage the complexity of a system, foster multidisciplinary collaboration between cross-functional
teams, and provide a central repository model as the source of truth for system information.

Implementing an Agile MBSE approach provides teams the opportunity to easily manage changing system requirements and focus on Lean Modeling to deliver capabilities aligning to team-defined iteration goals. By breaking down model development into time-boxed iterations, the overall quality is increased allowing teams to focus on specific iteration goals to develop and collaborate upon. At the completion of each iteration, teams receive feedback to ensure customer alignment, overall focusing the team’s efforts on Lean Modeling by avoiding Big Modeling Up Front (BMUF). This iterative process supports model development by adapting to change, ensuring transparency, delivering models frequently, and ensuring a short period of time where teams fail-fast to learn what specific approaches work. By defining the approach for combining Agile and MBSE best practices, the groundwork is laid for successful collaboration and generation of meaningful architectural solutions.

In recent decades, "agile" software development methodologies have been put forth as an alternative to traditional "waterfall" methodologies. These agile methods advance a fundamentally different approach to software development. Empirical evidence indicates differences between the two with respect to outcomes and development experience. Yet little is known to what extent the actual development practices based on either agile or traditional life cycle methodologies differ. In the current study we examine the variation in performative routines during software development by contrasting agile and traditional lifecycle process models using event sequencing method for detecting activity variations among recorded performative processes in the selected projects. Our analysis shows that performative enactment of waterfall and agile ostensive routines do differ in terms of activity types carried out in the early requirements steps. However, performative routines did show conformance to ostensive specifications in iterations, affordance types, and design objects used.

The Scrum software development framework was designed for the hyperproductive state where productivity increases by 5-10 times over waterfall teams and many colocated teams have achieved this effect. In 2006, Xebia (The Netherlands) started localized projects with half Dutch and half Indian team members. After establishing a localized velocity of five times their waterfall competitors on the same project, they moved the Indian members of the team to India and showed stable velocity with fully distributed teams. The ability to achieve hyperproductivity with distributed, outsourced teams was shown to be a repeatable process and a fully distributed model is now the recommended standard when organizations have disciplined Scrum teams with full implementation of XP engineering practices inside the Scrum.

The proponents of Agile software development approaches claim that software architecture emerges from continuous small refactoring, hence, there is not much value in spending upfront effort on architecture related issues. Based on a large-scale empirical study involving 102 practitioners who had worked with agile and architecture approaches, we have found that whether or not architecture emerges through continuous refactoring depends upon several contextual factors. Our study has identified 20 factors that have been categorized into four elements: project, team, practices, and organization. These empirically identified contextual factors are expected to help practitioners to make informed decisions about their architecture practices in agile software development.

In this thesis, we develop a framework for agile change management based on a qualitative, empirical multiple-case study of Norwegian change management practices. The study is based on interviews with 28 informants from eight companies focusing on 13 different change cases. Several of these companies already use agile concepts in their approaches to change management. The empirical data are analysed using theoretical perspectives from both current change management literature and literature concerned with both agile concepts and uncertainty. The result of this analysis is a detailed framework specifying how companies can use agile concepts to manage change when faced with uncertainty.

Multi-User Virtual Environments (MUVEs) are the subject of increasing interest for educators and trainers. In the context of software development, they are beginning to see increasing use both as learning spaces and as a richer means of collaboration for virtual teams. This chapter reflects on a project that developed and evaluated a virtual agile software development workshop hosted in the Open Wonderland MUVE, designed to help learners to understand the basic principles of some core agile software development techniques. The work took a design-based research approach, following a reflective path of development through two major iterations. The authors trace the research process from a real world implementation of the “agile hour” workshop to its virtual incarnation, describing the design philosophy and the constructed virtual artifacts. They conclude by reflecting on the insights into learner perceptions and practical implementations gained from building and evaluating the Open Wonderland workshop.

Agile methodologies promote delivery of a long software development project in short-term cycles or iterations. Iteration involves a tiny portion of software that is developed quickly and accurately for a testing purpose. Iterations are technically called time-boxed, because they are based on a predetermined duration. The duration usually varies between different methodologies. Each agile methodology's uniqueness is determined by the number of tasks, steps and work products involved in it.

La presente propuesta de gestión Startups se desarrolla tomando como base las prácticas de gestión ágil de proyectos de desarrollo de software, metodologías generadoras de ideas y productos, estrategias de resolución de problemas, así como la gestión de manufactura Lean que ha ayudado en el uso efectivo de proyectos y productos en la actualidad y Lean Startup como propuesta de modelo para las Startups. En el primer capítulo se expone el objetivo y los antecedentes acerca de Lean-Agile y Startups. En el segundo capítulo se realiza una propuesta de solución en la gestión de Startup. En el tercer capítulo se habla de un Punto Estabilizador-Crecimiento De La Startup. Finalmente se exponen las conclusiones. Solución estratégica

Underspecified performance requirements can cause performance issues in a software system. However, a complete, upfront analysis of a software system is difficult, and usually not desirable. We propose an evolutionary model for performance requirements specifications and corresponding validation testing. The principles of the model can be integrated into agile development methods. Using this approach, the performance requirements and test cases can be specified incrementally, without big upfront analysis. We also provide a post hoc examination of a development effort at IBM that had a high focus on performance requirements. The examination indicates that our evolutionary model can be used to specify performance requirements such that the level of detail is commensurate with the nature of the project.

Agile methods are increasingly gaining momentum, and more and more growing as the market standard for software development. However agile methods suffer from the lack of disciplined planning. We will try in this paper to see the effect of introducing disciplined project management methodology on the flexibility and agility with which agile methods are characterized. We will also see the effect of using a modified XP, the most well-known and oldest method of the agile spectrum, along with PRINCE2 one of the successful management methods. In doing so, we will resort to the findings of a real life project, where a team of eleven developers was able to deliver high quality software within budget and under strict time constraints. The result was a new method derived from both XP and PRINCE2. We call this method eXPeReINCE as it takes its principles from the two methodologies.

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 .

The supply chain, shaped in the focus of customer satisfaction, covers all stages from production to
consumption. An agile supply chain is important because of its contribution to the performance and
service quality of organizations in meeting the expectations of the market and the customer and
developing the required response by using the resources of organizations effectively. Especially during
the pandemic period, the uncertainty and diversified customer expectations increased the importance
of the cold supply chain, which is a branch of the supply chain. The vaccination process, which is the
key to getting out of the pandemic process, has laid the groundwork for good development in agile
cold supply that can respond to unexpected conditions and offers sustainable quality. The Vaccine
Tracking System to be implemented in the vaccine cold supply chain, the agile opportunities it offers
and the problems experienced in the cold supply chain process are summarized within the scope of the
study. Within the scope of the study, with the emphasis on the agile supply chain understanding that
started with the Vaccine Tracking System, it was aimed to increase awareness in order to spread the
pharmaceutical and food cold supply chain and subsequently to all supply chains. It is considered that
the study will contribute to businesses and decision mechanisms in the creation of an agile supply
chain approach.
Keywords: Agile Supply Chain, Cold Supply Chain, Pandemic, Vaccine Tracking System

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 .

This paper shows an empirical study for a new agile release planning methodology. The case study includes the application of the methodology by two teams in different software business domains (Game development and medical software development). The suggested methodology showed clear improvements in teams' productivity, enhanced software quality and better handling of the overall software architecture and technical debt. It allowed software teams to have more predictable release plan with fewer technical uncertainties. Results are showed in comparison with the traditional scrum release planning approach.

This paper summarizes the preliminary aspects of a doctoral research that has been conducted at the Brazilian Aeronautics Institute of Technology (ITA). This research has the objective of developing the CARD-RM, a Certifiable, Agile, Reusable, and Disciplined Reference Model for airborne software. It aims to define a generic model that can be instantiated in each airborne software project, integrating agile practices, in order to improve efficiency without interference in DO-178C compliance. (Abstract)

Recensie "Lean vertaald naar projecten-samen leren bouwen aan innovatievermogen" van Rudy Gort Lean, #Agile, #Scrum, #SixSigma. Recensie van het boek "Lean vertaald naar projecten-samen leren bouwen aan innovatievermogen" door Rudy Gort. Het beste lean-boek van Nederlandse bodem volgens Thijs Panneman (Operational Excellence Team Expert #AkzoNobel #EMEA). Ondergetekende is hospitalityman en heeft weinig affiniteit met techniek. In dat verband zeg en schrijf ik wel eens "Ik ben elektricien geweest, maar daar ben ik mee gestopt. Ik kon niet meer tegen de spanning;-)". Doordat mijn belangstelling vooreerst uitgaat naar mijn passie leiderschap en daarna naar dienstverlening, heb ik mij nooit erg verdiept in Six-Sigma, Agile, Scrum en Lean. Door en dankzij een ontmoeting met Jim Lippens kwam ik in het bezit van het boek "Lean vertaald naar projecten" van Rudy Gort en ben diep onder de indruk. Het boek van Gort weegt 1238 gram. Zwaarlijvig dus. Gelukkig wel licht verteerbaar en toegankelijk. In sommige recensie vergelijk ik boeken met scripties en thesis en geef die soms het predicaat "CUM LAUDE" mee. Dat doe ik ook met dit boek. Het sluit aan bij de trends en ontwikkelingen op het gebied van leiderschap, maar ook naadloos bij mijn visie dat-met name in het technisch domein-je alleen maar kunt overleven, innoveren, veranderen, verbeteren en excelleren als je projecten en programma's aanvliegt vanuit de goede P. De P van People / Personen. (dus niet vanuit de P van Projecten, Programma's Prince2). Er staat een schat aan informatie in het boek. Naast een studieboek is het vooral een handboek. Aan de orde komen o.a. terugblikken op het gedachtegoed van Henry Ford, veel voorbeelden en toelichtingen, mooie quotes, actuele en sprekende voorbeelden en-naast tientallen interviews-interessante en leerzame casus, praktijkvoorbeelden en foto's voorzien van informatie en verwijzingen. Alleen al de index telt bijna 12 pagina's. Via www.leanvertaald.nl/videotips kun je snel doorklikken naar de video's genoemd in het boek, dat bespaart het intypen van lange URL's. Voor project-en programmamanagers, voor studenten en hoogleraren is dit boek een must read! Dat is het ook voor mensen die zich bezig houden met HRM, P&O, ICT Innovatie en veranderen. Niet alleen voor mensen werkzaam in

If we engineered systems like we produce movies, would our enterprise and endeavors prove leaner and more agile? We daydream on the greener pastures of movie making, an industry whose signature practices were born out of necessity, to adapt to major regulatory upheavals in the 30’s Hollywood, and have since proved remarkably effective & resilient. We journey through odd ways of tackling strangely familiar problems, subtly different organizational patterns, and seemingly unreasonable, yet strikingly efficient practices. Could we gain some insights or fresh ideas, to renew and better up our own ‘complex system engineering’ practices?

The purpose of this paper is to present Sixas® an auxiliary new-age model decoded for measuring the performance effectiveness of both an organization and an employee. The model was developed upon critically reviewing the present models and human resources practices of most successful organizations. The model’s six impactful elements i.e., Actualize, Adaptive, Agile, Align, Analytical, and Automate are the basis for calling the model so. The Sixas® model acts as a plugin to any existing performance evaluation systems that organizations follow and this can be integrated into any core engines of PMSs of any organization to maximize efficiency and productivity. Sixas® amalgamates with the dimensions of any organization like its system, mechanism, operation, evaluation, method, and ways and means. The Sixas® criteria can be set through the EXEMPLARY framework -- Explicit, Exciting, Manageable, Periodical, Levelheaded, Adjustable, Resilient, and Yielding. The scope, objectives, and establishment process of the said model are detailed in the manuscript. In the context of converting adversaries into opportunities, this model serves the purpose of adopting the new normal in this era of globalization and pandemic situations like the one we live in during the Covid-19 lockdown this model represents a holistic perspective. It is a cost-effective yet trouble-free integration. It is driven by business, performance achievement and introspection with feedforward methodology. These are the salient features of the model. However, the commitment of management ethics, continuous monitoring in performance management through Sixas® are needed to successfully implement the model.

is an agile practice that is widely accepted and advocated by most agile methods and methodologists. In this paper, we report on a post hoc analysis of the results of an IBM team who has sustained use of TDD for five years and over ten releases of a Java-implemented product. The team worked from a design and wrote tests incrementally before or while they wrote code and, in the process, developed a significant asset of automated tests. The IBM team realized sustained quality improvement relative to a pre-TDD project and consistently had defect density below industry standards. As a result, our data indicate that the TDD practice can aid in the production of high quality products. This quality improvement would compensate for the moderate perceived productivity losses. Additionally, our data indicates that the use of TDD may decrease the degree to which code complexity increases as software ages, as measured by cyclomatic complexity metric.

Adapting users need to fulfill their requirements and delivering products to be on time within the planned cost, is critical matter that all software project managers (SPM) put the highest priority for it while considering the users satisfaction at the same time. Agile methodology is one of the solutions provided by software engineers (SE), to get the customers involved in the system development life cycle (SDLC) to avoid the risk nonconformance cost. Yet SPM's still facing the nonconformance costs and the dynamic changes, and the root cause of the issue is not pointed on to find a solution for it. This undertaking research aimed at determining whether software developers understand scrum rules. In addition, how does this knowledge gab affect the software projects success from the project management perspective. Furthermore, the engagement studied the impact of lack of enough knowledge on the topic to project delivery. The collected data from the qualitative and quantitative methods, which was conducted with scrum teams who worked in the health information system (HIS), Educational solutions, and Governmental solutions has showed deviations in organizational practices and team conflicting, competition, and pressure as well as declined product quality.

Testing and deployment can be a difficult and time-consuming process in complex environments comprising application servers, messaging infrastructure and interfaces to external systems. We have seen deployments take several days, even in cases where teams have used automated builds to ensure their code is fully tested. In this paper we describe principles and practices which allow new environments to be created, configured and deployed to at the click of a button. We show how to fully automate your testing and deployment process using a multi-stage automated workflow. Using this "deployment production line", it is possible to deploy fully tested code into production environments quickly and with full confidence that you can fall back to a previous version easily should a problem occur