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This article proposes the development of agile programming languages intended for specific domains. The authors share their work on creating Tyl, a programming language for enterprise resource planning applications utilizing Scrum as the agile process and Neverlang as the language workbench. Topics include the detailed process of Scrum including sprints, completion of product backlog items, and addressing challenges encountered for development of a domain-specific programming language.

The author discusses the use of post-incident artifacts in computer software companies, which often use Agile software development methods which incorporate a post sprint reflection period often referred to as a postmortem. Artifacts include three templates: a facilitators; a record-keeper; and a signpost. Topics include organizational learning, knowledge-based decision making sing artifacts, and dynamic remediation of issues that could lead to future incidents.

The article discusses industrial-scale agile computer software development, particularly the transition to engineering agile adoptions. It examines costs to information technology (IT) departments, the benefits of moving from craft to engineering to the software industry, and the intersection of human ingenuity collides with codified knowledge and collective goals.

The article presents suggestions for improving the usability standards of application programming interfaces (APIs). The multivariate aspects of API security and evaluation are examined, the alleged impacts of poor usability design of APIs on computer programmers are discussed, and information is offered on the impact of agile software development on APIs.

The article discusses the role of user experience (UX) research and design research in relation to agile software teams. Topics include the relation of end user attitudes to the importance of UX, the difference between current customers and target users, and problems with relying on the opinions of executives about products.

The article focuses on methods of improving productivity and ensuring information technology (IT) value creation. It states that software development outsourcing and purchasing software packages both can involve a significant allocation of internal IT resources for systems analysis, integration with other software systems, data warehouses, data migration, and more. It comments on the use of Agile, Scrum, and Extreme Programming development methodologies to increase software development productivity and talks about the use of lean techniques to improve the cost effectiveness of IT organizations. It mentions the reuse of software and the use of critical chain methodology to reduce lead times for software development projects.

The article discusses the agile movement, which is an initiative to improve the ways in which software is developed, and the Software Engineering Method and Theory (SEMAT) initiative, which is a novel way of looking at the domain of software engineering. The authors argue that when the two initiatives are combined, it empowers teams to be innovative, to experiment, and to improve the results they deliver. Topics include what SEMAT adds to the agile movement, the support that SEMAT provides in helping organizations become agile, the goal of the SEMAT initiative, and what the agile movement add to SEMAT.

The article focuses on the use of Agile software development methods in creating Software as a Service application software. It states programming frameworks like Ruby on Rails (RoR) can be used to demonstrate productivity through extensive software reuse and allow students to experience software life cycles within a course. It compares Java to RoR and suggests the reduction in the amount of code is an indication of improved productivity and talks about horizontal scalability in cloud computing.

The article focuses on Agile software development and its use by practicing software engineers. It talks about the state of software development methodology in the 1990s which led to independent consultants developing agile software development tools and mentions that in 2001 17 software engineers codified the 12 original agile principles into the Agile Manifesto. It analyzes data from surveys of software programmers to determine how many of them used agile principles and their thoughts on the value of the principles. It mentions the introduction of lean software development kanban practices.

The article presents the results of research related to service-oriented computer network architectures, focusing on best practices for implementing organizational change, and the implications for software development. Structured interviews with information technology professionals who had dealt with such issues in the fields of insurance, financial services, state government, and entertainment were conducted. The research methodology is described, and an analysis of the results is presented. It was found that the adoption of more agile software development practices enabled organizations to make the best use of service-oriented architecture improvements.

The article discusses best practices for information system development projects, focusing on the aspects of learning, control, efficiency and flexibility. The views of a sample of information systems (IS) managers, project leaders and professionals were solicited by means of a survey, to identify areas of development methodology with potential for key improvements. These were found to include feedback cycles, continuous improvement methods, and change response metrics in cases involving waterfall methodologies. In cases of interactive agile methodologies, goal-oriented controls and multiple cycles of quality testing were recommended.

The article discusses the modification of the practices involved in outsourcing computer software projects. There has been a modification of the outsourcing process for computer software which eliminates the bureaucracy in favor of individuals and interactions which is defined in the Agile Manifesto that can be accessed at http://agilemanifesto.org/. The computer software outsourcing method termed agile development features a focus on customer satisfaction and the empowerment and valuing of employees rather than processes and tools. Also, it focuses on working software, customer collaboration with the software programmers, and creativity in response to change.

The article discusses the use of the Agile software development methodology in the computer game development industry, examining what components of the Agile methodology are employed in game development. Guidelines are proposed for the utilization of Agility in creative software organizations. Other topics include Agility methods not used in game development studios as such, the features of games that develop as developers play-test it, and the need for games to be developed not by a script but by intuition.

An interview is presented with computer scientist Bertrand Meyer. He discusses the creation and development of the Eiffel computer programming language and environment. Other topics include his faculty position at Eidgenössische Technische Hochschule (ETH) Zurich in Switzerland, the massive open online course (MOOC) on computer programming he helped design, and the Agile approach to software development.

The article provides insights on reconciling agile approaches and project estimates in software development. In the so-called waterfall life cycle approach, only a few projects could or did legitimately predefine 100% of their requirements and design prior to development. The cost of the project and the cost of risk are both estimates and uncertain, but are said to be essential to making good business decisions. Agile projects should have a target end state where they can work, with estimation as one of the business management elements.