Search

Agile methods and software product line engineering (SPLE) are widely recognized as practical approaches for delivering high-quality software, adapting to evolving stakeholder needs, and tackling complex problems. This study proposes a hybrid agile software development and reuse approach called SPLE-Scrum based on the activities of software product line engineering and Scrum. Within the SPLE process, we incorporate requirement engineering and design practices to create a reference architecture with reusable components called core assets by introducing a product management meeting. The core assets are reused to build a series of applications with various product lines. The product increments are delivered in each Sprint with the review and retrospective meetings based on Scrum lifecycle and practices. We present a case study involving a blockchain online store to demonstrate the practical application of SPLE-Scrum, highlighting the benefits of integrating Scrum and software product line engineering. The research hypotheses of the proposed approach were validated through a study of structured interviews with 5 experts and 44 software practitioners, showing that the key factors of product management, project requirements, and product architecture in the SPLE-Scrum approach have a beneficial impact on project success. The SPLE-Scrum approach provides valuable insights and practical guidance for organizations seeking to optimize their software engineering practices while incorporating agile development and software reuse capabilities. [ABSTRACT FROM AUTHOR]

Metrics are key elements that can give us valuable information about the effectiveness of agile software development processes, particularly considering the Scrum environment. This study aims to learn about the metrics adopted to assess agile development processes and explore the impact of how the role performed by each member in Scrum contributed to increasing/reducing the perception of the importance of these metrics. The impact of years of experience in Scrum on this perception was also explored. To this end, a quantitative study was conducted with 191 Scrum professionals in companies based in Portugal. The results show that the Scrum role is not a determining factor, while individuals with more years of experience have a higher perception of the importance of metrics related to team performance. The same conclusion is observed for the business value metric of the product backlog and the percentage of test automation in the testing phase. The findings allow for extending the knowledge about Scrum project management processes and their teams, in addition to offering important insights into the implementation of metrics for software engineering companies that adopt Scrum. [ABSTRACT FROM AUTHOR]

Scrum is a widely-used framework in industry, so many schools apply it to their software engineering courses, particularly capstone courses. Due to the differences between students and industrial professionals, changing Scrum is necessary to fit capstone projects. In this paper, we suggest a decision-making process to assist instructors in developing a strategy to adapt Scrum for their course. This framework considers critical differences, such as student’s workloads and course schedules, and keeps the Agile principles and Scrum events. To evaluate the adapted Scrum, we investigated student’s learning experiences, satisfaction, and performance by quantitatively analyzing user story points and source codes and qualitatively studying instructor’s evaluations, student’s feedback, and Sprint Retrospective notes. Our two case studies about adapted Scrum showed that having daily stand-up meetings in every class was not helpful, student’s satisfaction positively correlated to the difficulty of the task they tackled, and the project provided good learning experiences.

Despite the profusion of research about knowledge management within larger organizations, fewer studies tried to analyze knowledge management in small and medium enterprises. The study contributes to research by providing a more nuanced classification of knowledge management approaches and guides managers about the types of knowledge management approaches that should be adopted based on the size, geographical dispersion, and task nature of the organization. A purposive sample of 34 companies was selected for this study along with a survey that focused on the objective of investigating awareness and implementing strategies of knowledge management. The various phases and processes of knowledge management were accounted for. Organizations were bifurcated on the criteria like the core area of the company, the size of the company, the type of company, etc. Knowledge management implementation was judged through each dimension. Different statistical tests were carried out to test a set hypothesis. Having established that wide variation in overall adoption of knowledge management practices exists across the software engineering organizations, the different characteristics associated with knowledge management adoption were tested: organization size in terms of employee strength, the domain of the software engineering, team distribution, and type of organization. To a surprise, most of the organizational characteristics are not found in the significantly associated with knowledge management adoption except knowledge management adoption level in full and partial agile organizations and the relationship between the organization KM level and the number of software developers in organization for only product development companies is found significant. Opposite to the claims of many researchers, this study does not find any significant difference between knowledge management adoptions between distributed and co-located agile teams. [ABSTRACT FROM AUTHOR]

We present a solution based on blockchain technology and smart contracts for agile project management in light of the continuing transition in the software development industry. Due to the fact that these technologies are self-executing, customized, and impervious to tampering, they are considered to be crucial for the transition to a more efficient, transparent, and transactive payment gateway between major stakeholders. These major stakeholders will be able to communicate through smart contracts, which will act as a bridge between them. As part of their responsibility, they will make sure that all of the terms of the contract are met and acknowledged by all members of the team. As a result of our research, we propose a model in which payouts could be automatically enabled and penalties or grants could be introduced based on performance. If any changes were to be made to the contract in the future, all parties involved would be automatically notified. To maintain the development cycle, they should accept these changes as soon as possible. Because of this, the product owner and client are able to concentrate their resources on more profitable and productive tasks, without the need to monitor this aspect of agile project management. Our proposed model brings together different partners with the objective of successfully developing different IT projects by leveraging software engineering solutions such as smart contracts. [ABSTRACT FROM AUTHOR]

The competition in the software market demands that the time required for any software product to reach the market be reduced if the product is to survive competition from other developers. The pursuit of this goal has led to the adoption of agile software development methodologies. While other agile methodologies provide guidelines as to the software engineering (SE) practices to be used during the development lifecycle, Scrum does not. The purpose of this study is twofold: first, to identify the usage and level of importance of software engineering practices in the Scrum development environment; and second, to investigate how Scrum teams adopt an appropriate set of SE techniques and whether a hybrid Scrum/Extreme Programming (XP) methodology is an appropriate approach to take. This research was conducted by examining sample data from five organizations using the Scrum methodology. The sample included a range of industries including communications and embedded systems, financial asset management, software development houses and consulting firms in South Africa. The study employed a mixed method approach. A key finding was that, regardless of the fact that Scrum does not explicitly recommend engineering practices, there was extensive use of these practices by all of the participating organizations. The study also found that the lack of software engineering practices in Scrum does not constitute a barrier to a successful adoption of Scrum, provided the 'inspect and adapt' principle inherent in Scrum is properly followed. The study discusses the findings, explains the implications and suggests future research. [ABSTRACT FROM AUTHOR]

Copyright of Revista Facultad de Ingeniería - UPTC is the property of Universidad Pedagogica y Tecnologica de Colombia, Facultad de Ingenieria and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

We live at an exciting time where software has become a dominant aspect of our everyday life. Although software provides opportunities for improving various aspects of our society, it also presents many challenges. One of them is development, deployment, and sustaining of high quality software on a broad scale. While agile methods (Scrum being one of the most prominent examples) ease the process, their popularity deteriorates the clarity and simplicity they were once meant to bring into software development. This article explores the synergy of Scrum and Essence, a domain model of software engineering processes, intending to become a common ground for software development methods, bringing clarity into the composition of methods from individual practices. This short communication motivates the interplay of Scrum and Essence, being accompanied with a set of videotutorials and 21 Scrum Essential cards to further guide more effective team's way of working. [ABSTRACT FROM AUTHOR]

Software engineering companies have progressively incorporated agile project management methodologies. Initially, this migration occurred mostly in the context of startups, but in recent years it has also sparked interest from other companies with larger and more geographically dispersed teams. One of the frameworks used for large-scale agile implementation is the LeSS framework. This study seeks to explore how Management 3.0 principles can be applied in the context of the ten practices proposed in the LeSS framework. To this end, a qualitative research methodology based on four case studies is used to identify and explore the role of Management 3.0 in software management and development processes that adopt this agile paradigm. The findings show that the principles of Management 3.0 are relevant to the implementation of the LeSS framework practices, especially in fostering team values and personal values; however, distinct principles between the two paradigms are also identified, namely the greater rigidity of processes advocated in the LeSS framework and a greater focus on process automation. [ABSTRACT FROM AUTHOR]

The world of software engineering is constantly discovering new ways that lead to an increase in team performance in the production of software products and, at the same time, brings the customer's further satisfaction. With the advent of agile methodologies in software development, these objectives have been considered more seriously by software teams and companies. Due to their very nature, agile methodologies have the potential to be integrated with other methodologies or specific managerial approaches defined in line with agility objectives. One of the cases is Six Sigma, which is used in organizations by focusing on organizational change and process improvement. In the present study, attempts were made to present the hybrid software development approach, including Scrum, as the most common agile and Six Sigma methodology. This approach was practically used in a case study, and the obtained results were analyzed. The results of this evaluation showed that this hybrid method could lead to the increased team performance and customer satisfaction. However, besides these two achievements, an increase in the number of re-works, number of defects discovered, and the duration of the project implementation were also observed. These cases are in line with the main objectives of Scrum and Six Sigma and are justifiable and acceptable due to achieving those objectives. [ABSTRACT FROM AUTHOR]

Education is crucial for the growth of society, and the usage of effective learning methods is key to transmit knowledge to young students. Some initiatives present Virtual Reality technologies as a promising medium to provide active, effective, and innovative teaching. In turn, the use of this technology seems to be very attractive to students, making it possible to acquire knowledge through it. On the other hand, agile methodologies have taken an essential role within information technologies and they are key in Software Engineering education. This paper combines both areas and presents prior research about Virtual Reality experiences with educational purposes and introduces a serious VR video game that aims to promote the learning of agile methodologies in Software Engineering education, specifically the Scrum methodology. This application tries to bring students closer to their first days of work within a software development team that uses the Scrum methodology. Two evaluation processes performed with university teachers and students indicate that the developed video game meets the proposed objectives and looks promising. [ABSTRACT FROM AUTHOR]