Search

There have been success stories reported regarding the adoption of agile software development methods in the industry. There also exist observations on their limitations. One of these limitations is scalability since agile methods like Scrum were originally designed for small software teams. Scalable agile frameworks were introduced to address this limitation. We conducted an industrial case study on the adoption of such a framework, called Nexus. Our study involves quantitative and qualitative evaluation based on observations within a product development organization over a period of 12 months. Scrum is used for the development of a product during the first 6 months of this period. Nexus is used in the remaining 6 months. Data are collected throughout the whole period for measuring productivity, quality, and team member motivation. Results suggest a significant increase in productivity and product quality after switching to Nexus. Team motivation was slightly improved as well. [ABSTRACT FROM AUTHOR]

Agile software development has reached wide adoption in various countries including Turkey, even though from which its original cultural backgrounds differ. In Turkey, many organizations have started to adopt Agile approaches more and more in their software development processes. This interest in the country's software development is parallel to what the academic literature on Agile in the country exhibits. However, despite the prevalence of Agile in Turkey, there is a lack of sufficient secondary research and comprehensive review on Agile in Turkey, which poses a significant necessity for further investigation. Considering this gap, we performed a quantitative bibliometric analysis of Agile software development publications produced by Turkish organizations in a holistic and broad approach both for scholars and practitioners. We provide a summary of relevant academic studies that emerged in Agile research in Turkey by focusing on many aspects including bibliometric properties of papers, researchers, affiliations, venues, and thematic contents that are separated into 15 sub‐research questions. After delivering results based on the questions, we discuss the results and findings of our study and present implications regarding the findings. The main contributions of our work are twofold. First, the paper may help the readers to have a quick idea, understand the subject, and gain insight from a large volume of scientific data. Second, the paper can help readers to use these analyses to form future research. [ABSTRACT FROM AUTHOR]

Enterprise architecture is a growing trend that aims to help deal with the complexity of socio‐technical systems such as human organizations, as well as their information technology and systems areas. Nevertheless, the contribution of enterprise architecture to the field of software engineering remains unclear. The purpose of this systematic literature review is to see how enterprise architecture is used in software development and maintenance practice. To this end, we first carried out a search in the SCOPUS database and then organized the papers according to the Software Engineering Body of Knowledge to determine what areas of software engineering are covered by each research study. To understand how enterprise architecture is used, we established a classification based on ISO 42010 and TOGAF. From the systematic literature review, we noticed that the early stages of development are the most impacted by the enterprise architecture. On the other hand, we observed that enterprise architecture is of assistance in the areas of engineering management, engineering processes, and engineering models and methods; these tasks are carried out by teams or managers using different, often agile, development methods or standards. In turn, we found that the most common categories are architecture descriptions; these are often used to facilitate communication and information‐sharing between different stakeholders, in addition to frameworks, which will help to establish common practices in the organization related to the joint use of enterprise architecture and software development. [ABSTRACT FROM AUTHOR]

The practices of lean and agile methods are important to manage and guide projects development in different situations. However, selecting the appropriate practices of lean and agile methods is a daunting task, owing to the availability of hundreds of practices. This wide variety of available practices bewilders potential users, in terms of the best practices that may yield satisfactory solution when applied to the project development. Lean and agile practices selection model is necessary to guide both academic and industrial experts to choose the appropriate practices for a specific project development. Thus, this study aimed to develop lean and agile practices selection (LAPS) model that presents a clear picture of how developers can use LAPS model to select and adopt different practices from various lean and agile methods. Qualitative research method (e.g., grounded theory) was used to interview 18 software developers across 13 countries. The validated qualitative analysis results showed that the proposed LAPS model consists of two main components, which are (1) lean and agile practices that include 41 best practices related to lean and agile methods and (2) factors that affect the process of lean and agile practices selection including five main factors and 17 subfactors associated with the five main factors. The two case studies conducted assured the validity and applicability of the lean and agile practices selection model. [ABSTRACT FROM AUTHOR]

Scrum is an important and essential technique for developing software. Scrum framework is a project management technique that can emphasize software development teamwork. If you are starting, consider scrum as a method for accomplishing tasks as a team in manageable chunks simultaneously, with ongoing experimentation and feedback loops to learn and improve as you go. Scrum enables individuals and groups to collaboratively and gradually generate value. Being an agile framework, scrum gives people and teams the perfect structure to fit into their workflows while still including the best practices to cater to their requirements. There are some important considerations for security in the agile software development process such as threat modeling, secure coding practices, continuous security testing, authentication, and authorization. In this work, we reviewed various scrum developing techniques to find out the research gaps. This article consider the scrum technique with blockchain technologies for review because it is preferred by most of the software industries. [ABSTRACT FROM AUTHOR]

The Data Mine at Purdue University is a pioneering experiential learning community for undergraduate and graduate students of any background to learn data science. The first data‐intensive experience embedded in a large learning community, The Data Mine had nearly 1300 students in academic year (AY) 2022–2023 and nearly 1700 students for AY 2023–2024. The Data Mine embodies data‐infused education, research, and collaboration. Students learn Python, R, SQL, and shell‐scripting, while working on weekly projects within a high‐performance computing (HPC) cluster. In the Corporate Partners cohort, students work on teams of 5–15 students, led by a paid student team leader. Each cohort follows an Agile approach, working on data‐intensive projects provided by industry partners and mentored by company employees. Students develop professional and data skills throughout the academic year, from August through April. Many students return in subsequent years to the program, increasing their tenure with a Corporate Partner. Student teams are inherently interdisciplinary; students from 133 different majors are involved in the program, ranging from new incoming students through PhD level students. These interdisciplinary teams of students bring new perspectives to challenging problems in which data science is a key part of the solution. The interdisciplinary teams foster an environment of synthesis with ideas and solutions. Students come together with different life experiences, different levels of technical skill, but also varying ways they navigate paths to solutions because of the variety of majors represented, resulting in a more creative and robust solution than a traditional data science program. This article is categorized under:Applications of Computational Statistics > Education in Computational Statistics [ABSTRACT FROM AUTHOR]

Summary: The importance of the team, its internal dynamics, and its performance are widely recognized within the software engineering community. While popular frameworks identify wholeness, stability over time, and smallness as important factors, they offer little guidance on how to form teams that achieve these three characteristics. The objective of this study is to investigate how these team characteristics interact in large‐scale software development contexts, particularly focusing on the impact of stable and dynamic teaming approaches. This was done through a multivocal study of literature, followed by individual semi‐structured interviews with 19 engineers from two companies and validation workshops with an additional two companies from unrelated industry segments. The study results show that the question of stable versus dynamic approaches to forming software engineering teams is largely unaddressed in industry, with stable teams representing a habitual default option. Meanwhile, both stable and dynamic teams clearly have respective strengths and weaknesses, calling for careful consideration of the most suitable approach in any given situation. To support such consideration, this paper presents a model of how team stability, wholeness, and smallness interact. This model is found relevant, accurate, generalizable, and useful by practitioners. [ABSTRACT FROM AUTHOR]

The term agile is frequently used in IT especially in the area of software engineering. The broad pervasiveness of the term agile is astonishing, because it is not well defined in the area of software engineering. The fuzziness of the term agile comes with the danger of ill‐founded decisions and ideological discussions. Both slow down the gain in knowledge in the domain of software engineering. The term agile should therefore not be used either in science nor in the industry. This article provides a critical discussion of the term agile. By using a three‐layered abstraction concept for software development processes, the use of the term agile can be avoided. [ABSTRACT FROM AUTHOR]

This study provides empirical evidence to the body of knowledge in Agile methods adoption in small, medium, and large organizations in the global context. This research explores facilitators and inhibitors of Agile methods adoption in software development organizations. A survey was conducted among Agile professionals to gather survey data from 52 software organizations in seven countries across the world. This study found many facilitators of Agile adoption to be significant such as customers' dominant issues, encouragement, project champion, highly competent team, use of tools, etc. Similarly a correlation analysis revealed multiple inhibitors as significant: absence of a full set of right Agile practices, absence of customer presence, absence of tracking mechanisms during Agile progress, and failure to determine the role of the client. The present study identifies that an Agile team with high expertise and competence leads to higher quality in software, customer satisfaction along with return on investment (ROI) while a small Agile team increases ease in handling changing requirements, customer satisfaction, reduced delivery time, and increased ROI. Frequent delivery accelerates better control over work, adds to software quality, customer satisfaction, and in shortening delivery time along with increase ROI. It has also been observed that providing essential features early leads to increase in software quality and customer satisfaction. This study confirms that active customer focus leads to better control over work. Further, absence of customer decreases dealing with changing requirements, and customer satisfaction while absence of progress tracking lowers customer satisfaction. [ABSTRACT FROM AUTHOR]

The software industry is a dynamic and ever‐changing environment where knowledge dissemination and ongoing learning is an open challenge, especially in agile organizations where continuous learning is essential. Organizational training covers the set of activities that drive this learning process and is one of the process areas of process improvement models like CMMI. In this paper, we discuss how the organizational training activity has been carried out at agile organizations under the lens of CMMI V2.0. In other words, we use the CMMI‐DEV V2.0 Organizational Training practices to provide an overview of how agile organizations plan, perform, and assess their training activities as part of their continuous learning process. Existing literature primarily discusses the techniques used to train and retrain employees. However, there is little evidence on how to plan training, how to assure alignment with the organization's strategic and tactical goals, and how to evaluate the effectiveness of training, which are very important challenges in the organizational training process. The paper concludes by presenting eight valuable insights identified by this research and matching them up with the CMMI‐DEV V2.0 Organizational Training practices. [ABSTRACT FROM AUTHOR]

By adopting agile and lean practices, DevOps aims to achieve rapid value delivery by speeding up development and deployment cycles, which however lead to more security concerns that cannot be fully addressed by an isolated security role only in the final stage of development. DevSecOps promotes security as a shared responsibility integrated into the DevOps process that seamlessly intertwines development, operations, and security from the start throughout to the end of cycles. While some companies have already begun to embrace this new strategy, both industry and academia are still seeking a common understanding of the DevSecOps movement. The goal of this study is to report the state‐of‐the‐practice of DevSecOps, including the impact of DevOps on security, practitioners' understanding of DevSecOps, and the practices associated with DevSecOps as well as the challenges of implementing DevSecOps. The authors used a mixed‐methods approach for this research. The authors carried out a grey literature review on DevSecOps, and surveyed the practitioners of DevSecOps in industry of China. The status quo of DevSecOps in industry is summarized. Three major software security risks are identified with DevOps, where the establishment of DevOps pipeline provides opportunities for security‐related activities. The authors classify the interpretations of DevSecOps into three core aspects of DevSecOps capabilities, cultural enablers, and technological enablers. To materialise the interpretations into daily software production activities, the recommended DevSecOps practices from three perspectives—people, process, and technology. Although a preliminary consensus is that DevSecOps is regarded as an extension of DevOps, there is a debate on whether DevSecOps is a superfluous term. While DevSecOps is attracting an increasing attention by industry, it is still in its infancy and more effort needs to be invested to promote it in both research and industry communities. [ABSTRACT FROM AUTHOR]

This special issue comprises a selected set of high quality and extended articles of the 27th Systems, Software and Services Process Improvement (EuroSPI) Conference, held in 2020 in Düsseldorf, Germany (Figure 1). Automotive software is a relatively new, but important research field [[14]] and these two papers are directing two different but crucial challenges: SPI Implementation practices and the integration of security in the automotive software development lifecycle. EuroSPI is an initiative with the following major action lines http://www.eurospi.net: Establishing an annual EuroSPI conference supported by software process improvement networks from different EU countries. [Extracted from the article]

Background: The induction of anesthesia in children poses a challenge for the anesthesiologist, the parent and child. Anxiety and negative behaviours and strategies that effectively mitigate should be documented accurately and be available for future patient encounters. To address the need for a structured and standardized electronic documentation tool. Aims: Our aim was to develop a comprehensive electronic tool to capture and report behaviours during induction of anesthesia. Methods: We performed a literature search on existing validated tools for documenting behaviours during anesthesia induction. We used the nominal group technique to achieve agreement on the components to include. We used Agile software development techniques to design and review the integrated electronic tool. Twelve international hospitals informed the development of the tool. Results: We developed an electronic tool, the Standardized Anesthesia InductioN Tool (SAINT). SAINT incorporates validated scales for documenting key stages of the anesthesia induction journey (separation from caregivers, mask acceptance, induction behaviour, parental presence, the use of adjuncts and their effectiveness). In addition, the standardised data elements used in SAINT allow for local reporting, quality metrics and can assist in data across multi‐centre trials. To date the tool has been adopted by 133 institutions across four countries and is freely available. Conclusion: We show that collaborative development and rapid adoption of the comprehensive induction tool SAINT has led to its rapid adoption in the routine practice of pediatric anesthesiology across several countries. Further studies on how the SAINT is being used for quality improvement or research are warranted. [ABSTRACT FROM AUTHOR]

With years of frantic development, when release fast and release often was the mandatory rule for web technologies and services, the open source paradigm and online distribution repositories have imposed de facto standards for quality assessment in fast‐paced innovation processes. Nowadays, however, in pursuit of productivity, security, and user satisfaction, the industry is beginning, through the introduction of new standards such as ECMAScript 6 or web components, to consider software engineering mandates for web technologies. This article reports a quality model aligned with international standard ISO/IEC 25010, covering web components technology, which ultimately aims to improve adoption by the software engineering industry, traditionally wary of agile Internet practices, the open source paradigm, and public repositories. Our research also presents an experimentation platform on which end users have validated the quality properties, highlighting the implicit connection with the perceived quality. The key result of our research convinces us that user ratings are suitable as a testing mechanism for product quality and quality‐in‐use metrics in order to define an absolute scale of comparison for web component quality. [ABSTRACT FROM AUTHOR]

Today, the economic crisis is putting enormous pressure on most organizations. It evolves in a crucial competitive environment with a multiplication of production cycles and implementation on the market. Due to this dynamism, organizations must be scalable and agile by adopting an approach that aims to make the process model of a given organization reusable. Indeed, according to the new paradigm which is called "Design by reuse" the models of configurable processes, gain recently in importance since these models have the capacity to represent explicitly the common parts and variables of identical processes in a customizable model. These configurable process which group several execution choices through a variation point called configurable connector will present an uncertainty related to the execution (or not) of the conditional tasks in a process model. In this paper, we propose a measure based on Shannon's entropy in order to model the uncertainty of the process at design time to guide configurable business process designers and analysts in developing and improving processes to be more predictable, less complex, and more understandable. [ABSTRACT FROM AUTHOR]

Agile methodologies are sometimes adopted, with the assumption that benefits can be attained by only using a set of best practices, which can sometimes work to a degree. In this paper, a case is discussed where a software‐producing organization of seven teams achieved significant improvements. The goal of the research was to answer two questions: how an already agile organization could improve its performance further and what is the impact of promoting quality aspects? The questions were answered by implementing interventions based on prior literature and data emerging from semi‐structured interviews. The context was an established business with a complex revenue stream structure, meaning the mix of various project/service/product based work rendered the adoption of agile methods a challenge. Action research comprising three rounds of interventions was conducted to improve the organization and its quality culture while enforcing code review practices. Interventions resulted in a significant improvement in quality, as measured by reported defects. Therefore, it is suggested that agile methods are not sufficient on their own to take software business forward unless a quality‐focused culture is simultaneously achieved through a mindset change and organizational structures to enforce quality practices. The paper contributes to research on the managerial practices of software business and agile transformation by providing empirical support to introducing formal quality improvement to the agile mix as a method for practitioners to improve organizations with complex business models and multiple teams. [ABSTRACT FROM AUTHOR]

Since the publication of the agile manifesto in 2001, many companies implement an agile—or at least more agile—software development process. However, only including agile methods or practices in the overall process does not guarantee being agile. The mindset of the people involved in the process, including the development team, the customers, and the management, is of particular importance. As such an agile mindset cannot be enforced, the process of creating a suitable mindset needs to be handled with care. In an interview study with nine agile coaches, we analyzed which aspects they perceive being of particular importance during an agile transformation. One of these aspects is the agile mindset. We figure out how they support the creation of such a mindset. We identify 12 categories related to the process of creating an agile mindset. These categories include the collaboration between the coach and the management as well as the necessity to internalize the agile values. The main factor for succeeding with the creation of an agile mindset, however, can be hardly influenced: The success strongly depends on the personal prerequisites and attitudes of the individuals involved in the process, mainly the development team. We synthesize the results of our study into a timeline describing the process of how an agile coach can support the development team creating an agile mindset as part of the transformation towards an agile development process. [ABSTRACT FROM AUTHOR]

In the traditional radar emitter recognition task, the number of emitter category tags is fixed and relatively small. We input the pulse characteristic parameters into the machine learning model to model the radar emitter. The radar emitters with agile waveform involves four different waveform categories. The number of specific emitter categories contained in different waveform categories is extremely unbalanced. Their parameters vary widely, so only using the same model or strategy to model each waveform category cannot effectively extract the core features of the radar emitters with agile waveform. The above is the main reason for the low recognition accuracy of the recognition task of radar emitters with agile waveform. In this paper, a deep reinforcement learning framework is designed to be used in the intelligent recognition task of radar emitters with agile waveform. The task is regarded as a two‐step decision game. We use CNN and Bi‐LSTM to model the radar emitter, and calculate the initial state and transition state of the game. At the same time, we design the penalty function in reinforcement learning and increase the penalty for the wrong decision in the first step to deal with the imbalance of the number of emitters between different waveform categories. Finally, the Q‐Learning algorithm with approximate values is used to learn the control strategy of the game, that is, the modeling and recognition strategy adopted for emitters of different waveform categories. The simulation experiment results show that the deep reinforcement learning framework constructed in the article can improve the recognition accuracy of 1.2% compared with the state‐of‐the‐art method in the intelligent recognition task of radar emitters with agile waveform. [ABSTRACT FROM AUTHOR]

Situation‐based use of extended reality technologies for steel‐glass structures – a report from the DigitalTWIN research project Planning, construction and operation are characterized by coordination, evaluation and decision‐making processes, for which model data, visualizations and simulations provide essential support. The DigitalTWIN research project therefore focuses on the use of extended reality/XR services as an essential visualization path for future work processes. End‐to‐end data processing is an essential prerequisite in order to combine object, process and tool data in a coordinated manner is an essential prerequisite. The systematic use of building information modeling (BIM) and the application of agile project management methods are the base for this. Based on open platform technologies fast and task‐specific services were developed in order to efficiently adapt and optimize software interfaces between individual modules. New wireless technologies for low‐latency networking and the issue of broadband expansion on the construction site were also investigated, as state‐of‐the‐art visualization and interaction technologies increase the demands on broadband infrastructure. The article introduces the possibilities of XR services in construction and then shows the developed scenarios for steel‐glass constructions. Finally, the combinability of the software modules for specific application scenarios is shown and an outlook is given on how Industrial Internet of Things and augmented reality technologies can be linked. [ABSTRACT FROM AUTHOR]

Agile software development in construction projects – a report summarizing the DigitalTWIN research project Project management in the construction sector is characterized by manifold and numerous interdependencies, high project volumes with variable constraints and long project durations. It requires structured and defined planning principles as well as flexibility, as criteria, assessments, and opinions change or only become clear during the course of a project. Digital tools for project management are consequently an important focus in the DigitalTWIN research project. The implementation of agile software development in the project course of grid shell structures and cable net facades show the advantages of a close collaboration between project stakeholders and specialists in data science and software engineering. Real project progress can be evaluated faster and more precisely, process designs can be developed based on data, and proven workflows can be adjusted to specific situations without losing the relation to a growing database. The paper gives an introduction to management methods and shows how knowledge and recommended actions for construction projects can be obtained faster from relevant data using individual software development. The required cloud infrastructures, platform technologies and methods are developed step by step in demonstrators and provide an outlook how collaboration can be structured, fast, comprehensive, digital and trustworthy using distributed IT systems. [ABSTRACT FROM AUTHOR]

This article reports on a domain‐specific software development venture at Nordea. We explore organizational constraints, challenges, and corrective actions undertaken when scaling the agile development approach of their Core Banking Platform program. The fit and required customizations of the rather complex and rigid SAFe framework in a policy‐heavy financial institution are audited against the organic growth of the program. In a qualitative study with three cycles using the Action Research method, both organizational and technical restrictions were tackled jointly with the company employees. Thirty‐four potential solutions were developed—some of which turned out to be dead‐ends. Ultimately, the effectiveness of prior recommendations was tested in a highly challenging implementation environment, and the list of guidelines was extended. We discovered several meeting and collaboration schemes that are not fully aligned with previous reports. [ABSTRACT FROM AUTHOR]

This article investigates the agile flight control design for a quadrotor unnamed aerial vehicle in the 3D environment. Due to the need for the high speed flight and aggressive manoeuver in practical scenarios, the kinematic and dynamic models of the unmanned quadrotor are described in SO(3) and the controller is designed in the rotation format, which can avoid the singularity in the Euler angle format and the unwinding issue in the quaternion format. Moreover, comparing with the other existing nonlinear control strategies for the unmanned quadrotor, the proposed controller has the advantage of easy implementation and good robustness to the modeling uncertainties and unknown external disturbances by using the robust‐integral‐signum‐error method. The stability of the closed loop system is proved via the Lyapunov based stability analysis, and the proposed nonlinear robust controller can guarantee the asymptotic convergence of the quadrotor's attitude and position tracking errors. The effectiveness of the proposed agile flight control design is validated via real‐time experiments in comparison with the classical cascaded PID controller. And the experimental results show that the proposed controller achieves much higher flight control accuracy in agile flights. [ABSTRACT FROM AUTHOR]

Non‐functional requirements define qualities of the software system that ensure effectiveness while embedding any constraints and restrictions on the design. A challenge rises with agile implementation in handling non‐function requirements in regulated environments. Thus, a practitioner's perceptions of agile method tailoring are described in relation to inter‐team boundaries and non‐functional requirements. The research comprises 18 practitioner interviews from two multinational agile software development companies. Interviews were recorded, transcribed, and analysed using an approach informed by grounded theory and information flow models were used to compare and contrast interactions of processes. It was discovered that one of the case study companies managed non‐functional requirements as artefacts in their agile methodology, while the other company reverts to conventional plan‐based software development practices of documentation, timeline estimations, and safety critical requirements. This research creates a detailed comparison of these contrasting approaches. The main contribution of this study is a set of proposed recommendations to deal with non‐functional requirements in a regulated environment using agile techniques. The introduction of two new artefacts, Documentation Work Item and Safety Critical Work Item, is recommended and it is accompanied with an illustrative example, to transform the handling of documentation and safety critical requirements in a more agile way. [ABSTRACT FROM AUTHOR]

Knowledge management systems (KMS) are computer‐based systems highly valued in business organizations because they support knowledge management (KM) processes. Most KMS have been developed using non‐intelligent computer technology—that is, DMS, CMS, DBMS, and CIS—, and thus, they cannot provide advanced capabilities. Consequently, enhanced KMS using intelligent technologies of ontologies with inference engines—called ontology‐based knowledge management systems (OKMS)—have been proposed in the last three decades. Nowadays, however, the implementation of OKMS in real‐world settings is still scarce. Lack of comprehensive and systematic development methodologies including Project Management and Technical Systems Engineering processes—as the Systems and Software Systems Engineering standards propose—have been suggested as a factor that inhibits OKMS implementations. In this study, we review the OKMS literature (1990–2021 period)—from six seminal studies located using a research search engine—to assess OKMS development methodologies that can be considered comprehensive and systematic. Five methodologies were identified and assessed using an evaluation subset from the ISO/IEC/IEEE 15288:2015 Systems and Software Engineering standard. Two of them—CommonKADS and NeON—were found with a high comprehensive and systematic level and both are suggested for organizations interested in OKMS implementations, but none of them qualified as agile, which is a current development approach for systems and software systems. Hence, further empirical research toward the realization of comprehensive and systematic OKMSs development methodologies, including agile versions, is suggested for fostering the implementation of OKMS in real‐world settings. [ABSTRACT FROM AUTHOR]

The maturity of organisations is measured using process assessment models like the International Organization for Standardization (ISO)/IEC 33001. Product quality is refined with internal and external product quality characteristics based on models like the ISO/IEC 25010. With the shift from the Tailorism‐driven process orientation to a more people‐centric organization, the process and product quality dimensions have to be extended by the teamwork quality (TWQ) dimension. For the sake of systematic organization development, this new third quality dimension needs to be integrated into existing quality frameworks to achieve a holistic quality approach. This article introduces agile TWQ as the method of choice. It explains its design, implementation and evaluation in the large enterprise context of the Volkswagen AG. It provides insights into the effectivity of this approach in heterogeneous multi‐team settings, as well as into its strengths, weaknesses, and limitations. [ABSTRACT FROM AUTHOR]

Usage of agile methods for software development has increased in recent times. Rapid delivery of software products is ensured by these methods with less expense and high user gratification. Application of these methods on a large scale causes many De‐Motivators or challenges as initially these methods were aimed at those developmental teams that worked on small scale. However, no effort has been made yet to hand out the various correlations among the challenges. To fill the space, the Interpretive Structural Model (ISM) approach is used to reconnoiter the correlations among the De‐Motivators regarding Scaling Agile Software Development Methodologies (ASDM) from the management perspective. Creation of a framework for structural modeling association among the De‐Motivators is the aim of this study. To attain the goal, a hybrid methodology was applied based on a Systematic literature review (SLR), empirical survey, and ISM. First, we pointed out 15 De‐Motivators of Scaling ASDM from management perspectives through SLR study. Second, with the help of 59 experts from different countries, a questionnaire survey was conducted to empirically examine the correlations among the detected De‐Motivators. Further, correlations among the challenges are discovered with the usage of ISM through review of the panel, and they accomplish the categorization through CrossImpact Matrix Multiplication Applied Approach. This review focuses on surgical techniques for complete surgical metastasectomy of spinal metastatic lesions, the potential indications, and the published clinical outcomes, and discusses the future prospects. [ABSTRACT FROM AUTHOR]

FinTech companies are challenging established financial institutions' dominance by offering the same products with a superior customer experience and delivering new features faster. The adoption of agile software development partially enables this competitive advantage. In response to this challenge, banks explore how they can improve their agile processes. LHV, a mid‐sized bank, uses agile practices but faces the challenge of further improvement to stay competitive with FinTech companies. In this article, we explore how LHV can improve its agile software development process. We conduct a case study at LHV where we first derive eight change proposals based on a literature review and interviews. Then, we report on how LHV implemented the change proposals and their perceived impact. Our results stress the importance of taking a coherent approach to improving agile processes by considering both business units and operations involved in the product life‐cycle. It is also necessary to align organizational structures to enable team autonomy by, for instance, decentralizing decision authority. Finally, it is beneficial to adapt agile practices to their context and have an IT architecture and technology supporting the agile approach. [ABSTRACT FROM AUTHOR]

The Department of Defense (DoD) is experimenting with acquisition strategies intended to deliver new capabilities in cycle times of 2 to 5 years. These are executed in a market of few sellers, limited procurement quantities, and constrained budgets. Defense contractors respond by developing, producing, and supporting products. This research analyzed selected publicly‐released acquisition program data from 2007 to 2018. Quantitative methods identified significant factors and analyzed how acquisition strategy decisions and market conditions are related to these factors. Outcomes important to the government such as shorter cycle times are shown to be statistically associated with early government strategy decisions such as agile software development, and intentional use of commercial technology. Defense contractor responses within this market are related to government programmatic factors and not to reduced cycle times. [ABSTRACT FROM AUTHOR]

Social loafing is a common issue encountered by many software development teams. In practice, agile software development teams often use team expectations agreements (TEAs), which contain rules to prevent social loafing behaviour. However, few studies in the software engineering literature examine how these rules are specified in TEAs and whether they serve the purpose. The authors intend to provide a better understanding on how to specify rules in TEAs to prevent social loafing behaviour in agile software development teams. A mixed‐method approach using both qualitative and quantitative data was employed. The results of our study show that agile software development teams specify the expectations of the whole team on meeting attendance and contribution, respect of tasks, roles and teammates, and collaboration with each other. These rules have the potential to prevent social loafing behaviours. However, specifying the rules in TEAs alone is not sufficient to make them effective. It needs to be complemented with team commitment to TEA rules. The work of the authors contributes to a better understanding of how to use TEAs to prevent social loafing in agile software development teams, and provides a conceptual basis for future research to investigate social loafing prevention using TEAs. [ABSTRACT FROM AUTHOR]

Continuous improvement of agile software processes is inevitable in order to reach sustainable and high‐quality project outcomes. In this sense, organizations need guidance on how to apply agile software process improvement effectively; comprehensive approaches with in‐depth analysis and guidelines are required to keep software processes in balance and to continuously improve them, as in a typical business process, over time. This research aims to explore the implementation of Business Process Management approach for improving an agile software process and accordingly agile maturity level. Many organizations utilize from Business Process Management approach in order to improve workflows and to discover organization‐specific weaknesses. For this purpose, the study presents a practical, flexible model based on Business Process Management approach for agile software process improvement, which also incorporates maturity assessment for measuring the agile maturity level. Furthermore, an exploratory case study with a triangulation methodology of mixed methods was carried out for implementation of the model. The research puts forward that Business Process Management approach can be used for in‐depth analysis of agile software process, discovery of problems, and redesign of the process. The research roadmap introduces worthwhile insights on agile software process improvement for researchers and practitioners. [ABSTRACT FROM AUTHOR]

In this work, 2‐element slot‐based frequency reconfigurable (FR) multiple‐input‐multiple‐output (MIMO) antenna design antenna with a very wide‐sweep is proposed for dynamic spectrum sharing (DSS) in 5G technologies. FR is achieved using varactor diode with frequency tuning range from 1655 to 2605 MHz. The design is a low profile with planar structure having a single element footprint of 19.5 × 20 mm2. The two slot antenna elements of the MIMO configuration are etched out from a ground (GND) plane of dimensions of 60 × 120 mm2. The proposed antenna is narrow‐band and hence it is suitable for RF front‐end in the 5G‐enabled DSS in cognitive radio (CR) applications. [ABSTRACT FROM AUTHOR]

Planning and managing of requirement change management (RCM) process in global software development (GSD) are a complicated task, but the RCM plays a significant role in developing the quality software within time and budget. The key aim of this study is to prioritize the factors that could positively influence the RCM program in GSD context. To achieve the study objective, the questionnaire survey study was conducted to get the feedback of the practitioners concerning the success factors of RCM in GSD context. Moreover, the fuzzy analytical hierarchy process (FAHP) was applied. The application of FAHP is novel in this research domain as it has been effectively applied previously in various other research areas, for example, supplier selection, electronics and electrical, personnel selection, and agile software development. The results of this study will provide the prioritization‐based taxonomy of RCM success factors and also contribute by introducing the novel FAHP approach in the research domain of RCM in GSD. The FAHP approach assists the practitioners to reduce the uncertainty and vague opinions of RCM experts. [ABSTRACT FROM AUTHOR]

This article presents a compact reconfigurable filter performing bandwidth reconfiguration covering the entire L‐band frequency range. The reconfigurable filter is developed using a C‐shaped resonator coupled to the source and load through varactor diodes. To reverse bias the diodes symmetrically both the diodes are fed with a common bias voltage. Hence the DC bias voltage is administered evenly to the diodes resulting is equi‐proportional coupling between the resonator and the nodes. This results in reconfiguring the bandwidth of the operating frequency. The designed filter is capable of tuning 3‐dB bandwidth from 0.613 to 1.353 GHz with the center frequency as 1.5 GHz. The percentage bandwidth of the filter is varied from 44.5% to 91.76%. The insertion loss offered by the filter is very less with the minimum value of 0.42 dB. The proposed filter is simple, compact and finds it application in power agile systems operating with different transmission power levels at different time instances. [ABSTRACT FROM AUTHOR]

The volume at hand presents the special issue of the 12th International Conference on Software and Systems Process (ICSSP) 2019, which was held in Montreal, Canada, from May 25 to 26, 2019. ICSSP 2019 is the latest in a series of conferences that have been organized by the International Software and Systems Process Association. In our evolving landscape, many companies are making efforts to move towards new technologies and tools, agile principles, and continuous integration and delivery. In doing so, they find opportunity, flexibility, and strength in evolving towards hybrid processes, which are neither purely traditional nor can count as textbook agile. This special issue focuses on hybrid processes. [ABSTRACT FROM AUTHOR]

Product Owners have an important role in the agile and hybrid software development process. While this role is supposed to maximize the value of a product, there seem to be several scattered results on how they achieve this, as well as what actually constitutes this role in practice. To consolidate current research results and to further analyze the key attribute of Product Owners, we conducted a multi‐method research approach spanning a systematic mapping study and a consecutive case study in a hybrid development environment. The results of the mapping study states that Product Owners are communicators. We further investigated on this and used the shadowing technique to observe three Product Owners' communication activities. The results support that statement, as the gained data reveal that Product Owners spend 65% of their time in meetings. But rather than just providing the team with the necessary requirements for the product under development, Product Owners need this time to synchronize and align their work, streamline the agile process of large‐scale Scrum, discuss team‐based topics, and to solve upcoming issues addressed by the team. These results contribute to draw a more comprehensive picture of the important but yet complex role of Product Owners in practice. [ABSTRACT FROM AUTHOR]

Purpose: To describe a process of creating eHealth components for an integrated care model using an agile software development approach, user‐centered design and, via the Behavior Change Wheel, behavior theory‐guided content development. Following the principles of implementation science and using the SMILe project (integrated care model for allogeneic stem cell transplantation facilitated by eHealth) as an example, this study demonstrates how to narrow the research‐to‐practice gap often encountered in eHealth projects. Methods: We followed a four‐step process: (a) formation of an interdisciplinary team; (b) a contextual analysis to drive the development process via behavioral theory; (c) transfer of content to software following agile software development principles; and (d) frequent stakeholder and end user involvement following user‐centered design principles. Findings: Our newly developed comprehensive development approach allowed us to create a running eHealth component and embed it in an integrated care model. An interdisciplinary team's collaboration at specified interaction points supported clear, timely communication and interactions between the specialists. Because behavioral theory drove the content development process, we formulated user stories to define the software features, which were prioritized and iteratively developed using agile software development principles. A prototype intervention module has now been developed and received high ratings on the System Usability Scale after two rounds of usability testing. Conclusions: Following an agile software development process, structured collaboration between nursing scientists and software specialists allowed our interdisciplinary team to develop meaningful, theory‐based eHealth components adapted to context‐specific needs. Clinical Relevance: The creation of high‐quality, accurately fitting eHealth components specifically to be embedded in integrated care models should increase the chances of uptake, adoption, and sustainable implementation in clinical practice. [ABSTRACT FROM AUTHOR]

The primary objective of this paper is to report on the successful implementation of forensic facial approximation in a real case in the forensic context. A three‐dimensional (3D) facial approximation protocol of the skull was performed with free software, applying techniques in a virtual environment that have already been consolidated in the literature. The skull was scanned with the photogrammetry technique, the digital replica was imported in the Blender software (Blender Foundation, Amsterdam) and individualized model sketches of the face were traced with the MakeHuman software (MakeHuman Org) according to the anthropological profile of the victim. The face created was imported in Blender, where it was adapted, modeled, and sculpted on the 3D skull and its soft tissue markers, using an American open‐source application of the technique in the digital environment. The face created in a virtual environment was recognized and legal identification procedures were started, resulting in the more agile delivery of the disappeared body to its next of kin. It is therefore concluded that facial approximation may not be a primary method of human identification, but it can be satisfactorily applied in the forensic field as an individual recognition resource. It has great value in narrowing the search, reducing the number of alleged victims, and leading to identification tests, therefore significantly reducing the number of genetic DNA (deoxyribonucleic acid) tests—which are considered costly for the State or Federation—and consequently reducing the waiting time before delivery of the body to its family. [ABSTRACT FROM AUTHOR]

In this letter, a four‐pole balanced frequency‐agile bandpass filter (BAL‐FA‐BPF) with constant absolute bandwidth (CABW) and four transmission zeros (TZs) is reported. This design is based on the advanced coupling matrix technique which ensures the realization of CABW for the filter. The fully‐canonical coupling topology with cross‐coupling and source‐load coupling is adopted, which introduces four TZs for the differential‐mode passband. The tunable half‐wavelength resonators are used and loaded by resistors, which effectively enhances the common‐mode (CM) suppression. The demonstrative BAL‐FA‐BPF has a frequency tuning range of 1.92‐2.97 GHz (42.9%) and keeps the absolute bandwidth within 167 ± 3.7 MHz (2.2%) over entire the FTR. CM suppression is better than 40 dB. [ABSTRACT FROM AUTHOR]

Most of the software development projects have traditionally been faced with severe problems in terms of quality, cost, and time. Researchers and practitioners have focused on agile software development methods (ASDMs) as an alternative to overcome these problems. Agile methods employ iterative development cycles, interspersed by user feedback. Agile methods were basically developed for small development teams. Scaling agile methods is a big issue from different perspectives. De‐motivators play a key role in project management as it allows early identification and prompt management of threats that may arise during project execution. The objective of this paper is to identify the de‐motivators while scaling agile at large, from management perspectives. We have adapted SLR and applied contrived search criteria derived from the research questions, followed by selecting the required research papers, data extraction, and data synthesis, which resulted in 15 de‐motivators from 58 relevant papers. Some of the identified de‐motivators are 'traditional organizational culture', 'lack of agile experts', 'reluctance to adopt', and 'lack of management and commitment support'. The identified factors have been compared from various perspectives, such as continents, digital libraries, organization size, and so forth. [ABSTRACT FROM AUTHOR]

Species distribution models (SDMs) constitute the most common class of models across ecology, evolution and conservation. The advent of ready‐to‐use software packages and increasing availability of digital geoinformation have considerably assisted the application of SDMs in the past decade, greatly enabling their broader use for informing conservation and management, and for quantifying impacts from global change. However, models must be fit for purpose, with all important aspects of their development and applications properly considered. Despite the widespread use of SDMs, standardisation and documentation of modelling protocols remain limited, which makes it hard to assess whether development steps are appropriate for end use. To address these issues, we propose a standard protocol for reporting SDMs, with an emphasis on describing how a study's objective is achieved through a series of modeling decisions. We call this the ODMAP (Overview, Data, Model, Assessment and Prediction) protocol, as its components reflect the main steps involved in building SDMs and other empirically‐based biodiversity models. The ODMAP protocol serves two main purposes. First, it provides a checklist for authors, detailing key steps for model building and analyses, and thus represents a quick guide and generic workflow for modern SDMs. Second, it introduces a structured format for documenting and communicating the models, ensuring transparency and reproducibility, facilitating peer review and expert evaluation of model quality, as well as meta‐analyses. We detail all elements of ODMAP, and explain how it can be used for different model objectives and applications, and how it complements efforts to store associated metadata and define modelling standards. We illustrate its utility by revisiting nine previously published case studies, and provide an interactive web‐based application to facilitate its use. We plan to advance ODMAP by encouraging its further refinement and adoption by the scientific community. [ABSTRACT FROM AUTHOR]

Software development is a complex task, and the introduction of multi‐site development teams spread across the globe makes it even harder. Requirement changes during the software development process are inevitable, and failing to manage evolving requirements is one of the contributors to project failures. Requirements change management (RCM) becomes difficult in global software development (GSD) projects due to the need to communicate and coordinate between stakeholders in a distributed environment. This research work aims to identify the factors that have positive impacts on RCM activities in GSD. We conducted a multi‐vocal literature review (MLR) and a questionnaire survey study to identify the RCM success factors. The results of the t‐test (ie, t = 0.0347 and P =.700 >.05) and correlation (rs (25) = 0.573, P =.003) indicates that there is no significant difference between the findings of MLR and the questionnaire survey. The identified factors were further analyzed in the context of client and vendor organizations to better understand the RCM success factors in both types of GSD firms. The findings of this study can provide a useful framework for tackling problems associated with RCM in a GSD environment that is significant to the progression of GSD firms. [ABSTRACT FROM AUTHOR]

Software requirement engineering (SRE) is the initial stage of the software engineering process and entails several challenges relating to the identification, implementation, evolution, and management of requirements for the development of software systems that meet the desired functionality quality standards. Agile software development (ASD) is a well‐known software development process that follows a lightweight and adaptive methodology to support the incremental development of software systems. Since the ASD follows an adaptive procedure (ie, a flexible, nanostructured, and dynamic approach) of software development, it becomes challenging to perform SRE that follows a structured approach for managing software requirements throughout the life cycle of software development. The primary challenges for SRE, while pursuing an ASD, include, but are not limited to, identification of incomplete requirements, implementation of vague requirements, prioritization of secondary functional requirements, and compromise on users' involvement that negatively impacts the software system's functionality and quality. To overcome these challenges, some of the recent research efforts have focused on managing different phases of SRE during software development using the ASD. However, there is a lack of solutions that provide software engineers/practitioners with a solution. Besides, frameworks to effectively manage all the phases of SRE as per the needs of the ASD are needed. We propose a framework that unifies joint requirements document (JRD) and SCRUM to incrementally (a) identify, (b) implement, (c) evolve, and (d) manage system requirements throughout the software development cycle. We have used the action research method to qualitatively validate the proposed framework based on data and user requirements collected from a product‐focused (multinational) Norway‐based software company. The results of the validation are based on statistical analysis that reflects the usefulness of the proposed framework for SRE in ASD‐based software engineering and development. Future research is the possible application of a machine learning approach (es) in the intended context for agile requirements elicitations. [ABSTRACT FROM AUTHOR]

Majority of software development firms are adopting the concepts of global software development (GSD) in order to develop high‐quality and low‐cost products. However, the requirements change management (RCM) becomes a significant challenge in the GSD environment because of the unavailability of proper RCM framework and taxonomy. The objective of this study is to develop a taxonomy of the challenging factors of the RCM process in GSD. The taxonomy is developed based on the results of the data collected during the survey study and the implementation of the analytical hierarchy process (AHP). Total 25 challenging factors are identified and mapped into four core categories, ie, "organizational management," "team," "technology," and "process." Moreover, the AHP analysis is performed to prioritize the challenging factors and their categories. The prioritization process highlight that "process" is the most significant category of the RCM challenging factors. The taxonomy developed in this study provides a robust framework to tackle problems associated with RCM activities in GSD environment, which is significant to the success and progression of GSD firms. [ABSTRACT FROM AUTHOR]

Software Development is a complex process, in which every software product is a knowledge representation of all the involved people. In agile software development, knowledge is prone to vaporise, because documentation is not a priority as indicated in the agile manifesto. This condition generates problems such as poor understanding of the requirements, knowledge transfer deficiency among developers, time wasted by developers while searching for knowledge. The objective of this work is to reduce architectural knowledge vaporisation by means of knowledge condensation to support expertise location (high‐level knowledge at a given time). This through an ontology that will condensate the knowledge in the code phase. This study presents the description of an ontology development process following the Methontology Framework. Results show that the proposed ontology does not present incongruence or inconsistency and answers the competency questions correctly. The main contribution of this study is the ontology which brings several benefits such as a shared concept of the knowledge in the code phase and a way to link the artefacts (resources used by developers in the project) and the experts (artefacts provider). [ABSTRACT FROM AUTHOR]

With the agile approach to managing software development projects comes an increased dependability on well‐functioning teams, since many of the practices are built on teamwork. The objective of this study was to investigate if, and how, team development from a group psychological perspective is related to some work practices of agile teams. Data were collected from 34 agile teams (200 individuals) from six software development organizations and one university in both Brazil and Sweden using the Group Development Questionnaire (Scale IV) and the Perceptive Agile Measurement (PAM). The result indicates a strong correlation between levels of group maturity and the two agile practices iterative development and retrospectives. We, therefore, conclude that agile teams at different group development stages adopt parts of team agility differently, thus confirming previous studies but with more data and by investigating concrete and applied agile practices. We thereby add evidence to the hypothesis that an agile implementation and management of agile projects need to be adapted to the group maturity levels of the agile teams. [ABSTRACT FROM AUTHOR]

Group aspects are essential to the success of software projects; however, almost no research regarding group maturity in CMMI‐DEV Level 5 organizations has been conducted. The objective of this work is to investigate group maturity and its relationship to the efficiency and effectiveness of Agile Software Development teams in a CMMI‐DEV Level 5 organization. A case study was conducted, and three data collection methods were used: a validated questionnaire was given to nine agile software teams (59 people) to measure specific aspects of group maturity, team efficiency, and team effectiveness; the effort to develop Use Case Points and a group rate (related to productivity and salary) were collected to investigate team efficiency, and focus group sessions and semi‐structured interviews were conducted with project managers and team leaders to explore group issues in software development. Aspects of group maturity were correlated with team effectiveness and team efficiency measures. Communication was found to be strongly correlated with team effectiveness and group rate, and conformity and the clarity of roles and goals were found to be strongly correlated with team efficiency. The results suggest that group maturity has a positive influence on software teams in CMMI‐DEV Level 5 organizations. [ABSTRACT FROM AUTHOR]

Improved efficiency of Markov chain Monte Carlo facilitates all aspects of statistical analysis with Bayesian hierarchical models. Identifying strategies to improve MCMC performance is becoming increasingly crucial as the complexity of models, and the run times to fit them, increases. We evaluate different strategies for improving MCMC efficiency using the open‐source software NIMBLE (R package nimble) using common ecological models of species occurrence and abundance as examples. We ask how MCMC efficiency depends on model formulation, model size, data, and sampling strategy. For multiseason and/or multispecies occupancy models and for N‐mixture models, we compare the efficiency of sampling discrete latent states vs. integrating over them, including more vs. fewer hierarchical model components, and univariate vs. block‐sampling methods. We include the common MCMC tool JAGS in comparisons. For simple models, there is little practical difference between computational approaches. As model complexity increases, there are strong interactions between model formulation and sampling strategy on MCMC efficiency. There is no one‐size‐fits‐all best strategy, but rather problem‐specific best strategies related to model structure and type. In all but the simplest cases, NIMBLE's default or customized performance achieves much higher efficiency than JAGS. In the two most complex examples, NIMBLE was 10–12 times more efficient than JAGS. We find NIMBLE is a valuable tool for many ecologists utilizing Bayesian inference, particularly for complex models where JAGS is prohibitively slow. Our results highlight the need for more guidelines and customizable approaches to fit hierarchical models to ensure practitioners can make the most of occupancy and other hierarchical models. By implementing model‐generic MCMC procedures in open‐source software, including the NIMBLE extensions for integrating over latent states (implemented in the R package nimbleEcology), we have made progress toward this aim. [ABSTRACT FROM AUTHOR]

Industry in all sectors is experiencing a profound digital transformation that puts software at the core of their businesses. To react to continuously changing user requirements and dynamic markets, companies need to build robust workflows that allow them to increase their agility in order to remain competitive. This increasingly rapid transformation, especially in domains such as Internet of things or cloud computing, poses significant challenges to guarantee high‐quality software, since dynamism and agile short‐term planning reduce the ability to detect and manage risks. In this study, the authors describe the main challenges related to managing risk in agile software development, building on the experience of more than 20 agile coaches operating continuously for 15 years with hundreds of teams in industries in all sectors. They also propose a framework to manage risks that consider those challenges and supports collaboration, agility, and continuous development. An implementation of that framework is then described in a tool that handles risks and mitigation actions associated with the development of multi‐cloud applications. The methodology and the tool have been validated by a team of evaluators that were asked to consider its use in developing an urban smart mobility service and an airline flight scheduling system. [ABSTRACT FROM AUTHOR]

Industry in all sectors is experiencing a profound digital transformation that puts software at the core of their businesses. To react to continuously changing user requirements and dynamic markets, companies need to build robust workflows that allow them to increase their agility in order to remain competitive. This increasingly rapid transformation, especially in domains such as Internet of things or cloud computing, poses significant challenges to guarantee high-quality software, since dynamism and agile short-term planning reduce the ability to detect and manage risks. In this study, the authors describe the main challenges related to managing risk in agile software development, building on the experience of more than 20 agile coaches operating continuously for 15 years with hundreds of teams in industries in all sectors. They also propose a framework to manage risks that consider those challenges and supports collaboration, agility, and continuous development. An implementation of that framework is then described in a tool that handles risks and mitigation actions associated with the development of multi-cloud applications. The methodology and the tool have been validated by a team of evaluators that were asked to consider its use in developing an urban smart mobility service and an airline flight scheduling system. [ABSTRACT FROM AUTHOR]