16 results on '"Agile software development"'
Search Results
2. Improving active participation during enterprise operations modeling with an extended story-card-method and participative modeling software.
- Author
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De Vries, Marne and Opperman, Petra
- Subjects
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AGILE software development , *REQUIREMENTS engineering , *COMPUTER software development , *BUSINESS enterprises , *SUPPLY chain management , *PARTICIPATION - Abstract
The COVID-19 pandemic emphasized the need for process automation, using agile software development practices. However, when agile methods are used in scaled contexts, many software development efforts fail, mainly due to lacking requirements engineering practices. When business-oriented software needs to be developed within a scaled context, the story-card method (SCM), developed as part of a previous study, assists in structuring emerging software requirements within a taxonomy that represents enterprise operation. The SCM helps agile team members to develop a common understanding about enterprise operation when they construct the enterprise operation taxonomy. Digital participatory enterprise modeling (PEM) may increase collaboration and understanding among team members, especially when team members are geographically dispersed, when they co-model their understanding of enterprise operations. Using design science research to further evolve the existing SCM, we identified two concerns regarding the existing SCM: (1) The modeling software did not encourage active participation during modeling, and (2) Low quality of the resulting cooperation structure diagram (CSD) that is used to derive an enterprise operation taxonomy, i.e., the need to further extend the existing SCM. As main contribution of this article, we addressed previous deficiencies of the SCM, developing an extended SCM (eSCM), based on principles and guidelines that would encourage online participation during PEM, also providing a comprehensive case to demonstrate the eSCM. As a second contribution, we used survey-feedback from research participants, as well as activity tracking to evaluate whether the modeling tool encouraged active PEM. Our third contribution is to evaluate the quality of the resulting CSDs with suggestions for future improvement. [ABSTRACT FROM AUTHOR]
- Published
- 2023
- Full Text
- View/download PDF
3. Artificial Intelligence and Agility-Based Model for Successful Project Implementation and Company Competitiveness.
- Author
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Tominc, Polona, Oreški, Dijana, and Rožman, Maja
- Subjects
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AGILE software development , *ARTIFICIAL intelligence , *BUSINESS enterprises , *STRUCTURAL equation modeling , *MERGERS & acquisitions - Abstract
The purpose of the paper is to present a model of factors affecting the successful project implementation by introducing agility and artificial intelligence to increase the company's competitiveness. In the model, the multidimensional constructs describing the implementation of an agile work environment and artificial intelligence technologies and tools were developed. These multidimensional constructs are agile work environment, agile leadership, agile team skills and capabilities, improving the work of the leader in the project, adopting AI technologies in the project, and using AI solutions in a project. Their impact on successful project implementation and on the company competitiveness was tested. The fundamental reason for conducting this research and developing the model is to enhance the understanding of factors that contribute to the successful implementation of projects and to increase a company's competitiveness. Our developed model encompasses multidimensional constructs that describe the agile work environment and the utilization of AI technologies. By examining the impact of these constructs on both successful project implementation and company competitiveness, we aimed to establish a comprehensive framework that captures the relationship between agility, AI, and successful project implementation. This model serves as a valuable tool for companies seeking to improve their project implementation processes and gain a competitive edge in the market. The research was based on a sample of 473 managers/owners in medium-sized and large companies. Structural equation modeling was used to test the hypotheses. In today's turbulent environment, the results will help develop guidelines for a successful combination of agile business practices and artificial intelligence to achieve successful project implementation, increasing a company's competitiveness. [ABSTRACT FROM AUTHOR]
- Published
- 2023
- Full Text
- View/download PDF
4. Quality culture boosts agile transformation—Action research in a business‐to‐business software business.
- Author
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Saarikallio, Matti and Tyrväinen, Pasi
- Subjects
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AGILE software development , *BUSINESS software , *ACTION research , *CORPORATE culture , *BUSINESS enterprises , *ORGANIZATIONAL change - Abstract
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]
- Published
- 2023
- Full Text
- View/download PDF
5. Enfoque de aplicación ágil con Scrum, Lean y Kanban.
- Author
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Gaete, José, Villarroel, Rodolfo, Figueroa, Ismael, Cornide-Reyes, Héctor, and Muñoz, Roberto
- Subjects
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SCRUM (Computer software development) , *JUST-in-time systems , *LEAN management , *AGILE software development , *SOFTWARE engineering , *COMPUTER software development , *TEAMS in the workplace , *BUSINESS enterprises - Abstract
This paper presents the review of three main existing agile approaches: Scrum, Lean Software Development and Kanban, which served as the basis for the development of a proposal for a new approach in Agile development. To achieve this, a description of each agile approach to software development and a comparison of their strengths and weaknesses are made. Then, the new proposal is established based on the integration of the three approaches, defining a set of metrics and developing a case study to evaluate the integration and obtain quantitative and qualitative data. The results obtained from the case study proved to be quite positive because it allowed us to comprehensively evaluate the new approach. These results represent a promising start to continue working in this line of research. [ABSTRACT FROM AUTHOR]
- Published
- 2021
6. Lean Practices in Software Development Projects: A Literature Review.
- Author
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Yadav, RamKaran, Mittal, M. L., and Jain, Rakesh
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COMPUTER software development , *AGILE software development , *NEW product development , *LITERATURE reviews , *BUSINESS enterprises - Abstract
Rapidly increasing customer demands, competition, continuous changing scenario and accelerating pace of technological developments have put tremendous pressure on the business organization to deliver quality products at lower cost. On the same lines the software development (SD) companies need to deliver quality codes with new features at reduced cost. This can be achieved through Lean to software development projects. As the lean has been considered in different ways and has been implemented to varying extent in different sectors of the economy this paper aims to investigate as to how “lean” is viewed in software development projects and status of implementation in software development projects. First, application of lean in different types of projects viz. construction, healthcare, aerospace, new product development and service is discussed. Secondly, application of lean to SD projects is investigated at three levels: philosophy, principles (value, value stream, flow, pull and perfection) and practices/tools. The effect of lean on performance (inventory, lead time, customer satisfaction, cost, and business value) of SD projects is also analyzed. Further, “Leagile” software development and agile dominance is explored through this paper. [ABSTRACT FROM AUTHOR]
- Published
- 2019
- Full Text
- View/download PDF
7. Effectivity and economical aspects for agile quality assurance in large enterprises.
- Author
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Poth, Alexander
- Subjects
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QUALITY assurance , *BUSINESS enterprises , *COMPUTER software development , *PRODUCT quality , *INFORMATION technology - Abstract
The transition from a classical to an agile software development procedure needs a structured and strategic roll out to realize the expected benefits of the transition phase. Quality assurance as part of the software development has also to be designed to realize its targets of the agile transition for adequate project and program quality assurance. Besides effectivity the economic aspects have to be implemented also in a value-driven agile product quality assurance. This tension between effectivity and economy will be shown on the example of the Volkswagen group IT. The transition is mapped to the SPI Manifesto to demonstrate the currency in 2009 of the established values and principles for software process improvement. [ABSTRACT FROM AUTHOR]
- Published
- 2016
- Full Text
- View/download PDF
8. A multiple case study on the inter-group interaction speed in large, embedded software companies employing agile.
- Author
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Martini, Antonio, Pareto, Lars, and Bosch, Jan
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AGILE software development , *COMPUTER software development , *BUSINESS enterprises , *QUANTITATIVE research , *INFORMATION storage & retrieval systems , *COMPUTER software - Abstract
The adoption of Agile Software Development in large companies is a recent phenomenon of great interest both for researchers and practitioners. Although intra-team interaction is well supported by established agile practices, the critical interaction between the agile team and other parts of the organization is still unexplored in literature. Such interactions slow down the development, hindering the achievement of business goals based on speed: short time to market, quick replication of products of a product-line, and reaction time for product evolution. We have employed a two-year long multiple-case case-study, collecting data through interviews and a survey in three large companies developing embedded software. Through a combination of qualitative and quantitative analysis, we have found strong evidence that interaction challenges between the development team and other groups in the organization hinder speed and are widespread in the organizations. This paper also identifies current practices in use at the studied companies and provides detailed guidelines for novel solutions in the investigated domain. Such practices are called boundary-spanning activities in information system research and coordination theory. We present a comparison between large embedded software companies employing agile and developing a line of products based on reused assets and agile companies developing pure software. We highlight specific contextual factors and areas where novel spanning activities are needed for mitigating the interaction challenges hindering speed. Copyright © 2015 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]
- Published
- 2016
- Full Text
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9. Economic Governance of Software Delivery.
- Author
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Cantor, Murray and Royce, Walker
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COMPUTER software , *BUSINESS enterprises , *SUSTAINABLE development , *BAYESIAN analysis , *AGILE software development - Abstract
Agility without objective governance cannot scale, and governance without agility cannot compete. Agile methods are mainstream, and software enterprises are adopting these practices in diverse delivery contexts and at enterprise scale. IBM's broad industry experience with agile transformations and deep internal know-how point to two key principles to deliver sustained improvements in software business outcomes with higher confidence: measure and streamline change costs, and steer with economic governance and Bayesian analytics. Applying these two principles in context is the crux of measured improvement in continuous delivery of smarter software-intensive systems. This article describes more meaningful measurement and prediction foundations for economic governance. The Web extra at http://youtu.be/ghAM8ifyeVI is a video in which Walker Royce, author, IEEE Software editorial board member, and IBM Chief Software Economist, describes how to reason about software delivery governance with lean principles. [ABSTRACT FROM PUBLISHER]
- Published
- 2014
- Full Text
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10. Are chemical companies ready for the future of work?
- Author
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DICKSON, D.
- Subjects
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BUSINESS planning , *BUSINESS enterprises , *COVID-19 pandemic , *BUSINESS models , *EMPLOYEE recruitment , *AGILE software development - Published
- 2021
11. Designing Data Governance Structure: An Organizational Perspective.
- Author
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Korhonen, Janne J., Melleri, Ilkka, Hiekkanen, Kari, and Helenius, Mika
- Subjects
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DATA structures , *ELECTRONIC data processing , *AGILE software development , *BUSINESS enterprises , *ORGANIZATIONAL behavior , *COMPUTER software - Abstract
High quality data is a key source of business value, but data quality issues in organizations are often addressed inadequately and pertinent Data Governance (DG) is called for. This paper focuses on the accountability aspect of data governance: the assignment of decision rights and responsibilities pertaining to data management. We follow the design science approach and examine how Agile Governance Model (AGM) can be used as the basis of designing a pertinent governance structure for the organizational arrangement of data governance accountabilities. We distinguish common data management roles based on the literature, analyze the organizational coverage of these data governance roles, and demonstrate how AGM can be used to ensure that requisite accountabilities will be addressed throughout the enterprise at the right organizational levels and aspectual loci. [ABSTRACT FROM AUTHOR]
- Published
- 2013
- Full Text
- View/download PDF
12. GE Healthcare Goes Agile.
- Author
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Deitsch, Andrew and Hughes, Ross
- Subjects
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AGILE software development , *NEW product development , *BUSINESS enterprises , *COMPUTER software - Abstract
The article focuses on the execution a multiproduct distributed environment of GE Healthcare's Imaging Solution in the U.S. It mentions that the program implementation has experienced some challenges such as the length of the cycle time on projects, the ability to integrate customer-requested modifications, and marketing and engineering barriers. To deal with such issues, the waterfall software development methodology of the unit has been replaced by an agile-based scrum approach.
- Published
- 2010
13. Building the enterprise of the future: If not now, when?
- Author
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Murray, Art
- Subjects
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APPLIED sciences , *BUSINESS enterprises , *COVID-19 pandemic , *STAY-at-home orders , *INTERNATIONAL competition , *AGILE software development , *TECHNOLOGY convergence - Abstract
The article focuses on building the enterprise of the future. Topics include the global COVID-19 crisis has presents a perfect opportunity to look back and reflect on many of these principles, the crisis unfolded and rapidly intensified were able to turn on a dime and respond to extraordinary demands with astonishing speed, and the U.S. Federal Reserve economic data shows very little of the so-called stimulus money has actually made its way into the consumer economy.
- Published
- 2020
14. How to Choose the Right App Delivery Controller.
- Author
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Preimesberger, Chris
- Subjects
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APPLICATION software , *COMPUTER architecture , *WEB-based user interfaces , *AGILE software development , *BUSINESS enterprises - Abstract
eWEEK DATA POINTS: Many of today's ADC solutions are based on architecture designed 20 years ago and now lack agility, flexibility and customizability. But now companies across industries (and especially in e-commerce, banking, health and technology) require radically different ADC solutions. [ABSTRACT FROM AUTHOR]
- Published
- 2019
15. Q&A: Scrum Success.
- Subjects
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AGILE software development , *BUSINESS enterprises , *CLOUD computing , *COMPUTER software - Abstract
An interview with Victor Szalvay, scrum project expert, is presented. When asked on the reason for an organization to embrace agile processes, he refers to the clear responsibilities offered by agile software particularly with the product's direction and quality. He states that an ideal technique to keep the staff in sync when shifting to a collaborative workflow is to unify cross-functional teams in a bullpen-style environment. He discusses the impact of an agile methodology on cloud computing.
- Published
- 2010
16. Mayer Brown pilots agile working in London.
- Author
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Kinder, Tabby
- Subjects
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LAW firms , *AGILE software development , *BUSINESS enterprises - Abstract
The article discussed the agile working of law firm Mayer Brown LLP in its construction department in London after which it become the first US law firms in the City to adopt agile working. The firm has approximately 32 lawyers working across its construction practice in London including 12 partners.
- Published
- 2016
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