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Adoption of agile methods in the software development organization is considered as a powerful solution to deal with the quickly changing and regularly developing business environment and fullyeducated customers with constantly rising expectation, such as shorter time periods and an extraordinary level of response and service. This study investigates the adoption of agile approaches in software development organizations by using systematic mapping. Six research questions are identified, and to answer these questions a number of research papers have been reviewed in electronic databases. Finally, 25 research papers are examined and answers to all research questions are provided. [ABSTRACT FROM AUTHOR]

Purpose The purpose of this paper is to use translation theory to develop a framework (called FTRA) that explains how companies adopt agile methods in a discourse of fragmentation and articulation.Design/methodology/approach A qualitative multiple case study of six firms using the Scrum agile methodology. Data were collected using mixed methods and analyzed using three progressive coding cycles and analytic induction.Findings In practice, people translate agile methods for local settings by choosing fragments of the method and continuously re-articulating them according to the exact needs of the time and place. The authors coded the fragments as technological rules that share relationships within a framework spanning two dimensions: static-dynamic and actor-artifact.Research limitations/implications For consistency, the six cases intentionally represent one instance of agile methodology (Scrum). This limits the confidence that the framework is suitable for other kinds of methodologies.Practical implications The FTRA framework and the technological rules are promising for use in practice as a prescriptive or even normative frame for governing methodology adaptation.Social implications Framing agile adaption with translation theory surfaces how the discourse between translocal (global) and local practice yields the social construction of agile methods. This result contrasts the more functionalist engineering perspective and privileges changeability over performance.Originality/value The use of translation theory and the FTRA framework to explain how agile adaptation (in particular Scrum) emerges continuously in a process where method fragments are articulated and re-articulated to momentarily suit the local setting. Complete agility that rapidly and elegantly changes its own environment must, as a concomitant, rapidly and elegantly change itself. This understanding also elaborates translation theory by explaining how the articulation and re-articulation of ideas embody the means by which ideas travel in practice. [ABSTRACT FROM AUTHOR]

Agile enterprise resource planning (agile ERP) is a relatively new concept. It is emerging as a sequel to the heavy-weighted ERP solutions that have been available in the market in recent years. Agile ERP is evolving primarily due to its inherent advantages. However, almost no systematic academic research on this topic has been done so far, primarily because there has yet to be any formal characterization of agile ERP. With this motivation, the authors attempt to give a solid foundation to this very important technology so that a multitude of industrial problems can be handled more comfortably by using this concept. Agile ERP, as the very terminology suggests, is essentially ERP, only with the added advantage of agility (flexibility), allowing developers to go back one or more steps to rectify any problems or bugs. This article provides an in-depth analysis and characterization of agile ERP, thereby modeling the concerned variables in such a way that any industrial establishment can use agile ERP with ease and derive maximum benefit from it. [ABSTRACT FROM AUTHOR]