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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]

The letter to the editor discusses the article titled "Agile 3+ and Agile 4 scores predict chronic kidney disease development in metabolic dysfunction-associated steatotic liver disease." The authors of the letter express their interest in the study's findings but note biases in the use of the Cox proportional hazards (CoxPH) model that the authors did not address. They suggest that the authors should consider the potential impact of censoring events and the proportional hazards assumption in their evaluation. The authors also provide recommendations for alternative models that can handle different types of censored data. They conclude by emphasizing the need for further research in this field. [Extracted from the article]

While organisations are increasingly interested in artificial intelligence (AI), many AI projects encounter significant issues or even fail. To gain a deeper understanding of the issues that arise during these projects and the practices that contribute to addressing them, we study the case of Consult, a North American AI consulting firm that helps organisations leverage the power of AI by providing custom solutions. The management of AI projects at Consult is a multi‐method approach that draws on elements from traditional project management, agile practices, and AI workflow practices. While the combination of these elements enables Consult to be effective in delivering AI projects to their customers, our analysis reveals that managing AI projects in this way draw upon three core logics, that is, commonly shared norms, values, and prescribed behaviours which influence actors' understanding of how work should be done. We identify that the simultaneous presence of these three logics—a traditional project management logic, an agile logic, and an AI workflow logic—gives rise to conflicts and issues in managing AI projects at Consult, and successfully managing these AI projects involves resolving conflicts that arise between them. From our case findings, we derive four strategies to help organisations better manage their AI projects. [ABSTRACT FROM AUTHOR]

Herein, the development of a multimodal, nature‐inspired unmanned aerial vehicle (UAV) that operates in three different flight regimes (rotor wing, tailsitter, cruise), unlike typical UAVs which only consist of two, is discussed. The platform uses a nature‐inspired method to achieve efficient hover, yet possesses the flexibility to enter a more agile state via additional tailsitter and cruise modes. Both the mechanical configuration and software/control architecture used to achieve three‐mode capability are documented in detail. A sigmoid blending control is implemented as the transition control strategy, consisting of transition coordinators that adjust the weight of each individual controller on the actuator outputs. To improve the transition sequence based on performance goals such as reduced altitude variation and throttle usage, an optimization routine is performed to obtain the optimized blending parameters. The optimized parameters are then experimentally verified on a physical prototype in lab conditions and shown to exhibit at least a 20% improvement for altitude variation and at least 5% less throttle usage across 4 consecutive transitions compared with baseline. Three‐mode capability outdoors in real‐world conditions are also demonstrated in multiple flights. Power draw in rotor‐wing mode is found to be 30% less than in tailsitter mode. [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]

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]

Over the last two decades, agile software development (ASD) has garnered much attention in both research and practice. Several ASD methods and techniques have been developed and studied. In particular, researchers have provided several theoretical perspectives on ASD and contributed rich insights to the ASD practice. Still, despite calls for a more unified theoretical understanding of ASD, a theoretical core of ASD has not been identified. This paper offers a theoretical core of ASD research, clarifying what is essential and what is less essential for IS agility, hoping to spark a scholarly discussion, and provides implications of such a core for understanding method tailoring. [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]

As a global pandemic, COVID‐19 impacts work‐related processes, placing strain upon many employees in project teams. Identifying process variables and potential organizational resources can play an important role in addressing employee mental health, both for the current pandemic and future crises. Based on an extension of the job demands–resources model, this paper introduces COVID‐19 demands as distal job demands, examining their influence on emotional exhaustion through proximal unfinished tasks. Furthermore, we suggest that agile project management acts as a buffering job resource in this relationship. In two studies, we drew samples from Germany (N = 168) and the USA (N = 292). Across studies, COVID‐19 demands had an indirect effect on emotional exhaustion, mediated by unfinished tasks. Furthermore, agile project management acts as a buffering job resource for individuals in Germany, attenuating the relationship between COVID‐19 demands, unfinished tasks and subsequent feelings of emotional exhaustion. In contrast, findings from Study 2 revealed that COVID‐19 demands were more strongly related to unfinished tasks and subsequent feelings of emotional exhaustion in the USA when individuals reported higher levels of agile project management. Taken together, our results indicate that project work under COVID‐19 fosters feelings of emotional exhaustion through the accumulation of unfinished tasks. [ABSTRACT FROM AUTHOR]