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This study shows the agile management of a project using the Scrum methodology. The main objective is to analyze the use of Scrum for life, specifically in scientific production when writing a Paper. The results obtained recognize that the common practices of the agile approach such as revision and retrospective allow that the writing of the article can be improved throughout its development and that the collaboration between the participants is efficient and effective. Likewise, a consistent and effective alternative is provided to the scientific community for the administration in the development of scientific products.

The idea that Parametric Strategic Management represents business agility of organizations is developed. Moreover, it is considered that Agile methods comply with the Emergent Strategy concept isomorphically, and follow that concept in a consistent manner. In that context, use of Strategic Planning in organization development is reduced significantly. Inasmuch as it remains, it takes on new, more flexible forms. The concept of Managed Self-organization, which Parametric Strategic Management essentially is, holds a special place in these trends. In a case study of a Russian teal supermarket chain «VkusVill» we will analyze, how such management can be practically applied. That particular case, as well as the exploration of necessary conditions and limits to the implementation of Managed self-organization indicate, that Parametric Management is relevant for the business practice. Overall, the author succeeds to: (1) trace the precursor of Agile methods within Emergent Strategies concept before even defining his own Parametric Strategic Management concept; (2) discuss Hybrid Management which combines Agile methods and Planning approaches, all the while considering benefits of both, as well as the requirements of business practice; (3) detect the signs of Parametric Strategic Management in the initial case of «VkusVill» company, where Agile Management methods underlie it's business growth. The following article is going to be of interest to all who conduct research in the modern Strategic Management field, as well as to business representatives in search of a conceptual verification of Agile Methods application in their business practice.

In-band network telemetry (INT) monitoring is getting traction in the recent years for its ability to offer high-granularity network information on per-hop, per-flow and end-to-end basis. Such detailed network monitoring helps in better network management and accurate network (re)configuration, supporting automated network management and control. However, until now the collected INT information is used as is, without any classification based on its provided information value. In this paper we derive the Age of Information (AoI) mathematical model to calculate the INT hop-time average AoI and the impact of reporting on the INT AoI. Such metric can be used to reduce the network overhead in term of INT reporting by not sending old AoI INT and determining the information accuracy. We also show that the INT hop-time average AoI for a layer three INT implementation for a wireless network depends heavily on the communication latency between each hop and end hop, and that it is bounded by the end-to-end communication latency averaged over the number of hops.

The human-cyber-physical system (HCPS) is a composite intelligent system comprising humans, cyber systems, and physical systems with the aim of achieving specific manufacturing goals at an optimized level. Smart factory is an important carrier of a new-generation intelligent manufacturing. In order to achieve the comprehensive collaboration of human-machine-thing and other elements in the smart factory, the HCPS is introduced to the smart factory in this paper. Firstly, a smart factory model is constructed based on human-cyber-physical (HCPS). Then, according to the characteristics of big data, Internet-of-Things(IoT) and artificial intelligence(AI), the management methods of smart factory is proposed, including production design, resource intelligent management and knowledge discovery. Finally, a guiding technology architecture of human-centered smart factory production and operation management is given. The smart factory based on HCPS is of great significance to realize the full use of various resources, and agile management. Index Terms-Human-cyber-physical system, Smart Factory, Production and Operation, Management Methods

In recent years, the use of Agile project management has increased due to its results on the quality of the software and on customer satisfaction. As a result, this methodology is preferred in different types of projects. In this article, by considering development and goals in service and support processes, today's IT technologies model the development of infrastructure operations and the scope of agile management. The aim is to analyze the change and contribution of operational processes within the scope of agility in traditional methods. This study also aims to show the contribution of agile transformation to the corporate structure of processes modeled in the system infrastructure operational scope.

This article describes a proposal about a teaching-learning framework based on case studies, that includes necessary resources of foundation and practice to address geospatial analytical projects with an agile implementation approach. Understanding the concepts, practice, and technologies with case studies allow students to assemble and go in-depth their previous knowledge, as well as effectively achieve the acquisition of competencies and skills necessary to lead or participate in the implementation of real geospatial analysis projects. Based on discoveries found in the state of the art, and a non-probability sampling survey (it included specific questions about geospatial analytics learning and geographic information systems learning), teaching-learning framework for a course is proposed, it is structured in 5 modules, that cover from the description of information products until the display of dashboards to visualize the behavior of data as a mechanism for decision-making. Each module is formed of one or more case studies, a foundation guide, and a practice or praxis component that includes the use of technological tools.

The management of traditional software development methodologies and agile software development methodologies over the decades have not worked to its expectation in increasing the success rates of software projects. The Agile Manifesto in 2001 had promised to better manage IT projects with its 4 values and 12 principles but project success still appears to be elusive. The study and application of critical success and failure factors have been done by researchers but these factors are quick remedy solutions and not long-term robust improvements in the management of development methodologies. More research is required into the management of traditional and agile methodologies characteristics instead of success and failure factors. The coexistence of these characteristics as hybrid methods has also provided evidence of an increase in productivity and further research is required to strengthen and close current gaps in the management of hybrid methodologies. An empirical method with a quantitative approach is adopted to collect data with questionnaires from software development focus groups involved in industry projects. The data collected is analyzed using the Statistical Package for the Social Sciences (SPSS) technique and the Partial Least Squares (PLS) tool. The findings provide a set of significant characteristics of adaptive and dynamic features, which are combined with organizational objectives to prove there is a strong relationship between project success with hybrid methods and hybrid combination patterns.

Agile methods for developing a list of products and results of an innovative project are suggested. With the use of the homeostatic approach, an agile method is created that ensures effective interaction between project stakeholders and prevents conflict situations. The paper describes the agile methods of organizing process-stochastic project management. First of all, groups of processes have been identified to create a project product and project management. In addition, a list of artifact groups for each group of processes was proposed. Also, a method for determining the success of the project is set forth. In order to determine the success of the project, a multi-criteria predicate was proposed, which contains a list of indicators for assessing the success of the project. Indicators have been developed according to the selected types of artifacts. For each indicator, conditions for achievement are defined according to its type. Apart from that, situations of success and absolute success of the project are introduced and the mathematical description of the achievement of each situation is provided. Not being limited to the list of methods and tools, the project manager can evaluate and select the necessary and sufficient tools to manage the innovative project. On the basis of the proposed methods, it is possible to develop tools for agile management of innovative projects within the process-stochastic project management system. The peculiarity of the proposed system is its openness to the implementation of new processes, methods and tools into the work of the system with a minimum risk of conflict situations from the stakeholders of the project.

It's been 20 years or so, but the end is in sight. We have successfully placed the adjective 'agile' in front of about every important noun in our software development / IT world: agile design, agile testing, agile management, agile database, agile architecture, agile user-interaction.... Agile has won the war. "What is next?" is the question I've been asked again and again. What is the future of software engineering? The next best thing? Is it DevOps, cloud-something, micro-services, AI? The adjective agile has lost some of its weight and novelty, only a few laggards are still asking "what is it?" It is time to reflect on the fundamental aspects of agility: what does it really means, what are the fundamental principles behind it, that made its successes. The agile movement has had some tremendous impact in the way we work, putting the human being and human interaction more central in these processes, by using extensively iterations, direct interactions, and feedback loops. But at the same time, some aspects of agile have become dogmatic, fossilized, and the agile movement has not been always very agile in its application to itself. These dogmatic aspects have slowed the expansion of its own principles to some of the more complex or much larger software development endeavours. Now, the increasing need for speed, the availability of opensource software repositories, the shifts in technology, such as the cloud, the emergence of software ecosystems are creating new needs in terms of process and project management, that can exploit the fundamental principles of agile, beyond the dogma of this or that method, this or that practice. As the amount of software in use is growing and will outgrow the capacity of our industry to maintain and evolve it, the industry faces a massive amount of technical debt, which we do not know well how to mitigate or repay. Agile has been very valuable, but once its lessons are fully integrated in the way we work we have to look beyond and stop repeating it like a mantra. Agile is dead. Long live agility.

In complex design projects, engineering and program management disciplines often work in isolation leading to inconsistencies in product information, tracking of design changes, challenges in decision-making, and potential product and project failure. Moreover, the lack of information early in the design can postpone decision-making further into the design cycle when it becomes more expensive and difficult to make changes. Differences across disciplines in their respective practices and lack of a common platform for exchanging information have contributed to this gap. In bridging this gap, an analytical decision support system is presented that enhances engineering design change management and knowledge management early in the design. The human factors involved in embracing such a system and adopting a structured knowledge management framework are investigated through a review of knowledge management theory, conducting a social network analysis, and analyzing the results of a survey of a west coast shipyard design team. To understand enablers and barriers to design change management and knowledge management, a system dynamics causal loop diagram is presented. The decision support system and design change - knowledge management framework presented in the current study is a viable option to bring multiple disciplines together on a common platform and to provide a method to enable informed decisions early in the design cycle. The iterative and dynamic nature of this model is aligned with the principles of agile management as well as other best practices in managing programs and complex systems.

This paper aims to analyze the new perspective within the sustainability in project management considering contemporary project management methodologies, practices, knowledge and skills and future trends in this management discipline. One of the main issues at the begging of the 21stcentury is how to achieve sustainable development. Sustainability as a concept is present at the society level and at the business level as well, therefore there is an increasing effort among researchers and practitioners to integrate project management and sustainable development. In recent years project management discipline is also facing a growing challenge how to create value and respond to changing the environment, in order to profit, which requires agility. Agile management is now present not only in software development but in other industries too. Based on the analysis of sustainable project management concept, the main challenges of it's application, and the key elements of agile project management, the main conclusions of this paper is that sustainability and agility are complementary concepts that help project managers to deal with environment burden.

The digital twin is a synchronized digital representation of a production system and a major aspect of the current challenges in industrial digitalization. Once considered from beginning of engineering it can be created aside the production system and can produce benefits in engineering and operations. We present a virtual engineering method that utilizes the digital twin and allows required disciplines to work already in parallel in early phases of engineering. This reduces risks in later phases but also requires more coordination, design matching, and changes traditional processes. Therefor we present a hybrid management concept based on a combination of the V-Model and agile management. The goal of the concept is to support the implementation of virtual engineering and the required change process using virtual engineering as an example of the digital transformation.

In the 5G era, radio IP capacity is expected to reach 20 Gbit/s per sector, and ultra-large content traffic will travel across the faster wireless/wireline access network and packet core network. Also massive and mission-critical IoT is the main differentiator of 5G services. These types of real-time and large-bandwidth consuming services require radio latency of less than 1ms, and end-to-end latency of less than a few ms. By distributing 5G core nodes closer to cell sites, backhaul traffic volume and latency can be significantly reduced by having mobile devices downloading content immediately from a closer content server. In this paper, we propose a novel solution based on SDN (Software Defined Network) and NFV (Network Function Virtualization) technology in order to achieve an agile management of distributed 5G core network functionalities and services with PoC implementation targeted for Pyungchang Winter Olympics.

The ongoing modernization of today's workplaces within the framework of industry 4.0 is leading to radical new developments and forcing fundamental changes to the way companies and factories are established. The purpose of this paper is to develop and improve a concept that organizes the workplace on a basic level in order to meet the upcoming challenge of accounting for robots as key players in it. There are several organizational structures that include the traditional hierarchical structures as well as the modern agile management models that are rising in the world of industry 4.0. Within it, the usage of robots is increasing due to the vast and multiple functions each robot is able to perform. This implies automation, but it also implies that different forms of collaboration with humans are becoming necessary as factories are tending to produce customized products. Individualized products require different methods and different skills which span different sets of abilities of humans and robots. How does this increase of robots' usage affect the applied organization structures and flows of the decision-making processes? What are necessary changes that need to be considered to maximize the efficiency and effectiveness of a workplace with robots that already existing structures do not compensate for? This paper highlights the existing gap and addresses the required changes in the organization models. Following that is an evaluation and outlook on that validates the legitimacy of the approach.

Agile process and User Centered Design (UCD) approach are two fields with high beneficial opportunities when integrated together. Both are based on minimal design up front and frequent feedback from users, and both are human-centered. However, one of the main concerns in integrating them is how to coordinate the work properly specially in distributed projects. The traditional methods used (e.g. video conferencing) do not provide full support to involve the UX-designers during the daily project activities. UX-designers may struggle to know if their design is technically applicable which makes it necessary for developers to review the designs from their perspective. Similarly, developers need instant answers from UX-designers during and after developing the work items. Furthermore, the review of thirty agile management tools that support the integration of UCD into agile projects, reveals a lack of computer-based support for the development teams and UX-design teams. This paper aims to identify the situations in which UX-designers and developers require proper coordination mechanisms. This research identified 14 UCD-related activities that require further coordination support. A questionnaire was conducted for the evaluation. The results show that the integration of UCD activities in distributed agile environments still needs coordination especially between the UX-design team and the development team. The result is important because it can help in overcoming the limitations of the informal and formal approaches, support managing the UCD activities in distributed agile environments and facilitating the coordination of the work between developers and UX-designers.

Rapid software development demand in software engineering is increasing with passage of time in all fields of life and in all domains of computer. Agile methodology is result of this rapid software demand and it is focusing on how to balance the ratio of developed software according to user demands. This research paper enlightens the agile methodologies and their conversion into the agile project management tools for ease as well as for rapid software development. This versatile use of agile project management tools systems has also posed new ways for analysis, planning and communication in software development. We reviewed current agile management tools on a set of parameters and compared to analyze systems merits and deficiencies. Based on our analysis, we have provided recommendations for error free rapid development. To support our recommendation we added a visual backlog in agile management tools which in return lessen the communication gap between developer and client. As our own future research work, we intend to study agile management tools from human computer interaction perspective.

According to agile design ideas, a agile development process of industrial design was presented. It is classified by the different stages of industrial design knowledge. A method is discussed which include knowledge acquisition, knowledge modeling, knowledge representation and reuse of industrial design in the agile development process. And then a key technology system was constructed on agile management of industrial design knowledge. In addition, the corresponding software system was developed. The practice has proved that the system conforms to the designers' creative logic and process of knowledge integration, moreover, significantly improved the efficiency of new product design and development.

In this paper we investigate synergies between Network Functions Virtualization (NFV) architectures and Software-Defined Networks (SDN). We identify value adding capabilities such technologies may offer to telecom providers regarding agile management and deployment of network functions across their infrastructures. Specifically, we propose a modular NFV architecture that permits policy-based management of Virtualized Network Functions (VNFs). Hence we can handle the lifecycle of VNFs and dynamically instantiate business applications as Service Chains of diverse VNFs delivered to large scale customers. To describe network resources, network control functions and VNFs capabilities we introduced an Information Model that abstracts these elements. In order to verify the proposed architecture we considered the case of multiple Content Delivery Network (CDN) providers having CDN caching nodes hosted by another operator. We implemented and deployed VNFs capable to map virtual links on the physical substrate and monitor the traffic of each client, ultimately providing the means to instantiate and orchestrate a policy-based traffic engineering service as a business application.

In today's era service development demand increasing day by day and client's ever changing requirements which made agile methodology to come in existence due to faster production, flexible, improved quality and moreover it can accommodate changes, faster feedbacks and transparent communication. But now Due to geographical distribution of team members and client, leading IT thinkers thought to strengthen the agile methodology by giving user's access an environment that has wide-spread access i.e CLOUD. This combination of agile and cloud provide a positive impact to IT companies. But for achieving Quality, we need to test all functionality so in our work we emphasis on testing assimilation using cloud services in agile environment. Cloud team members can perform testing easily using Test-as-a-Service without increasing the cost of the project and get the results faster. We can also use agile management tools to reduce the problem of communication and for all the updates in the product backlog as well as Sprint backlog list.

Despite the growing interest in the usage and application of Agile Project Management Methodologies (PMMs), there is only scant research examining how and why organisations select agile approaches for managing and delivering Information Technology /Information Systems (IT/IS) projects. This paper reports on the findings of such research conducted within the context of a large technology-focused case organisation. The findings identify significant variance between business lines, specifically between product development and software development functions and their ability to follow agile guidelines. Generally across the organisation there was limited evidence of tailoring to context, an important organisational success factor, yet there was a more significant level of tailoring and responsiveness to client needs and wishes. Overall, there was a lack of clarity about the location of the decoupling points following the scoping of the project. Recommendations therefore require further attention and understanding of the implications of new practices employed by organisations, not least by senior management and for additional research underpinning such discovery.

Work presented in this paper is based on the notion of creating a teaching model based on the principles of agile management. Developed and described model is based on Scrum, one of the most widespread agile methods. Since Scrum is primarily a framework for managing software projects and software applications development, during the development of the model it was crucial to negotiate the differences between Scrum and the teaching process itself. Teaching model in this paper covers the whole teaching process from first lessons to the final exam. Model consists of three separate units: (1) presentation of theoretical knowledge ; (2) practical knowledge and student projects ; (3) exams and admission of grades. Each of these units represents a Scrum that results with particular 'products'. Basic characteristics of Scrum like incremental development, iterations, roles and artefacts are implemented in the teaching model using the same principles as in the original Scrum even though their content is adjusted to the specifics of the teaching process. Model is implemented in the Managerial Informatics master study course 'Business Application Development' at the Faculty of Economics and Business University of Zagreb.

Agility at the business and organizational levels presents a challenge for many enterprises. Business agility demands the ability to sense and respond to changes in competitive environments, whereas organizational agility demands the dexterity to sense broader market opportunities and respond with changes that are organization-wide. These challenges require an information and communication technologies (ICT or IT) environment flexible and customizable simultaneously with the coordination across multiple organization units, also demands effective and responsive governance in order to deliver faster, better, and cheaper value to the business. Driven by these challenges, the goals of the candidate's PhD thesis is to conceive, define, and evaluate a management model for agile governance on global development environments. Preliminary insights suggest the model's format should be a corporative game, applying constructs of gamification, fun theory and game theory, generating a practical approach to facilitate the implementation of a collaborative and adaptive culture, in order to establish relational integration mechanisms as well as a better understanding of how these arrangements can help the organizations to attain greater enterprise agility and support its overall strategy.

The unstable microelectronics business environment, the dynamics of fabs and high production costs require flexible and agile management approaches and decision support systems. This article shows the impact of qualification management of machines in general, and in particular that of new products, on capacity optimization. By using relevant indicators, we show how capacity planning can be improved by performing the correct qualifications.

To support agile management, enterprises would face the challenges of designing and executing flexible management model. In this paper, we present a novel Customized Management (CM) model based on given goals. First, the knowledge base is established to store the standardized scenario data involved with business goals with the help of business experts. Then based on such knowledge base, a customized management model could be created by means of Case-Based Reasoning (CBR) technique so as to satisfy the specific management requirements. We present the definition of CM, describe its creating process, and discuss the experiment result.

Many e/mCommerce-Projects are failing because of insufficient planning, poor management, conflicting ideals and objectives between the involved stakeholders. In order to deal with these conflicts, we propose to manage these projects using easily understandable business values and by relying on an agile management approach. Business values are distributed over all hierarchical levels of enterprises. In our framework, business values provide support for developing goal- and value-based eCommerce software. While there's little to no empirical research in eCommerce business value, this work tackles eCommerce development using a business value framework which enables better prioritization over multiple business domains, an enhanced focus on strategic goals and a better understanding of market needs.

This paper describes a journey from 2004 to 2008 when SoftwarePeople in Denmark, together with a partner from Bangladesh, established a subsidiary company more than 7000 km away from Denmark. We hired 20 people in one week in Bangladesh and started to use CMMI processes to integrate development teams between the two locations with the goal of receiving a CMMI level 3 certification in 1.5 years. After some challenging time we stopped the CMMI project and switched back to Agile and Lean techniques with more collaboration. Here we describe our experience with implementing global big bang Scrum and building a kaizen culture. A journey from long running projects, technical dept and integration nightmares to small batches of work, continuous integration and faster delivery of business value. This is reported by Hans Baggesen, Team Lead for one of the Danish R&D teams (2007-2008) and Mads Troels Hansen, CTO and co-founder (2004-2007).

Agile software developments are hotspots of software development field in foreign countries.Especially, Scrum will help us to manage the project more efficiently because it is an adaptive process.Scrum method is an iterative incremental process of Software development commonly used with Agile Software Development. According to the characteristics of agile environment and Scrum, an example is given to elaborate how to manage the project with Scrum agile management in this article.

I have often been asked, "How important is strong agile management to an agile project?" I believe this is due to a failure of the agile process relating directly from ineffective leadership. Based on my experience leading teams on large-scale projects in agile-skeptic environments over last 8 years, I learned that the right kind of leadership is valuable to helping teams to succeed. In this report I will share some of those experiences, and the values I have evolved that I see as important in that leadership role. This report challenges the audience to define their own value based leadership list.

The Agile Manufacturing and Agile Supply Chain Management can input the vigor into Manufacturing Industry, i.e. Garments Industry, and help to increase its ability for the good return, can promote the level of technology and management of the industry from a labor intensive industry, and can move it toward the accurate and agile management. But before that, you have to be an Agile Manufacturing Enterprise. So it is very necessary to construct an Agile Infrastructure for Manufacturing System (AIMS), which can help its members changing to be an Agile Enterprise, a platform that named Comprehensive Information Platform by our research team. In this paper, we discuss some of the details of Comprehensive Information Platform (CIP) including relationship of its Main Functions, structure of CIP, and Some Key Enabled Technology of Agile Infrastructure, such as, optimal strategy for produce planning Model and Cooperative Games in Two-Echelon Supply Chain. All technical details touched upon obtained satisfying performance in practically.

The Agile Manufacturing and Agile Supply Chain Management can input the vigor into Manufacturing Industry, i.e. Garments Industry, and help to increase its ability for the good return, can promote the level of technology and management of the industry fiom a labor intensive industry, and can move it toward the accurate and agile management. But before that, you have to be an Agile Manufacturing Enterprise. So it's very necessary to construct an Agile Infrastructure for Manufacturing System (AIMS), which can help its members changing to be an Agile Enterprise, a platform that named Comprehensive Information Platform by our research team. In this paper, we discuss some of the details of Comprehensive Information Platform (CIP) including relationship of its Main Functions, structure of CIP, and Some Key Enabled Technology of Agile Infrastructure, such as, Load Balance Scheduling Model and Intrusion Detection System (IDS) Model. All technical details touched upon obtained satisfying performance in practically.

Project based courses have become popular as a way of engaging students and providing practical experiences. Sharing a single project between two course provides advantages of permitting more focus on the subject of each class, larger projects (more help and expertise is available) and greater opportunities for coordinated team work, and to appreciate how disciplines interact. A disadvantage is scheduling and managing class activities and risk to assure that useful project work is done at a pace benefiting both classes. This paper describes an experience in which an agile approach was used to successfully coordinate project activities among a software development course and a user interaction design course.

The history of failure of information systems development over the last 20 years is well recorded. Literally billions of dollars have been wasted on development projects that failed. The information systems and technology industry (IST) has, in the main, failed to find a solution to this situation. This paper will discuss these various statements, illustrating the dismal record of failure, the underlying causes of these failures, and the history of research into alternative development approaches, now generally termed 'agile development methods'. It is also proposed that agile development requires agile management, and I will discuss this concept and practice of agile management. This approach to managing software development projects can be seen to have roots in the lean manufacturing thinking and practice, derived in many respects from what is known as The Toyota manufacturing process. This foundation in a demonstrably successful and long-standing product development and manufacturing process gives strength and credibility to the concept and practice of agile development, and agile project management.

Potential of agile management has been successfully proven in several different application domains, particularly in software development. In this paper, we propose process model for application of the agile methodologies to project management in general. In order to address the aspect of interaction, we discuss few collaborative computing mechanisms that may be adopted in intelligent information systems enabling knowledge acquisition for agile project management and further investigate qualitative benefits of the approach. The mechanisms are illustrated by means of our collaborative semantic Web portal prototype