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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]

Technological innovations, such as artificial intelligence (AI) and machine learning (ML), have the potential to expedite the goal of precision medicine, especially when combined with increased capacity for voluminous data from multiple sources and expanded therapeutic modalities; however, they also present several challenges. In this communication, we first discuss the goals of precision medicine, and contextualize the use of AI in precision medicine by showcasing innovative applications (e.g., prediction of tumor growth and overall survival, biomarker identification using biomedical images, and identification of patient population for clinical practice) which were presented during the February 2023 virtual public workshop entitled "Application of Artificial Intelligence and Machine Learning for Precision Medicine," hosted by the US Food and Drug Administration (FDA) and University of Maryland Center of Excellence in Regulatory Science and Innovation (M‐CERSI). Next, we put forward challenges brought about by the multidisciplinary nature of AI, particularly highlighting the need for AI to be trustworthy. To address such challenges, we subsequently note practical approaches, viz., differential privacy, synthetic data generation, and federated learning. The proposed strategies – some of which are highlighted presentations from the workshop – are for the protection of personal information and intellectual property. In addition, methods such as the risk‐based management approach and the need for an agile regulatory ecosystem are discussed. Finally, we lay out a call for action that includes sharing of data and algorithms, development of regulatory guidance documents, and pooling of expertise from a broad‐spectrum of stakeholders to enhance the application of AI in precision medicine. [ABSTRACT FROM AUTHOR]

Agile methods have been widely adopted by the industry and its teaching has seen a surge, particularly in the software development field. However, these methods have a number of limitations which affect product outcomes, such as the fact that many software development companies now use Scrum to get developers to work without interruption between iterations, rather than to maintain a sustainable rhythm. Agile experts have stated the importance of incorporating creativity into Scrum, and although there are several agile resources that help with the learning process, it seems essential to approach such learning from a practical point of view. Furthermore, none of these resources introduce creativity. In this paper, we present an educational resource in the form of a serious game that allows you to acquire all the key concepts of agile and creative methods. The game is based on the use of LEGO pieces to simulate a real project, applying the key concepts of the Scrum and Design Thinking frameworks in a gamified way. It was assessed in a professional training centre of computer science by using surveys through which participants evaluated their previous knowledge of agile and creativity methods. We analysed the improvement of these competences, as well as the general level of satisfaction with the game. After the game, the results showed that the participants' knowledge of the Scrum and Design Thinking frameworks had improved and that they were very satisfied with the whole experience. [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]

Nigeria is ranked second worldwide, after India, in reported incidences of cyberattacks. Attackers usually exploit vulnerabilities in software which may not have adequately considered security features during the development process. Agile methods have the potential to increase productivity and ensure faster delivery of software, although they tend to neglect non‐functional requirements such as security. The implementation of government policies, such as the Nigeria Data Protection Regulation (NDPR) Act 2019, impacts the security activities carried out by agile teams. Despite its significance, there is a paucity of research on security issues especially in the Agile Software Development (ASD) domain. To address this gap, a grounded theory study was conducted with 15 agile software practitioners in Nigeria. Based on our analysis of the interview transcripts, we developed a grounded theory of the security challenges confronting agile practitioners. The four challenges identified were (a) a lack of collaboration between security and agile teams; (b) the tendency to use foreign software hosting companies; (c) a poor cybersecurity culture; and (d) the high cost of building secure agile software. We used these challenges to identify gaps within the existing secure ASD and found a lack of indigenous software hosting companies in Nigeria. Our study also revealed tensions between the Nigerian regulatory environment and agile software developers' compliance. While practitioners acknowledged the government's efforts, there were concerns about the practicality of implementing such legislation. We recommend government action to increase awareness of local software hosting companies' capabilities, and closer collaboration between agile and security teams. Thus, the novel contribution of this article is the development of the policy adherence challenges (PAC) model. [ABSTRACT FROM AUTHOR]

This article discusses the use of artificial intelligence and machine learning (AI/ML) operations in the water industry. It highlights the benefits of leveraging data efficiently and embracing continuous improvement to increase operational efficiency and predictive maintenance. The article specifically focuses on the integration of weakly supervised learning, a subset of ML, into ML operations (MLOps) to address challenges related to limited labeled data, dynamic environments, and high annotation costs. It also emphasizes the importance of collaborative team structures, agile methodologies, and the implementation of MLOps in utility management and process optimization. The article concludes by highlighting the need for centralized governance, comprehensive documentation, and the application of agile methodologies to successfully implement these techniques in utility operations. [Extracted from the article]

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]

Traditional Systems Engineering artifacts and terminology have a negative connotation in some companies and industries that use Agile development. This paper aims to show that the terms and concepts typically associated with traditional systems engineering are not scary for Agile software development. They can, and should, be tailored and utilized during the Agile development process. Many times, terminology and lack of understanding lead to Agile practitioners shying away from what are considered traditional Systems Engineering artifacts such as requirements, architectures designs, documented interfaces, verification, gate reviews, etc. Agile actually already employs many of these artifacts and concepts but simply uses a different terminology when referring to them. This paper helps advance the mindset that traditional Systems Engineering terms, concepts, and artifacts are not something to avoid in Agile by providing alternative ways to describe and think about them in an Agile setting. [ABSTRACT FROM AUTHOR]

Systems engineering enabled the development of some of the greatest engineering marvels of the 20th century. With the advent of the information age and software‐centric systems, which drove a dramatic increase in system complexity, the practice of systems engineering has encountered growing pains. As organizations developing these software‐centric systems work to adopt agile software development methods, the rigor of systems engineering work has been compromised. The linguistic relativity hypothesis suggests that the cognitive ability to engineer effective systems is developed and enhanced by the "language" of systems engineering. An improved understanding of what constitutes model‐based systems engineering (MBSE) as opposed to systems modeling can improve MBSE outcomes. We put forth here that agile systems engineering, enabled by MBSE, is the bridge that will allow the principles and processes that have been developed through decades of research and experience to be applied to benefit modern systems. [ABSTRACT FROM AUTHOR]

In the last decades, several studies demonstrate how the integration of manufacturing and supply chain in the early design phase brings significant advantages to industries. Within the European Project (AGILE 4.0, 2022), a value‐driven methodology concurrently coupling design, manufacturing and supply chain has been developed. This study aims at addressing a new challenge: the identification of non‐dominated solutions simultaneously accounting for manufacturing, design and supply chain variables. For this purpose, an optimization design campaign has been addressed in this research activity and the main results are‐here presented. [ABSTRACT FROM AUTHOR]

A myriad of industries is investigating and applying new technologies, approaches, and software to improve the systems engineering life cycle status quo, by reducing the time duration and lowering the cost incurred in the systems engineering process. One effort undertaken, and described herein, is pairing an Agile‐Lean framework with models‐based systems engineering (MBSE) to achieve time saving and cost efficiencies quickly within systems engineering concepts to production systems phases. This is being done by the Agile Processes and technologies (APT) team who are tasked to deliver a weapon prototype in three years. For this purpose, APT has adopted practices currently used in industry to speed up the conventional processes and practices within Los Alamos National Laboratory and partners, particularly by implementing Agile‐Lean within MBSE. APT has demonstrated agility by implementing changes at the organizational scale; given that most of the work done at the facilities is heavily based on design and hardware performance. In addition, MBSE is used to support verification and validation activities to drive acquisition of necessary evidence to establish traceability and compliance needed for qualification and certification, as per stakeholders' requirements. This paper describes the current efforts towards implementing MBSE in an Agile‐lean framework to represent a complex system —weapon prototype—, in a rapidly moving and changing environment to enable informed decisions through the identification and capture of useful decision criteria. [ABSTRACT FROM AUTHOR]

This paper presents the main output of the EU‐funded H2020 AGILE 4.0 project: the AGILE 4.0 MBSE‐MDAO Development Framework. The framework aims at connecting upstream Model‐Based Systems Engineering (MBSE) activities to downstream Multidisciplinary Design Analysis and Optimization (MDAO) activities, applied to the development of complex aeronautical systems. Upstream activities include the definition of stakeholders, needs, semantic requirements, and modeling the system architecture design space. Downstream activities include defining, implementing, and executing cross‐organizational and collaborative MDAO workflows to support system synthesis. The development framework is implemented in an Operational Collaborative Environment (OCE), a web‐based platform for project data and modeling tool access. A business jet family design application case demonstrates the use of the development framework and OCE. [ABSTRACT FROM AUTHOR]

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]

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]

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]

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]

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]

Different software development approaches (SDAs) are developed with broad portfolios of development processes. Each of the approaches has certain exclusive principles, practices, thinking, and values, which are informally represented, implemented, and improperly institutionalized. Ontologies are developed for the representation, assessment, and adaptation of SDAs separately without having a shared terminology which may lead to terminological conflict and confusion affecting the simultaneous representation and implementation in software development industry and academia. The software engineering approaches does not consider and support sustainability as priority concern. However, the approaches have capabilities of supporting sustainable software development in different sustainability aspects. This research article aims for the designing and development of an integrated ontology of software engineering approaches (i.e., agile, lean, and green) named OntoSuSD (ontology for sustainable software development) to support sustainable software development knowledge, awareness, and implementation. The goal of OntoSuSD is to propose, design and develop a formal, generic, consistent, and shared knowledge base containing semantic terminology and description of concepts and relationships generated around the representation and implementation of lean, agile, and green approaches in software development processes, which will facilitate their simultaneous implementation and assessment for sustainable software development. The OntoSuSD is developed using practical ontology engineering methodology by reusing relevant ontologies and explicit concepts and properties are defined to fulfill knowledge requirements and representations of the domain. The OntoSuSD is evaluated, and results infer OntoSuSD has high ontological design, good domain coverage, potential applications and achieves purpose of the ontology development. [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]

There was no known effective approach to implementing information systems in Tanzanian Higher Education Institutions (HEIs) because the requirements of users change frequently and HEIs vary in their requirements. Theoretically, the agile software development process and Design Science Research (DSR) could deliver software that suits such a context, yet no testing had been done priorly. Therefore, this study aimed on investigating the suitability of the combination of Agile Methodologies and the DSR in developing information systems for Tanzania's HEIs. The study used eXtreme Programming as one of the Agile Methodologies and the DSR to develop a timetabling software which easily integrates into the existing academic information system of the College of Business Education for better decision making. Likewise, the evaluation of the developed artifact confirmed that the resulting product raised the user satisfaction with the information system in HEIs. In this regard, the current study advances the frontier of knowledge on using the DSR framework and Agile Methodologies in designing and developing software in Tanzania's HEIs and beyond. [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]

Summary: In the process of modern software development, an important role is played by software effort estimation. The failure or success of the projects is mostly based on the schedule outcomes and effort estimation accuracy. The effort estimation problem still remains as a challenging issue because of the limitations of various standard measures for forecasting the efforts in the plan‐driven software development. This article emphasizes on novel software effort estimation framework using heuristically improved hybrid learning model. This article proposes heuristically improved hybrid learning (HI‐HL) with deep belief network and artificial neural network for software effort estimation. The weight optimization strategy of DBN and ANN to attain highly accurate estimation. Here, the weight optimization is performed by integrating two standard optimization algorithms such as forest optimization algorithm and moth‐flame optimization, so called as solution index‐based forest moth flame optimization with the purpose of solving the fitness function concerning the "Magnitude of Relative Error and Mean Absolute Error (MAE)." From the table results, for dataset 1, the SMAPE of SI‐FMFO‐HI‐HL is correspondingly secured 60.75%, 34.26%, 56.77%, and 61.44% improved than ELM, LSTM, DNN, and fuzzy. The simulation findings indicated that the recommended estimation model outperformed the baseline approaches on the three publically available datasets. [ABSTRACT FROM AUTHOR]

The issue of project management methodologies has never be undertaken by academics in the context of their contribution to sustainability. There is the lack of understanding which Agile Project Management (APM) results and Agile value creation methods are in line with the assumptions of sustainability. The article fills this gap and presents the linkage between Agile project management and sustainability. The article presents both theoretical considerations as well as the results of empirical research that explains the relationship between APM and sustainability. As a result of multiple surveys, Guttman scales were developed, which showed the degree of Agile aspects' influence on sustainability, taking into account both the results of Agile implementation and the methods of value creation. Research revealed that improving the timeliness of deliveries, increase in productivity and improving the atmosphere in the organization as APM result is significant for sustainability. Value creation methods that most correspond with sustainability are design thinking and Agile rituals. The above provide certain practical and theoretical implications. [ABSTRACT FROM AUTHOR]

Companies face new challenges needing to find ways to stand out from the competitors. All companies face new projects, which need to be managed assertively and faster, launching new products on the market ahead of competitors. This strategy requires enormous dexterity and agility within teams, which are increasingly multifaceted, multidisciplinary, and multifunctional. However, teams need to conciliate apparent freedom for creation with the sustainability rules, which are increasingly demanding, such as legislation and image that companies want to pass on to the market in terms of corporate social responsibility, ensuring a sustainable development of the companies. The goal of this work is to investigate and correlate agile project management and sustainability, taking into account that there are strong relationships, as well as to learn how agile project management affects organization's social, environmental, and economical dynamics from the triple bottom line standpoint. The research examines how agile project management ideas are connected to the triple bottom line concepts based on the literature. The framework was based on the theoretical assumptions underpinning the present research. The basic structure of the developed framework is based on the framework of a matrix‐based method for ordering and synthesizing data. Thus, network diagrams have been developed reproducing the links existing in the literature, both explicitly and implicitly. However, they were deeply expanded considering links not previously referred in the literature. An explanation about these new links is also provided, justifying their inclusion. Hence, the new diagrams offer a more complete landscape about how the adoption of agile practices in project management can improve sustainability in its different aspects, and vice‐versa. The findings reveal that implementing agile project management induces direct effects on an organization's social, economic, and environmental dynamics of the companies, as well as in their teams, with a favorable effect on all of them. [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]

Software engineering companies such as Motorola have clearly defined, robust processes to ensure overall process and system quality. Using Motorola's approach as a baseline, the authors established a process to determine system complexity to support the Systems Engineering & Integration (SE&I) lifecycle. To quantify complexity, the authors established a process including structural complexity (focused on system form), dynamic complexity (focused on system function), and social complexity (focused on identified stakeholders), the sum of which define complexity points. The authors further expanded the process by defining key metrics and parameters to support evaluation throughout the SE&I phases from concept to operationalization. This process, which utilizes fundamentals of Agile Software Development, allows systems engineers (SEs) and program managers (PMs) to quantitatively compare SE&I phases, systems, or projects of different sizes and dollar values to categorize, assess, forecast lifecycle costs, and performance to improve performance with customer satisfaction in mind. Through a satellite system example, the authors present the metrics to support associated analysis through the SE&I lifecycle. [ABSTRACT FROM AUTHOR]

Application security is an important concern, and security activities to support software development lifecycle processes, such as specification, design, implementation, and testing are increasingly in need. Despite the plethora of knowledge available for secure software development in online and books, software systems are seldom secure as developers lack security knowledge. The primary reason for this paradox is the diversity and overwhelming nature of the available security knowledge. In this article, we propose to synthesize the well‐known secure software development practices for both linear and agile lifecycle models. Using the MediaWiki platform, we make this knowledge available to software developers and designers from a single source. [ABSTRACT FROM AUTHOR]

We live at an exciting time where software has become a dominant aspect of our everyday life. Although software provides opportunities for improving various aspects of our society, it also presents many challenges. One of them is development, deployment, and sustaining of high quality software on a broad scale. While agile methods (Scrum being one of the most prominent examples) ease the process, their popularity deteriorates the clarity and simplicity they were once meant to bring into software development. This article explores the synergy of Scrum and Essence, a domain model of software engineering processes, intending to become a common ground for software development methods, bringing clarity into the composition of methods from individual practices. This short communication motivates the interplay of Scrum and Essence, being accompanied with a set of videotutorials and 21 Scrum Essential cards to further guide more effective team's way of working. [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]

The best practices of agile software development have had a significant positive impact on the quality of software and time‐to‐delivery. As a result, many leading software companies employ some form of agile software development practices. Some of the most important best practices of agile software development, which have received significant attention in recent years, are automated unit testing (AUT) and test‐driven development (TDD). Both of these practices work in conjunction to provide numerous benefits. AUT leads to reduced time to test, discover bugs, fix bugs, and implement new features; wider and measurable test coverage; reproducibility, reusability, consistency, and reliability of tests; improved accuracy, regression testing, parallel testing, faster feedback cycle, reduced cost, and higher team morale. The benefits of TDD include flexible and adaptive program design, cleaner interfaces, higher code quality, maintainability, extensibility, reliability, detailed evolving specification, reduced time on bug fixes and feature implementation, reliable refactoring, and code changes, reduced cost, reduced development time, and increased programmer productivity. Unfortunately, students in introductory programming courses are generally not introduced to AUT and TDD. This leads to the development of bad programming habits and practices which become harder to change later on. By introducing the students earlier to these industry‐standard best practices, not only the motivation and interest of students in this area can be increased but also their academic success and job marketability can be enhanced. This paper presents the detailed design and efficacy study of an introductory C++ programming course designed using the principles of AUT and TDD. The paper presents the pedagogical techniques employed to build industry‐proven agile software development practices in the students. As part of the paper, all the course material including the source code for the labs and the automated unit tests are being made available to encourage people to incorporate these best practices into their curricula. [ABSTRACT FROM AUTHOR]

Increasingly, organizations have been employing self‐managing teams to circumvent bureaucratic controls and stimulate innovation. However, this goal is not easily achieved; in many situations, informal controls replace formal controls. This study develops a multi‐level perspective of control. We explicitly analyze control mechanisms at different levels of the organization and how they affect innovative team output. We theorize and empirically investigate a potential downside of horizontal social control mechanisms at the team level (i.e., peer pressure) affecting self‐managing teams' innovative outcomes. We also discuss managerial control mechanisms at the organizational level (i.e., interactive and diagnostic management control systems) that may help to mitigate such negative effects. We theorize how they may influence the innovative output of self‐managing teams, both directly and interactively. We chose a multi‐level, multi‐source setting for our study and ran three parallel surveys with employees in a Fortune 500 firm where 248 team members, 126 internal team leaders, and 97 organizational leaders enabled us to create a unique database of 97 self‐managing software development teams. Our findings confirm that peer pressure is common among established agile teams and that it negatively influences the innovative output of the agile teams. Moreover, our findings show that the magnitude of the effect of peer pressure is contingent on control mechanisms at higher levels within the organization. This enables us to provide new theoretical insights regarding the paradoxical effect of managerial control systems when it comes to flat organizations and autonomous teams. Additionally, we provide practical guidelines for managers who increasingly adopt agile practices but at the same time face issues with regard to innovation. [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]

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]

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]

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]

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]

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]

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]