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Dealing with an uncertain and dynamic environment when facing multiple and fast-paced challenges forces professionals to adopt agile practices in different environments, resulting in the use of hybrid project management models. However, identifying the right practice to adopt can be challenging, given the variety of project types and environmental factors. In this article, a recommendation method that would allow for the identification of patterns of project management practices for different environments—using an agility indicator—is proposed. The proposed method is tested with a dataset of 856 projects. A cluster analysis is applied to divide the projects into three groups according to environmental characteristics, called scenarios: waterfall, agile, and hybrid. Then, we apply the association rule technique for each group separately, identifying specific patterns of practice for each group. Through a comparative analysis, we verify the consistency between the recommendations of the proposed method for each scenario and the literature on project management. The results indicate the feasibility of the proposed method, thus opening up new research opportunities for hybrid models that can be customized for different projects. This article can help project management professionals apply the agile method beyond its use in software development and improve the process of combining project management practices. We also suggest directions for new research to advance the knowledge of useful decision support tools for hybrid model customization.

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\ud 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\ud 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\ud 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.

The microservice architecture shows great potentials in business solutions by providing agile response to emerging demands, which is believed a fundamental shift in innovative software development. However, the microservices are still facing a number challenges, including monolithic applications, limited reuse, operational agility, etc. This work focuses on building microservices in the Internet of Things environment by overcoming above challenges. Specifically, a microservices priority assessment method is proposed by combing the analytic hierarchy process (AHP) and fuzzy comprehensive evaluation (FCE), in which AHP is used to calculate the weights of the related factors, while FCE is used for comprehensive evaluation to determine the priority of microservices. The experimental results on an IoT platform demonstrate the effectiveness of the proposed solution. Moreover, it is found that the most influential factors of the microservices priority are non-resource factors, and occupy the majority of the proportion.

Operational policies are established to handle natural hazards including floods to minimize the effect with differing degrees of effectiveness and increasing relaxation. Sometimes policies are time-consuming of rigid protocols that are inadequate in a dynamic and somewhat chaotic environment synonymous with the complexity of flood disaster. Hence, this research aimed at recommending the incorporation of agile concepts in flood control, which would offer stability and adaptability in the control of the complex flood situation. Extensive reviews on flood management and existing frameworks for disaster management were conducted to understand the problems and the potential solution to construct an agile framework. A grounded analysis was conducted to obtain insight into how the agility of standard operating procedures could be enhanced. The agile components have been defined by contrasting characteristics from other effective disciplines, including software development and health care, that share common complexity in management environments. Consequently, an Agile Information-Based for Flood Management Framework is proposed in previous publication. The validation component for agile key-values presented in the earlier article is, however, absent. This study therefore presents the validation component from earlier publication on the Agile Information Based Framework. A theoretical evaluation of the proposed key-values for the agile framework has been conducted using the metadata concept. The evaluation identified the similarity feature in the same area where the proposed framework was agreed to be implemented in tandem with electricity company emergency response plan to improve flood operations. The proposed key-values in the agile framework are required to be adopted and further strengthened by other significant variables.

Agile methodology has been noted as the mostly used method for software development over the past few years. This methodology guarantees the rapid delivery of software products with lower cost and greater customer contentment. The adoption of agile methods was initially applied in the software development industry for single, small project teams following the principles of Agile Manifesto. The intense need of the time is to identify from management perspective the motivators that can be focused on to adopt agile methodologies in large-scale projects. Therefore, the main purpose of the study is to develop from management perspective a priority-based taxonomy of motivators that helps in scaling agile methodologies in large-scale projects. The taxonomy is developed in two steps. In the first step, data are collected from a survey and open literature. In the second step, the analytical hierarchy process (AHP) is implemented on the collected data that produced the proposed priority-based taxonomy of the motivators. With the help of AHP model, the 21 motivators of successful project management are categorized into four main categories, i.e., “organization management,” “team,” “customer and technology,” and “process.” Furthermore, the AHP analysis is used to rank the motivators and their respective categories in order of their importance. The findings of this study are further reviewed and validated by the agile experts in other organizations. The proposed priority-based taxonomy of motivators can be used as a handbook that gives guidelines on scalability of agile methodologies to large projects, which helps in successful management of large-scale projects.

This study provides empirical evidence to the body of knowledge in Agile methods adoption in small, medium and large organizations in international context. This research explores the factors involved in the adoption of Agile methods 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. Statistical techniques are applied towards empirical assessment. Organizational culture, team structure and management support are found to be crucial success factors whereas lack of management support, a large organization size and traditional organizational culture are found to be detrimental for the adoption of Agile approach in an organization. The selection of an appropriate Agile method depends on the project size and, for each size, there are specific methods preferred by different enterprises. Providing better control over the work is viewed as the primary advantage of the Agile methods within large and small organizations, while for the medium-size organizations, the priority is switched to coping with changing user requirements. Majority of the respondents did not consider embracing agile methods as a reason for project failure which indicates that Agile methods are, indeed, beneficial.

Agile Software Development Methodology is a lesser-known and infrequently utilized methodology in academia. In reality, though, content developer software practitioners frequently employ this technique. This journal was created to give readers an overview of agile techniques and their use at various stages of software development in general.

This article introduces AUTOSAR Driven Agile Development (AUTILE) Framework as a new methodology to develop automotive software with an aim to reduce the number of defects and their severity. Automotive software, developed in a traditional/legacy way, currently must be rewritten from scratch to support new features or modifications in associated hardware. Disruptive automotive megatrends: connectivity, electrification, and autonomous driving continue to demand new features in a complex software-base. As a result, greater quality issues are faced when more functionality is added to traditional, nonstandardized automotive software. Several researchers have proposed standardization of automotive software to improve the software quality. However, as yet, the industry lacks a de facto standard. At the heart of the AUTILE Framework, we recommend following automotive open system architecture standard as the basis to design modular and open software architecture. To further realize the benefits of modular software architecture designed in the first phase, AUTILE chooses and integrates Agile methodologies as its software development approach. Widespread adoption of Agile methodologies for automotive software development has not occurred and this research highlights the enablers and barriers in this domain. The proposed framework was applied practically to develop automotive software projects, demonstrating that defect reduction can be accomplished using the steps outlined in this new methodology.

This study explores Global Virtual Software Teams’ development practices and try to demystify some of the misconceptions about global software development practices based on findings from the global virtual software teams’ experiment that was carried out at DePaul University from 2011 – 2018. The moments of translation from the perspective of actor-network theory (ANT) was employed in the data analysis, to examine how development approach was selected by the global virtual teams. One of the key findings from our research is that the success of a global software development project does not have a strong dependency on the development approach. While we agree that it is one of the key influencing factors, there are other equally strong factors for global virtual software team’s success.

In this article, we explain how we applied team coaching and team emotional intelligence techniques to improve an outsourced IT team. The experience was conducted by an interdisciplinary team, including experts on psychology and on IT lean/agile development.

Software development projects have undergone remarkable changes with the arrival of agile development approaches. Many firms are facing a need to use these approaches to manage entities consisting of multiple projects (i.e. programs) simultaneously and efficiently. New technologies such as big data provide a huge power and rich demand for the IT application system of the commercial bank which has the characteristics of multiple sub-projects, strong inter-project correlation, and numerous project participating teams. Hence, taking the IT program management of a bank in China as a case, we explore the methods to solve the problems in multi-project concurrent development practice through integrating the ideas of program and batch management. First, to coordinate the multi-project development process, this paper presents the batch-based agile program management approach that synthesizes concurrent engineering with agile methods. And we compare the application of batch management between software development projects and manufacturing process. Further, we analyze the concurrent multi-project development practice in the batch-based agile program management, including the overlapping between stages, individual project’s activities, and multiple projects based on common resources and environment to stimulate the knowledge transfer. Third, to facilitate the communication and coordination of batch-based program management, we present the double-level responsibility organizational structure of batch management.

When developing a Learning Management System (LMS) using Scrum, we noticed that it was quite often necessary to redefine some system behaviour scenarios, due to ambiguities in the requirement specifications, or due to misinterpretations of stories reported by the Product Owners (POs). The definition of test suites was also cumbersome, resulting in test suites that were incomplete or did not at all comply with the system requirements. Based on this experience and to deal with these problems, in this paper, we propose the ScrumOntoBDD approach to agile software development, which combines Scrum, ontologies and Behaviour-Driven Development (BDD). This approach is centred on the concepts and techniques of Scrum and BDD and focuses on the planning and analysis phases of the software life cycle, since the BDD tools currently provide little support to these phases, while most of the problems during the LMS development were found exactly there. We claim that our approach improves the software development practices in this respect. Furthermore, ScrumOntoBDD employs ontologies in order to reduce ambiguities intrinsic to the use of a natural language as a BDD ubiquitous language. In this paper, we illustrate and systematically evaluate our approach, showing that it is beneficial since it improves the communication between members of an agile development team.

This work proposes a set of complementary practices to agile methodologies, aiming at adapting them to the development of critical aerospace embedded systems by distributed teams. To identify the m...

Every software development company makes software development based on a specific approach. There are a number of approaches to software development, both disciplined and agile. Each approach includes a set of different activities. Sometimes, the specific nature of a company’s work requires a specific approach, but the need to make work more efficient, faster and better requires implementing activities of other approaches. Then hybrid software development approaches come in. The paper presents an expert survey to examine the most important software development activities, the combinations of development approaches that are used in software development processes and the way of upgrading existing approaches. The evaluated activities of software development process are classified according to their nature – whether they correspond with a team, organisation, documentation, development, and testing. The conclusions are also made on the practices that are required most – disciplined, Agile or hybrid.

The use of agile approaches in software development requires the project team to be multifunctional and self‑organized in order to respond effectively to changing project requirements. Therefore information technology project team creation requires a special method. The purpose of the work is to develop a method of IT-project team creation by maximizing it’s competencies taking into account the features of agile approaches to project management. The paper proposes the issue of team creation based on maximizing team competencies under conditions of budget and laboriousness constraints. A method of a project team creation is proposed, which takes into account the requirements of the project, the characteristics of individual candidates, and the general competencies of the team as a whole, as well as the project's limitations on the budget and laboriousness of the project. The proposed approach consists of three stages. At the first stage, a set of candidates is determined, whose competency assessments meet the requirements of the project. In the second stage, team options are formed in accordance with the requirements of the project. The project team creation can take place in several statements. The first statement is to solve the problem of minimizing the distance between the vector of team competencies and the vector of requirements. The second statement of the problem is to solve the problem of maximizing competencies in terms of time and project budget constraints.The third solves the issue of choosing a team according to the chosen setting. Two possible objective functions of the issue are offered. One target function is to create a team that will include candidates with maximum competencies. Such a team will best cope with the requirements that are known at the start of the project. The second target function maximizes the total competencies of the team that exceed a given threshold. As a result, the team will be able to better cope with the changing requirements of the project. The proposed method makes it possible to create an effective software development team that meets the requirements of the project, the values and principles of agile approaches.

У статті порівнюються функціональні обов’язки продуктового менеджера і власника продукту. Наведено підходи до структуризації команд розробників програмного забезпечення. Розглянуто обов’язки та завдання менеджера продукту і власника продукту. З’ясовано, що менеджер продукту як член проектної команди відповідає за прийняття бізнес-рішень та розробку стратегії продукту, а власник продукту відповідає за створення цінності ІТ-продукту. Діяльність продуктового менеджера орієнтована на стратегічний розвиток ІТ-продукту, а власника продукту – на досягнення тактичних цілей під час створення і вдосконалення ІТ-продукту. Частково сфери відповідальності продуктового менеджера і власника продукту перетинаються. Делегування виконання одній людині ролі продуктового менеджера і власника продукту може призвести до втрати стратегічного бачення цілей ІТ-продукту або ж надмірного заглиблення у процес розробки програмного забезпечення. The article compares the functional responsibilities of a product manager and a product owner. Approaches to structuring software development teams are considered. The responsibilities and tasks of the product manager and product owner are discussed. It is established that the responsibilities of the product manager differ significantly at different stages of product development. The classification of product managers on the basis of the degree of novelty of the version of the software product they are working on, the degree of involvement in the stages of product development, the degree of involvement in a particular stage of development of the startup is considered. It is found that the product manager as a member of the project team is responsible for making business decisions and developing product strategy, and the product owner is responsible for creating the value of the IT product. The product manager explores the competitive environment and target audience, and then works with teams of developers and marketers to bring existing solutions to market. The product manager concentrates his efforts on developing the product that will bring the greatest profit with minimal investment. The product manager is responsible for the vision and direction of product development in the long-term strategy of the company. The product owner manages the backlog, develops the product roadmap and to-do list in the project, and presents the product to developers and other stakeholders. The product owner interacts with the product manager, project team, and product users through the ability to develop, maintain, and ensure software quality. The product owner is responsible for creating product value of the company in the short-term strategy. In part, the responsibilities of the product manager and the product owner intersect. Delegating the role of product manager and product owner to one person can lead to a loss of strategic vision of the IT product's goals or excessive immersion in the software development process.

Agile methodologies are always tends to increase the quality of software and also handling the complex software projects. However, the software companies in Pakistan have recently felt the disparity of producing successful software. In this context, an extensive survey has been conducted in 52 prominent software development companies of Pakistan to identify this remedy and the motivation behind this production discrepancy. It is revealed from the survey that there is a lack of empirical evidence in the relationship of agile methodologies with the effective and progressive management of software project management factors including, schedule, scope, risk, budget, quality and resources. Therefore, the proposed study delivers an extensive statistical comparison to determine the effectiveness of agile methodologies in terms of their effects on the project management factors. The results suggest that in general all agile methodologies play a significant role towards the successful software development in the software company. However, Extreme Programming, Scrum, Kanban and Agile modeling are the main determinants of production disparity among software companies. Furthermore, it is determined that the quality factor has a positive correlation with the rest of the factors. It is also found that the budget factor has significantly correlated with other five factors, while rest of the factors has insignificant correlation. We have also compared agile methodologies in terms of project management factors, which specify that each agile methodology has its own importance and effect with respect to managing different factors of project management.

In modern era, maintainability is an important part for software development that covers approx. 70-75% of development cost of the software system. It can allow the customer to adapt the software quickly and easily in an agile manner. Object oriented software metrics plays an important role for the designing of software development. Its features can be categorized into the object oriented metrics and the hierarchies of the class. In this paper, a tool named as COIN can help for evaluating the maintainability factors of object oriented software system using metrics like cohesion, coupling, inheritance and other object oriented metrics as well as through which we can analyzed the all metrics for the software system for evaluating the maintainability factors and testability also.

Software process standards and models are used in large- and medium-sized organizations to reach the Iron Triangle. In contrast, small and very small entities either ignore them or cannot apply them because these standards and models are technically and economically not affordable. Consequently, agile software development practices are usually used by small and very small organizations. The ISO/IEC 29110 series of standards and guides are now available for very small organizations, but their utilization with agile practices represents an agility-rigor reconciliation problem. In this research, we report the experimental evaluation of Scrum + EPG (a reconciled agile-rigorous software Project Management process from Scrum, and the Project Management process of the ISO/IEC 29110 series-Entry profile, documented in an Electronic Process Guide). Scrum + EPG was compared to Scrum EPG (a non-modified Scrum process also documented in an Electronic Process Guide). Thirty-two international academicians and practitioners, including experts and novices on agile practices, from Latin America, North America, and Asia–Pacific regions, evaluated six metrics of usability. A within-subjects design and Wilcoxon matched-pairs signed-rank tests were applied for collecting and analyzing the experimental data. The statistical results support the claim that the Scrum + EPG was considered a high-quality conciliated agile-rigorous software Project Management process for the Entry profile. Given the scarcity of similar studies and the need for reconciling agile-rigorous software development practices, this study contributes to a plausible solution for very small organizations. Finally, further empirical research is encouraged to confirm, update, and extend the results reported in this investigation.

Engineering simulations have opened several gates for today’s chemical engineers. They are powerful tools to provide technical content as physics-based numerical solvers. Augmented reality (AR) and virtual reality (VR), on the other hand, are already underway to digitize environments in many fields. The combination of AR/VR environments and simulations in engineering education has been attracting widespread interest. Literature has demonstrated a massive amount of digital educational environments in several contexts as being complementary to conventional educational methods. Nevertheless, hosting technical content produced by engineering simulations with educational AR/VR is still challenging and requires expertise from multiple disciplines throughout the technical development. Present work provides a facile and agile methodology for low-cost hardware but content-wise rich AR software development. Inspired by the Covid-19 pandemic, a case study is developed to teach chemical-engineering concepts using a liquid-soap synthesis process. Accordingly, we assess and conclude the digital development process to guide inexperienced developers for the digitalization of teaching content. The present contribution serves as an example of the power of integrating AR/VR with traditional engineering simulations for educational purposes. The digital tool developed in this work is shared in the online version.

Agile manifesto has proven its ability in managing and execution of projects in multiple industry sectors. Many researches have been conducted on the advantages and applicability of agile practices in software development and information technology industry. In this paper, empirical research has been conducted to identify the differences in agile management practices between software development and software as a service (SaaS) deployment projects. Case studies of a payment card industry (PCI) organization have been presented to identify key characteristics, tools, and methods of agile project management practices practically followed while implementing and managing of SaaS-based projects. Moreover, best suited agile management practices for pre- and post-deployment projects have also been discussed.

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. 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.

This research investigates the interfaces between the themes customer collaboration, open innovation, technological development and agile development in the international scientific literature. A systematic review of articles available in EBSCO, Scopus and Web of Science bases, published between 2014-2019, was carried out. After applying filters, a portfolio of 58 articles related to the theme was found, which formed the basis for a bibliometric research. It has been found that most research has studied collaboration with clients in the context of goods/ product development. From 58 articles that addressed collaboration with customers, 31 were identified in the context of the development of new goods/products, 15 in the software, 3 in the goods/products and services and 1 in the goods/products and software. With regard to software development, collaboration with clients has been further explored associated with agile methodologies theme. It has been identified 13 articles applied to software development with the theme of agile methodologies.

Agile approaches help software development project teams to better meet user needs and ensure flexibility in uncertain environments. But using agile approaches invites changes to the project and increases interactions between team members, which both cause interruptions in the workplace. While interruptions can help in task completion and increase process flexibility, they can also hinder employee productivity. We conducted an exploratory study of four agile software development teams. Our analysis identified (1) programming-related work impediments, (2) interaction-related interruptions, and (3) interruptions imposed by the external environment, which were managed by improved information retrieval and reduced team dependencies.

In this project, the challenge was to "deploy software faster than the coronavirus spread." In a project with such peculiar characteristics, several factors can influence success, but some clearly stand out: top management support, agility, understanding and commitment of the project team, and the technology used. Conventional development approaches and technologies would simply not be able to meet the requirements promptly.

Software engineering is a discipline that is little understood by people. It defines how software is developed and maintained to meet the clients’ requirements. Software engineers follow certain systems and standards in their work to meet the clients’ desires. It is on this background that engineers follow specific models in coming up with the final product. One of the models highly used is scrum, which is one of the agile methodologies. However, despite being highly used, it has inherent flaws that need to be corrected. Those flaws are product owner continues changing; do not accept changes in working scrum, sprint’s release time limitation, finally wasting team time within each sprint. This paper presents a new framework, which is an updated version of the current Scrum, to overcome the scum models mentioned issues. In this study, a new framework is presented in a way that is understandable and needed by software developer’s team upon the collected qualitative and quantitative data. The implementation was by making some changes to the current scrum model leading to the “Scrumbear”, certain flaws can be corrected. One of the presented changes involve adding the control master rule to ensure controlling the requirements changing.

Risk management is considered as a critical project management activity that needs to be performed for successful software development. Within risk management, risk prioritization is an important process which helps the software team to effectively manage the risks at early stage of the project. In agile-based software environment, it is necessary to prioritize the risks in an effective manner in order to address the risks in shorter duration of time. In recent times, swarm intelligence techniques are widely popular in solving various optimization problems in software development process. The main reason is due to its convergence accuracy toward global optimal solution and faster computational time. In this study, an efficient risk prioritization technique termed as ARP–GWO (agile risk prioritization–grey wolf optimization) has been proposed for prioritizing the risk factors present in the agile software development using grey wolf optimization (GWO). The proposed ARP–GWO method helps the organization to mitigate the risks and ensures successful delivery of software products with good quality, in lesser cost and time. The effectiveness of ARP–GWO is analyzed using two performance metrics, namely Index of Integration and Usability Goals Achievement Metric, for which case studies are performed on five industrial projects from two different organizations. The experimental results indicate that ARP–GWO is most effective in prioritization of risks and offers better enhancement with high degree of satisfaction among developers and users as compared with the existing agile process.

PurposeNumerous approaches from the field of economics already exist for the improvement of business processes. In the field of software development, work has been done on improving development processes. For years, the focus here has been on agile approaches. Although various approaches for improving business processes exist, it is becoming increasingly difficult to adapt business processes to the fast-moving conditions of the market and the business environment. Agile approaches address this issue. Thus, not only software development processes, but also business processes should benefit from agile approaches.Design/methodology/approachTo this end, values and principles of the Agile Manifesto, agile methods such as Scrum, and various agile practices such as the Kanban board should be applied in business processes. This paper examines the work already done on this topic. With the help of a systematic literature review (SLR), literature studies dealing with the implementation of the agile approach in business processes are identified.FindingsThis paper presents, investigates and contrasts 12 primary sources dealing with agile and business processes and shows how they are different/ equal regarding three research questions.Originality/valueWe provide an overview of existing approaches handling the combination of agile and business processes to improve business processes.

The success of CubeSat space missions depends on the ability to perform properly in a harsh environment. A key component in space missions is the flight software, which manages all of the processes executed by the satellite on its onboard computer. Literature shows that CubeSat missions suffer high infant mortality, and many spacecraft failures are related to flight software errors, some of them resulting in complete mission loss. Extensive operation testing is the primary technique used by CubeSats developers to ensure flight software quality and avoid such failures. The “New Space” requirements pressure to add “agility” to the software development, which could limit the capacity to test. While advanced and beneficial software testing techniques are found in the software engineering field, CubeSat software solutions mostly rely on unit testing, software in the loop simulation, and hardware in the loop simulation. In this work, fuzz testing techniques were developed, implemented, and evaluated as a manner to expedite operational testing of CubeSats while maintaining their completeness. The impact of the tools was evaluated by using the three new 3U CubeSats under development at the University of Chile. We identified twelve bugs not covered by classic testing strategies in less than three days. These failures were reported, fixed, and characterized by the developers in eight sprint sessions. Our results indicate that fuzz testing improved the completeness of flight software testing through automation and with almost no development interruption. Although our approach has been tested on the SUCHAI flight software, it applies to systems that follow a similar architecture.

The standardization of the physical aspects of nanosatellites (also known as CubeSats) and their wide adoption in academia and industry has made the mass production and availability of off-the-shelf components possible. While this has led to a significant reduction in satellite development time, the fact remains that a considerable amount of mission development time and effort continues to be spent on flight software development. The CubeSat’s agile development environment makes it challenging to utilize the advantages of existing software frameworks. Such an adoption is not straightforward due to the added complexity characterized by a steep learning curve. A well-designed flight software architecture mitigates possible sources of failure and increases mission success rate while maintaining moderate complexity. This paper presents a novel approach to a flight software framework developed specifically for nanosatellites. The software framework is characterized by simplicity, reliability, modularity, portability, and real-time capability. The main features of the proposed framework include providing a standardized and explicit skeleton for each module to simplify their construction, offering standardized interfaces for all modules to simplify communication, and providing a collection of ready-to-use common services open for further enhancement by CubeSat software developers. The framework efficiency was demonstrated through a software developed for the MeznSat mission that was successfully launched into Low Earth Orbit in September 2020. The proposed software framework proved to simplify software development for the application developer while significantly enhancing software modularity.

The online form of implementation of educational programs in a higher education institution should not affect the quality of competencies of a future graduate. For future successful employment and professional activity, an IT graduate should have skills and work styles associated with the application of modern software development technologies underlying the agile methodology. The goal of the study is to present an approach to introducing the ideas of the agile methodology into the educational process of a future IT specialist in the context of distance learning, comparing the possibilities of implementing two popular technologies of agile methodology – scrum and kanban, using the example of the Moodle distance learning system. To achieve this goal, the authors applied the following methods: the collection and analysis of scientific publications related to the study of features of agile technologies; the possibilities of their application in the educational process; monitoring the work of students according to agile methodology approaches when using the Moodle distance learning system. The analysis and observation of the students’ work allowed concluding on the possibility of introducing the methodology into the educational process carried out remotely using a distance learning system. The authors formulated recommendations on the application of distance learning tools for introducing the agile technologies in the learning process, in particular, the concept of distance course using the example of the Moodle online learning system, variants of the course objects settings, ways of evaluating the students’ work. The study shows that Moodle distance learning system acts as a virtual space where students interact as team members, implement project activities according to scrum and kanban approaches, using such course elements as a checklist, assignment, forum, and chat.

Scope creep is considered as one of the crucial reasons for the failure of traditional software development projects. The ability to manage and control the change elements on a project, particularly the project scope, is a key to project success. The notion of agile process was introduced to tackle the scope change-related challenges such as scope creep. By adopting an agile-footed process, the development organizations can react to the consistent market changes and client requests. However, continuous change accommodation may negatively impact on the success of the targeted project since the project manager mainly focuses on controlling scope change rather than analyzing its impact on the cost and quality. The agile-process advocates have accepted that this situation could happen even following agile methodology, which prompts on compromising the quality, postponed the plans, increases the cost, plan to modify, and diminished the consumer loyalty. Additionally, the scope-related challenge significantly increases, especially when managing scope creep in Global Software Development (GSD) context. Thus, there is a need to focus on scope creep factors in the context of AGSD. Motivated by this, current work aims at identifying the factors causing scope creep in the context of AGSD. To achieve the targeted objectives, we reported the current state-of-the-art related to existing scope creep models in AGSD context. We performed a systematic literature review and an empirical study to address the formulated research questions. The current study also identifies the additional challenges of scope creep from the industrial perspective. Based on the obtained results, the current work proposes a conceptual model for scope creep to assist the agile practitioners to effectively handle the scope creep, which ultimately increases the project success and forecasts change control effect on a software project. Moreover, the proposed conceptual model’s effectiveness is validated through expert judgment and a case study. The obtained promising results ensure the additional aspects of AGSD; hence, the project manager could overcome the project’s overall risk by implementing the proposed model.

Today most of the organizations are switching to DevOps for faster and reliable delivery. It promotes the collaboration between developers and IT teams. In ancient development practices, development and operation teams were working in silos and when DevOps introduced, it combines both teams to integrate and automate the processes. A single team with cross functioning members provides not only technical advantages but also cultural benefits. Faster delivery of software, less complex designs, stable operating environments, customer satisfaction is some of the outcomes of DevOps. Although it proved to be a responsive environment for software delivery yet lacks in quantifiable perspective. There is no metric defined to measure performance and that can be estimated by using key attributes of software. In this research hybrid framework is proposed to improve the software reliability and productivity. Proposed framework for DevOps is named TDMBD (Test Driven Measurement Based DevOps) which provides solutions to challenges in DevOps like performance issues, poorly defined methodologies, and unstandardized processes. Paper focuses on defining and measuring metrics that are derived from measurement-based system of software and TDMBD is evaluated based on metrics analysis. To validate results of proposed approach a comparison is shown in between existing approach and proposed approach. Finally, through proposed method better quality of product is retrieved.

The acceleration of product development requires clear and systematic project management as a guideline and reference point for engineers from different backgrounds, different organizations and different cultures. Project management has therefore been part of the education of mechanical engineers for years. During the last years product development projects evolved the need for agile and lean management methods. So concepts originated from software development influence the organization of even pure mechanical engineering departments. Multidisciplinary product development projects can nowadays hardly do without scrum. Now, the COVID-19 pandemic suddenly transformed student cohorts from local classrooms into distributed teams from one day to the other. The basics of engineering project management could neither be explained nor trained in classroom teaching. Accidental discussions did not take place. Asking was difficult and feedback loops could not be closed. Exams in presence could not be carried out and has been transformed into some kind of homework assignment. The individual student got out of focus and learning success began to slip away. This contribution provides a case study how the sudden restrictions led to the implementation of a digital and virtual concept in teaching project management for mechanical engineering studies. It shows how classic project management is taught in a blended lecture set-up with asynchronous videos, synchronous web meetings and project based learning in a bachelor course. It further shows how agile project management is used to keep the close contact between student and teacher during student thesis. It also explains how scrum is applied to organize self-learning in a master course. The focus of this contribution is on the implementation of known methods with digital project management and communication tools. Finally, an attempt is made to compare the previous classroom teaching and the new digital teaching. © 2021 Elsevier B.V.. All rights reserved.

The agile approach, the idea of dividing a project into a set of increments and carrying them out iteratively, comes to solve traditional approach problems. This approach which brings together a set of methods such as Scrum, eXtreme Programming (XP), etc., on the one hand, is becoming too important in the software development industries. On the other hand, the emergence of the Internet of Things poses an obstacle to agile development because the IoT project contains two parts: software, and hardware (i.e., its specificity at the level of project implementation). All this leads the management teams to produce and propose solutions to deal with this type of project. Among these methods, they are scalable methods based on the agile approach, especially Scrum. However, the IoT company teams find them complex, and they offer their own methods later called Ignite | IoT methodology and IoT methodology. These methods are monolithic, and they are based on the traditional approach. Hence, the proposal of a method that meets all requirements of the project and the team remains a major need in the labor market. In this paper, we will propose a hybridization of agile methods and IoT method named Hybrid SIX (Scrum, Ignite, XP). Then we will validate the method Hybrid SIX in a case study "Smart Irrigation", an intelligent system which facilitates irrigation task, that is one of the important cases in Smart Agriculture.

[EN] Agile frameworks continue to provide positive evidence regarding the benefits of their use in the software products. Since these methods develop professional skills in those who practice them, their knowledge and use will acquire greater demand in areas other than software development. For this reason, it is essential to recognize the key skills for agile team building. The goal of this paper is to identify the agile professional skills that the Chilean industry considers key to conform high-performance agile teams. A survey was applied to agile community professionals in Chile to validate the results of previous work and to identify relevant information regarding learning processes, techniques, and tools for working with agile frameworks. The results allowed to establish three key skills for high-performance teams with their respective levels of achievement., This work was supported in part by the Dirección de Investigación of the Universidad de Atacama (DIUDA) under Grant 22386, and in part by the Pontificia Universidad Católica de Valparaíso through the Corporación de Fomento de la Producción (CORFO) Project New Engineering 2030 under Grant 14ENI2-26905.

Lack of risk management or its inadequate application is one reason that software development projects fail. Agile methods, which have become increasingly popular, do not offer specific activities ...

Software development method, which does not have any faults or gaps in project implementation, has not been elaborated so far. Due to this reason, the authors have decided to perform this study to make it easier for the companies, which use one of the agile development methods, to better foresee potential risks and to deal with their consequences. The aim of the research is to identify and classify risks in agile software development methods and the related projects based on the obtained survey data. To achieve the goal, the authors have developed evaluation criteria, as well as implemented practical questionnaire in various software development companies. From the obtained survey data, the risks are classified according to various factors, i.e., the changing highest and lowest priorities and needs in various projects. Thus, the obtained research results can be applied in various areas of project development, changing the order of priority factors.

The Philippines’ location within the Pacific Ring of Fire brings enormous threat to its people. Intervention and innovation are to be in place for survival and growth, since nothing can be done about its geographic location and the threats that come with it. This study aims to create a framework for developing a decision support system, a mobile and web application for the efficient implementation of the disaster logistics support system. The study will utilize Agile Methodology for the software development in the proposed framework. This proposed framework exhibits the features of the system such as identifying location, affected families, supplies, reports, management of inventory, vehicle outsourcing, and monitoring. The system framework can be a helpful tool for the efficient and speedy delivery of needed help and an effective approach to disaster supply chain issues.

Akreditasi merupakan kegiatan penilaian berdasarkan standar dan syarat yang sudah ditentukan, untuk menjamin mutu dan kinerja pendidikan tinggi untuk program studi di setiap Perguruan Tinggi di Indonesia. Dalam melakukan penyusunan laporan kinerja menggunakan Instrumen Akreditasi Program Studi (IAPS) versi 4.0 dibutuhkan nstrumen utama yaitu Laporan Kinerja Program Studi (LKPS). ITK sebagai salah satu perguruan tinggi di Indonesia masih manual dalam menyusun LKPS, sehingga saat penyusunan laporan terjadi duplikasi data akreditasi. Selain itu, karena data akreditasi dibuat lebih dari satu sumber jadi mengumpulkan data akreditasi masih menggunakan email. Hal ini menyebabkan data akreditasi tidak tersimpan dan sulit mencari data histori setiap tahunnya. Oleh karena itu, penelitian ini dilakukan untuk mengembangkan sistem informasi repository akreditasi khususnya LKPS, sehingga data akreditasi bisa diarsipkan dan dikelola setiap Program Studi di ITK. Selanjutnya pengembangan sistem informasi ini juga memudahkan Pusat Jaminan Mutu (PJM) ITK dalam memonitoring kinerja setiap Program Studi. Metode pengembangan perangkat lunak yang digunakan dalam penelitian ini yaitu metodologi Agile dengan metode Scrum. Pengembangan sistem informasi repository akreditasi ini juga menggunakan framework Laravel yang sudah menerapkan arsitektur Model, View, Controller. Penelitian ini menghasilkan sistem informasi repository akreditasi untuk instrumen LKPS.

Agile software development is having a profound impact on the software industry. Agent-Based Social Simulation (ABSS) has led a paradigm shift in the way social scientists understand and manipulate complex systems. However, little is known about the relationship between the two and how they can create meaningful synergies. A review of the evidence available on the connection agile-ABSS was conducted. The review investigates what is currently known about agile adoption by ABSS and the value and limitations that can be derived from the connection. The main implication for researchers is the need to implement agile methods in a greater number of ABSS projects, on which to support further research and experimentation. For practitioners, the review raises awareness on the topic and reveals that there is a long road ahead of challenges and opportunities for those willing to unlock value from ABSS. For both, it would be highly beneficial if they joined forces and agreed on a common research agenda.

The article considers the Agile methodology, its conceptual principless and studies the main accounting aspects of its implementation in realizing the projects of software development. In order to meet the modern requirements of the economic environment, the IT companies are turning to Agile-methodologies with accent on iterative and incremental software development. The software development on the basis of a flexible approach has numerous advantages, in particular centering on clients’ needs, reducing risks and costs, providing a transparent process. However, using Agile-methodology can make accounting a complicated task. The existing accounting principles involve software development in a long-term perspective and in more discrete phases. The article analyzes the popularity of practical use of Agile approach and determines the advantages from its use as well as defines the accounting related problems. The ways of eliminating the complications of using the flexible approach in project management in financial accounting are defined. The main ideological aspects of Agile Manifesto are considered. In modern conditions, almost all businesses are in a state of constant change. There are purposeful transformations of both their individual elements and the management system in general, which requires manageability of change, which is difficult to achieve even within individual projects, often unique and innovative. In addition, the world economy has undergone significant changes in the economic environment, due to the globalization of business, informatization of society and the transition to a new model of economic growth. It is investigated that with modern optimization of financial processes Agile-technologies are built in such a way that changes are welcomed and uncertainty is recognized. And this did not bypass the internal audit. The growing needs of customers, the need to change process technologies, the introduction of new methodologies in the activities of departments adjust the internal audit to change approaches to testing and analysis of materials, as well as active participation in new projects. Keywords: Agile-methodology, Agile-team, Internal audit, value-centered approach, accounting system, costs capitalization. JEL Classification M40, M41, L86 Formulas: 0; fig.: 4; tabl.: 0; bibl.: 13.

It is more common for multiple users to collaborate to develop a software application in a P2P collaborative working environment. In collaborative software development, the rational allocation of software development tasks is of great significance. However, heterogeneous of software development tasks, such as the value of the task, the skill required, the effort required and difficulty, increase the complexity of task allocation. This paper proposes an allocation approach of crowd intelligence software development task in which multiple individuals collaborate to complete software development tasks. The heterogeneous task allocation problem in the crowd intelligence software development system is formulated as an optimization problem. Then, the process of task allocation is modelled using the hidden Markov model. In our study, due to the insufficiency of data characteristics, we propose to construct a generator using Generative Adversarial Networks(GANs) to solve this problem. Then, the Baum-Welch algorithm is used for detailed analysis and calculation of model parameters. And on this basis, effective task allocation strategies for maximizing the total value of tasks obtained by the workers are explored through the Viterbi algorithm. Based on the Agile Manager (AM) dataset, which contains a large scale real human task allocation strategy, the model learns from human decision-making strategies that have achieved good outcomes. Based on the Agile Manager dataset, this approach is evaluated experimentally. The results show that it outperforms the artificial intelligence (AI) player in the AM game platform.

This article presents a case study in which one library designated Product Owners to steer a website redesign project. The Product Owner, commonly used in agile approaches to software development, ...

When NoSQL database systems are used in an agile software development setting, data model changes occur frequently and thus, data is routinely stored in different versions. The management of versioned data leads to an overhead potentially impeding the software development. Several data migration strategies exist that handle legacy data differently during data accesses, each of which can be characterized by certain advantages and disadvantages. Depending on the requirements for the software application, we evaluate and compare different migration strategies through metrics like migration costs and latency as well as precision and recall. Ideally, exactly that strategy should be selected whose characteristics fulfill service-level agreements and match the migration scenario, which depends on the query workload and the changes in the data model which imply an evolution of the database schema. In this paper, we present a methodology of self-adapting data migration, which automatically adjusts migration strategies and their parameters with respect to the migration scenario and service-level agreements, thereby contributing to the self-management of database systems and supporting agile development.

Context: With an increase in Agile, Lean, and DevOps software methodologies over the last years (collectively referred to as Continuous Software Development (CSD)), we have observed that documentation is often poor. Objective: This work aims at collecting studies on documentation challenges, documentation practices, and tools that can support documentation in CSD. Method: A systematic mapping study was conducted to identify and analyze research on documentation in CSD, covering publications between 2001 and 2019. Results: A total of 63 studies were selected. We found 40 studies related to documentation practices and challenges, and 23 studies related to tools used in CSD. The challenges include: informal documentation is hard to understand, documentation is considered as waste, productivity is measured by working software only, documentation is out-of-sync with the software and there is a short-term focus. The practices include: non-written and informal communication, the usage of development artifacts for documentation, and the use of architecture frameworks. We also made an inventory of numerous tools that can be used for documentation purposes in CSD. Overall, we recommend the usage of executable documentation, modern tools and technologies to retrieve information and transform it into documentation, and the practice of minimal documentation upfront combined with detailed design for knowledge transfer afterwards. Conclusion: It is of paramount importance to increase the quantity and quality of documentation in CSD. While this remains challenging, practitioners will benefit from applying the identified practices and tools in order to mitigate the stated challenges.

The study of software engineering professional practices includes the use of the formal methodology in a software development. Identifying the appropriate methodology will not only reduce the failure of software but will also help to deliver the software in accordance with the predetermined budget and schedule. In literature, few works have been developed a tool for prediction of the most appropriate methodology for the specific software project. In this paper, a method for selecting an appropriate software development life cycle (SDLC) model based on a ranking manner from the highest to the lowest scoring is presented. The selection and ranking of appropriate SDLC elaborate the related SDLC’s critical factors, these factors are given different weights according to the SDLC, then these weights are used by the proposed mathematical method. The proposed approach has been extensively experimented on a dataset by software practitioners who are working in the software industry. Experimental results show that, the proposed method represents an applicable tool in predicting and ranking suitable SDLC models on various types of projects, such as: life-critical systems, commercial uses systems, and entertainment applications.

Scrum, recognized today as the most popular agile development methodology, has been used in a wide range of settings and for varying purposes, in- and outside of the traditional software development context. The use of Scrum in non-traditional settings and for different needs led to a considerable corpus of academic literature that investigates, presents, and discusses modifications to the original method, aimed to make it fit such novel forms of application. Based on a large-scale review of extant literature, this study systematically analyses why and how Scrum was reportedly modified in different instances and contributes with a synthesis that can serve as a basis for a more systematic approach to future research and practice. We explicate nine common modification objectives for change (e.g., attaining high performance, non-standard contexts, distributed development) mapped against seven generic modification strategies (e.g., method guidance, new procedures, or artifacts). Building on our extensive literature analysis we highlight research gaps and identify promising areas for future research.