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A system that will have major and dire repercussions in the event of a failure or malfunction is considered a critical system. Therefore, Software developers usually apply strict standards, testing, and regulatory compliance while developing, operating, and maintaining critical systems to ensure their reliability, security, and resilience due to the high risks involved. Software developers and large organizations try to apply the best methodologies to develop critical systems. The PMBOK framework and Agile methodologies have gained wide acceptance by software developers. These frameworks became more popular because they applied best practices and made them suitable for working in the management of critical systems development processes. The main objective of the research is to review the characteristics associated with the failure of critical systems and analyze how to reduce the failure of critical systems through the use of appropriate software development frameworks. This is done through a literature review, where published studies and research on the failure of critical systems and their critical characteristics will be reviewed. Along with emphasizing Agile Software Development Methods (ASDM) like Scrum, LeSS, and SAFe, this analysis also contrasts them with PMBOK’s best project management practices and recommendations. [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 development of medical technology devices leads to the introduction and use of agile methods, which enable the delivery of increasingly complex software with the fastest possible innovations. Delivery of the highest quality software must be considered during development, as medical products are important elements in saving human lives. Their development begins with determining a set of product requirements that exactly correspond to it. The development of specified medical products is finally delivered to the customer, who participates in the development. In this article, we present the use and combination of agile methods in software development, which correct and facilitate timely and continuous delivery of products. They also know how to smooth out a quick reaction to the customer's changing needs and mainly focus on team management and communication. Specific agile methods make it possible to implement development through gradual improvements by integrating customer requirements towards the product. This article identifies three interconnected approaches to integrating agile methods and principles: SCRUM, SAFe, and Kanban combined with the V-model. The methods are gradually analysed based on the literature review, and the article presents a practical application in Siemens Healthcare Slovakia. [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]

Scrum has emerged as the most widely used and desired Agile approach for providing corporate strategic competency by establishing a solid foundation for project management. However, there are several issues confronted during its implementation. Some researchers tried to solve specific areas of Scrum issues except only research that covers several aspects without resolving all of them. So, this study presents the EFSP model for improving maintainability, security and reusability. Methodologically, in this study, we carry out the following tasks: (i) apply Mark or 7C model on requirements, and (ii) identify Scrum aspects (artifacts and/or activities) that should be expanded as follows: adding the concept of systematic reusability into sprint planning, classifying the requirements into four layers according to clean architecture into sprint backlog, and evolutionary model into sprint. This model offers solutions to these problems while maintaining the simplicity and flexibility of Scrum. The system evaluation results have achieved an improvement in maintainability by reducing technical debt from 1.6% to 0.9%, security from 10 to 3, timeliness from 5 to 2, and improving team productivity from 1.24 to 2.78. The EFSP model may be utilized to develop a standard in other projects. [ABSTRACT FROM AUTHOR]

Agile software development (ASD) methods such as Scrum promote collocated team collaboration. However, adopting Scrum in hybrid work environments can pose challenges. Therefore, understanding the positive aspects and challenges of adopting Scrum in hybrid settings and the relevant agile tools and practices is important. Software engineering education should also prepare students with the necessary knowledge and skills for implementing ASD methods in hybrid settings. This study provides insight into implementing Scrum in a hybrid setting, in a course project, discussing its positive aspects, challenges, and relevant project management and communication tools. We used a questionnaire to collect feedback from 12 scrum teams, made up of 59 master’s degree students at the University of Oulu, who developed student well-being prototypes in four sprints. We applied thematic analysis to analyze the teams’ feedback. We found 16 challenges, 12 positive aspects, and varying ASD practices and tools. Key challenges included scheduling conflicts, communication issues, and estimating efforts. Discord and Microsoft Teams were popular for communication, while JIRA and Trello were favored for agile project management. This study complements software engineering literature with new empirical findings. It reveals practices and tools applicable to software practitioners and start-up teams for effectively adopting scrum in hybrid settings. It also contributes by illustrating the adoption of scrum course projects in hybrid settings and providing recommendations to enhance the design of similar courses. It identifies research gaps, such as the need for tools and practices to improve collaboration and the potential of asynchronous chats in hybrid environments.

Digital transformation in the public sector provides digital services to the citizens aiming at increasing their quality of life, as well as the transparency and accountability of a public administration. Since adaptation to the citizens changing needs is central for its success, Agile methodologies seem best suited for the software development of digital services in that area. However, as well documented by an attempt to use Scrum for an important Public Administration in Italy, substantial modifications to standard Agile were needed, giving rise to a new proposal called improved Agile (in short, iAgile). Another notable example is the Scrum@IMI method developed by the City of Barcelona for the deployment of its digital services. However, given the importance of digital transformation in the public sector and the scarcity of efforts (documented in the scholarly literature) to effectively bring Agile within it, a strategically important contribution that Computer Science can offer is a general paradigm describing how to tailor Agile methodologies and, in particular, Scrum, for such a specific context. Our proposal, called Scrum@PA, addresses this strategic need. Based on it, a public administration has a technically sound avenue to follow to adopt Scrum rather than a generic set of guidelines as in the current state of the art. We show the validity of our proposal by describing how the quite successful Scrum@IMI approach can be derived from Scrum@PA. Although iAgile can also be derived from our paradigm, we have chosen Scrum@IMI as a pilot example since it is publicly available on GitHub. [ABSTRACT FROM AUTHOR]

Copyright of Revista Tecno Lógicas is the property of Instituto Tecnologico Metropolitano and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Investigación e Innovación en Ingenierías is the property of Universidad Simon Bolivar and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Purpose: The article deals with the comparison of traditional and agile software development methodologies to evaluate their effectiveness in project management. The study aims to identify the challenges of communication and trust that occur in project management and how these challenges can be addressed. The literature review discusses various traditional and agile software development methodologies, their limitations, and the importance of project management, communication, and trust. Design/methodology/approach: The study compares the effectiveness of agile project management and waterfall project management Software Development Life Cycle (SDLC). The objectives of the research were achieved by a questionnaire survey and interviews with software development teams. The results highlight the challenges of communication and trust in project management, and the study concludes that agile methodologies are more effective in project management as they provide more opportunities for communication and collaboration among team members. Findings: The study recommends that teams working on software development should implement agile approaches to improve their practices regarding project management. Agile approaches offer an increased number of chances for communication, cooperation, and feedback, all of which can contribute to the successful completion of a project. In addition, the findings of the study suggest that future research should center on the development of solutions to address the issues of communication and trust in project management. Research limitations/implications: The research limitations are due to fewer sample size of the data and the study is based on self-reported data which may not be entirely accurate. The study also has a limited scope, and the results may not be generalizable to other industries or project types. Practical implications: The research proved that agile methods are challenging in IT project teams. Still, communication and trust in project management are of great importance to ensure effective development of IT projects. Originality/value: The value of the research is the identification of the challenges of communication and trust that occur in project management and how these challenges can be addressed. The recommendations elaborated within the study to support the effectiveness of projects’ development are dedicated to companies in an IT sector. [ABSTRACT FROM AUTHOR]

Agile methodologies are adopted extensively by many of the software industries as it is flexible in nature as well as can address the required changes in any phase of development. Authentic estimation of the software products is not an easy task as it requires continuous attention of the product owner. Effort and cost can be estimated in a proper manner to ensure the success of the project. In this article, we considered the Scrum-based Agile projects that are developed into several Sprints. We proposed an extension to an existing algorithm, based on a total of 36 success factors; that estimate the development cost and effort required to complete the project. For estimation and computations, we have taken a dataset of 12 projects that are validated through experienced professionals. We also compared our results with the existing approach and it is found that our results are cost-effective even after considering more success factors. [ABSTRACT FROM AUTHOR]

The present trend of automation and digitization of jobs has made the skills gap even more pronounced, indicating that graduates are not sufficiently prepared for the challenges they will face in their careers. The educational process needs to adapt quickly to the demands made by employers and the job market. Learning tasks, assignments, and activities should mimic the practice environment as far as possible, to best prepare students for practice. One of the best approaches appears to be the incorporation of agile project management techniques and project-based learning into the educational process. The primary aim of this research is to examine the effects of implementing agile management techniques and project-based learning into education on students' skill sets and performance improvement rates. The activities and results that the students produced throughout the semester were gathered and assessed over two academic years. The course feedback was also gathered to investigate students' opinions about the course and their involvement during the semester. An exploratory study was conducted in order to achieve the results. The influence of implemented innovations on the course was addressed, and the acquired outcomes were contrasted and appraised. [ABSTRACT FROM AUTHOR]

Scrum is one of the most used frameworks for agile software development because of its potential improvements in productivity, quality, and client satisfaction. Academia has also focussed on teaching Scrum practices to prepare students to face common software engineering challenges and facilitate their insertion in professional contexts. Furthermore, advances in learning technologies currently offer many virtual learning environments to enhance learning in many ways. Their capability to consider the individual learner preferences has led a shift to more personalised training approaches, requiring that the environments adapt themselves to the learner. We propose an adaptive approach for training developers in Scrum, including an adaptive virtual learning environment based on Felder's learning style theory. Although still preliminary, our findings show that students who used the environment and received instruction matching their preferences obtained sightly higher learning gains than students who received a different instruction than the one they preferred. We also noticed less variability in the learning gains of students who received instruction matching their preferences. The relevance of this work goes beyond the impact on learning gains since it describes how adaptive virtual learning environments can be used in the domain of Software Engineering. [ABSTRACT FROM AUTHOR]

The object of research in the article is the process of testing and operating software with cost minimization. In the Software Development Life Cycle, depending on the chosen option of the flexible methodology, special attention is focused on testing software versions both in the process of passing iterations and in the process of releasing alpha, beta and production versions. This article is devoted to the problem of developing a method for software testing cost optimization method that estimates the test cost function and the losses cost function from the occurrence of an error. Using the optimization method (for example, the first-order descent method) from the two functions of testing costs and estimating the losses caused during operation, it is possible to calculate the optimal cost of testing and operating the software product. The results obtained show that with the correct assessment of a cost function and a loss function such calculations allow to significantly save money and time for the production of the next version of the software product. These results are explained by the fact that the method of optimizing the cost function finds the optimum point and allows to pre-estimate the budget and risks during the development and operation of the software. The article provides several examples of the calculation and optimization of testing costs within the proposed concept for one iteration in a flexible software development cycle. The results of the study can be used in practice, provided that the functions of estimating costs for testing and compensation for losses caused during the operation of the software are set correctly. Experienced managers and project supervisors determine these functions quite accurately for a certain number of iterations, which makes it possible to apply the method of finding the minimum budget costs for testing and operating a software product. [ABSTRACT FROM AUTHOR]

Restrictive Scrum assumptions make the effectiveness of this approach debatable in projects deviating from typical execution conditions. This article delivers a comprehensive software development approach for both academic and commercial Information Technology (IT) projects effectuated by teams that are hampered by significantly unsystematic participation of project members and mercurial internal communication. The nature of ‘ad-hoc’ projects imposes another level of difficulty in terms of both managing the conduct of such a project and ensuring the quality of the end product. Multicyclic action research enabled a gradual adaptation of the Scrum approach to support such project conditions. This study introduces major alterations to Sprint implementation and minor enhancements within the documentation process to streamline knowledge sharing among Development Team members. Proposed key alterations include the evolution of Daily Scrum towards Weekly Scrum, the possibility of extending Sprints length, the eventuality to switch team members during Sprint due to substantial failure to meet deadlines, having at least two team members responsible for a single Product Backlog Item (PBI) at all times, as well as exclusion of Burndown Chart in favor of Development Team members updating their working time. Positive validation of enhancements in mixed settings confirms that the generic Scrum framework can be adapted to support highly volatile projects. The proposed approach is suitable not only for carrying out software development initiatives that rely heavily on the skills of external experts and/or volunteers. It also supports traditional Scrum teams that seek to reduce their exposure to risk arising from organizational changes. [ABSTRACT FROM AUTHOR]

Agile methods and software product line engineering (SPLE) are widely recognized as practical approaches for delivering high-quality software, adapting to evolving stakeholder needs, and tackling complex problems. This study proposes a hybrid agile software development and reuse approach called SPLE-Scrum based on the activities of software product line engineering and Scrum. Within the SPLE process, we incorporate requirement engineering and design practices to create a reference architecture with reusable components called core assets by introducing a product management meeting. The core assets are reused to build a series of applications with various product lines. The product increments are delivered in each Sprint with the review and retrospective meetings based on Scrum lifecycle and practices. We present a case study involving a blockchain online store to demonstrate the practical application of SPLE-Scrum, highlighting the benefits of integrating Scrum and software product line engineering. The research hypotheses of the proposed approach were validated through a study of structured interviews with 5 experts and 44 software practitioners, showing that the key factors of product management, project requirements, and product architecture in the SPLE-Scrum approach have a beneficial impact on project success. The SPLE-Scrum approach provides valuable insights and practical guidance for organizations seeking to optimize their software engineering practices while incorporating agile development and software reuse capabilities. [ABSTRACT FROM AUTHOR]

Startup XYZ is a pioneer of the EWA (Earned Wage Access) application in Indonesia which has been around since 2020. The central vision of Startup XYZ is to build financial wellness for low- and middle-income workers in Asia. In achieving its vision and facing current competitors, Startup XYZ continues to innovate in meeting market needs. Startup XYZ uses Scrum methodology in the application development process. It was found that several problems occurred, namely the development process was not optimal, causing the withdrawal of the release plan. This problem is considered to affect the quality and performance of Startup XYZ. This study aims to measure the level of scrum maturity of Startup XYZ so that recommendations can be prepared to improve the maturity level. Data were obtained from several sources such as interviews, observations, and questionnaires that adapted the Scrum Maturity Assessment. The results obtained are calculated using KPA Rating based on the Agile Maturity Model. Recapitulation of the calculation of the maturity level of scrum methodology is known that startup XYZ is still at level 2 with the category of Largely Achieved. After obtaining the maturity level of each level, recommendations are made based on observations, Scrum Guide 2020, Scrum Essential and SBOK v3. It was found that there are 24 recommendations to improve the maturity level of Startup XYZ. [ABSTRACT FROM AUTHOR]

The publication deals with the application of Agile principles in organizing the work of service units of higher education. The first part of the publication deals with theoretical aspects of the methodology. Agile does not exist by itself, but is structured and carries out all processes with the so-called Agile Manifesto, consisting of 12 principles. It is found out, to what extent it will be correct to transfer the principles of Agile-manifesto to the system of higher educational institutions. The basic principles, which can guide the administration of the service units of the HEIs, are defined. Agile's definition is articulated in the Agile manifesto of software development, which emphasizes that people and communication take precedence over processes and tools. A functioning product is more important than extensive documentation, and collaborating with customers is more important than negotiating contractual terms. Additionally, being willing to adapt and change is more important than sticking to the original plan. Numerous project management approaches exist to apply the Agile philosophy, with Scrum, Extreme Programming, and Kanban being among the most prevalent. Among project managers, Scrum project management is widely used as one of the most popular Agile methodologies. The second part of the publication identifies the differences and similarities between Agile and Scrum. The third part of the publication examines the application of the methodology in practice. It is important to focus on constantly changing external and internal environment and take into account the feedback from customers and users. This encourages developers and engineers to experiment and look for new solutions without being constrained by rigid frameworks and standards. [ABSTRACT FROM AUTHOR]

Goal: The Study aims to investigate the impact of project management constraints in fixed-cost and fixedscheduled Agile software development contracts using multigroup analysis (MGA) to perform repeated comparisons of parameters across groups of Scrum or Kanban methodologies using structural equation modelling (SEM). Design/Methodology/Approach: A web-based survey is used to collect responses to a questionnaire based on project management constraints for Kanban and Scrum method-based Agile software development projects from people working on projects fixed-cost and fixed-schedule contracts and then analyzed with the help of multi-group analysis using SmartPLS 4.0. Results: Risk management has a mediating effect between project scope, resources, and delivery quality. MGA implied that the Kanban method is better at managing resources and will have a higher impact on the quality of deliverables than the Scrum method. Limitations of the investigation: Evaluating the suitability of various multi-group analysis approaches requires more than just our empirical example using satisfactory data and other project management constraints. Practical implications: The findings of the study suggest that hypothesis testing should be carried out for a distinct model parameter between study groups, whenever they are comparing more than two group. Originality/Value: This study helps in contributing to exploring PLS route modelling by the introduction of the original non-parametric confidence set approach based on a comparison of parameter estimations and bootstrap confidence intervals. The study investigates the impact of several project management constraints on to fixed-cost Agile software development projects. [ABSTRACT FROM AUTHOR]

Goal: The Study aims to investigate the impact of project management constraints in fixed-cost and fixed-scheduled Agile software development contracts using multigroup analysis (MGA) to perform repeated comparisons of parameters across groups of Scrum or Kanban methodologies using structural equation modelling (SEM) Design/Methodology/Approach: A web-based survey is used to collect responses to a questionnaire based on project management constraints for Kanban and Scrum method-based Agile software development projects from people working on projects fixed-cost and fixed-schedule contracts and then analyzed with the help of multi-group analysis using SmartPLS 4.0 Results: Risk management has a mediating effect between project scope, resources, and delivery quality. MGA implied that the Kanban method is better at managing resources and will have a higher impact on the quality of deliverables than the Scrum method. Limitations of the investigation: Evaluating the suitability of various multi-group analysis approaches requires more than just our empirical example using satisfactory data and other project management constraints. Practical implications: The findings of the study suggest that hypothesis testing should be carried out for a distinct model parameter between study groups, whenever they are comparing more than two group. Originality/Value: This study helps in contributing to exploring PLS route modelling by the introduction of the original non-parametric confidence set approach based on a comparison of parameter estimations and bootstrap confidence intervals. The study investigates the impact of several project management constraints on to fixed-cost Agile software development projects.

Metrics are key elements that can give us valuable information about the effectiveness of agile software development processes, particularly considering the Scrum environment. This study aims to learn about the metrics adopted to assess agile development processes and explore the impact of how the role performed by each member in Scrum contributed to increasing/reducing the perception of the importance of these metrics. The impact of years of experience in Scrum on this perception was also explored. To this end, a quantitative study was conducted with 191 Scrum professionals in companies based in Portugal. The results show that the Scrum role is not a determining factor, while individuals with more years of experience have a higher perception of the importance of metrics related to team performance. The same conclusion is observed for the business value metric of the product backlog and the percentage of test automation in the testing phase. The findings allow for extending the knowledge about Scrum project management processes and their teams, in addition to offering important insights into the implementation of metrics for software engineering companies that adopt Scrum. [ABSTRACT FROM AUTHOR]

Copyright of Projekt-Management Aktuell is the property of Narr Francke Attempto Verlag GmbH & Co.KG and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Scrum is a widely-used framework in industry, so many schools apply it to their software engineering courses, particularly capstone courses. Due to the differences between students and industrial professionals, changing Scrum is necessary to fit capstone projects. In this paper, we suggest a decision-making process to assist instructors in developing a strategy to adapt Scrum for their course. This framework considers critical differences, such as student’s workloads and course schedules, and keeps the Agile principles and Scrum events. To evaluate the adapted Scrum, we investigated student’s learning experiences, satisfaction, and performance by quantitatively analyzing user story points and source codes and qualitatively studying instructor’s evaluations, student’s feedback, and Sprint Retrospective notes. Our two case studies about adapted Scrum showed that having daily stand-up meetings in every class was not helpful, student’s satisfaction positively correlated to the difficulty of the task they tackled, and the project provided good learning experiences.

Despite the profusion of research about knowledge management within larger organizations, fewer studies tried to analyze knowledge management in small and medium enterprises. The study contributes to research by providing a more nuanced classification of knowledge management approaches and guides managers about the types of knowledge management approaches that should be adopted based on the size, geographical dispersion, and task nature of the organization. A purposive sample of 34 companies was selected for this study along with a survey that focused on the objective of investigating awareness and implementing strategies of knowledge management. The various phases and processes of knowledge management were accounted for. Organizations were bifurcated on the criteria like the core area of the company, the size of the company, the type of company, etc. Knowledge management implementation was judged through each dimension. Different statistical tests were carried out to test a set hypothesis. Having established that wide variation in overall adoption of knowledge management practices exists across the software engineering organizations, the different characteristics associated with knowledge management adoption were tested: organization size in terms of employee strength, the domain of the software engineering, team distribution, and type of organization. To a surprise, most of the organizational characteristics are not found in the significantly associated with knowledge management adoption except knowledge management adoption level in full and partial agile organizations and the relationship between the organization KM level and the number of software developers in organization for only product development companies is found significant. Opposite to the claims of many researchers, this study does not find any significant difference between knowledge management adoptions between distributed and co-located agile teams. [ABSTRACT FROM AUTHOR]

We present a solution based on blockchain technology and smart contracts for agile project management in light of the continuing transition in the software development industry. Due to the fact that these technologies are self-executing, customized, and impervious to tampering, they are considered to be crucial for the transition to a more efficient, transparent, and transactive payment gateway between major stakeholders. These major stakeholders will be able to communicate through smart contracts, which will act as a bridge between them. As part of their responsibility, they will make sure that all of the terms of the contract are met and acknowledged by all members of the team. As a result of our research, we propose a model in which payouts could be automatically enabled and penalties or grants could be introduced based on performance. If any changes were to be made to the contract in the future, all parties involved would be automatically notified. To maintain the development cycle, they should accept these changes as soon as possible. Because of this, the product owner and client are able to concentrate their resources on more profitable and productive tasks, without the need to monitor this aspect of agile project management. Our proposed model brings together different partners with the objective of successfully developing different IT projects by leveraging software engineering solutions such as smart contracts. [ABSTRACT FROM AUTHOR]

The cultural component of the project team is recognized as one of the most critical factors in the implementation of agile project management (APM), especially in nonsoftware industries, where the diffusion of APM still involves several challenges. Particularly, the successful implementation of scrum—the most diffused APM methodology—seems related to the project teams’ subculture, which may differ from the overall organizational culture of the company. This article contributes to the APM literature in nonsoftware contexts by studying the cultural values that develop inside agile teams and the scrum principles and practices that are particularly relevant for fostering these values. Using interview data collected from seven manufacturing and service organizations, we use the competing value framework as the theoretical model to understand the cultural profiles of their organizations, how they deploy into the project teams’ subculture, and what, if any, connections exist with the adoption of scrum principles and practices. We find that clan and market values are the dominant subcultures in agile teams. These cultural values are fostered at a strategic level by a subset of scrum values (i.e., courage, openness, and respect) and pillars (i.e., transparency and adaptation). At an operational level, retrospective meetings and the definition of particular artifacts also contribute to develop these dominant cultural values. [ABSTRACT FROM AUTHOR]

The competition in the software market demands that the time required for any software product to reach the market be reduced if the product is to survive competition from other developers. The pursuit of this goal has led to the adoption of agile software development methodologies. While other agile methodologies provide guidelines as to the software engineering (SE) practices to be used during the development lifecycle, Scrum does not. The purpose of this study is twofold: first, to identify the usage and level of importance of software engineering practices in the Scrum development environment; and second, to investigate how Scrum teams adopt an appropriate set of SE techniques and whether a hybrid Scrum/Extreme Programming (XP) methodology is an appropriate approach to take. This research was conducted by examining sample data from five organizations using the Scrum methodology. The sample included a range of industries including communications and embedded systems, financial asset management, software development houses and consulting firms in South Africa. The study employed a mixed method approach. A key finding was that, regardless of the fact that Scrum does not explicitly recommend engineering practices, there was extensive use of these practices by all of the participating organizations. The study also found that the lack of software engineering practices in Scrum does not constitute a barrier to a successful adoption of Scrum, provided the 'inspect and adapt' principle inherent in Scrum is properly followed. The study discusses the findings, explains the implications and suggests future research. [ABSTRACT FROM AUTHOR]

Effort estimation (EE) is crucial for planning software projects since it contributes to delivery goals. Nevertheless, even in agile methodologies, EE is a complex process due to environmental and structural factors surrounding the interaction between the leader and the development team. To simplify EE, companies prefer insourcing development with a mature team and a leader that provides resources. We model the interaction between the leader and the development team as a leader-follower game to understand how they behave at equilibrium. Later, we compare leader and development team equilibrium strategies when they interchange their roles. Our main results provide conditions that guarantee the uniqueness of equilibrium strategies, and we illustrate the impact of exogenous variables on equilibrium strategies through numerical examples.

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 paper presents a case study of interdisciplinary subjects, more precisely the AGILE SCRUM specific to software development applied in agricultural processes to increase the productivity, maximize the profit and to emphasize the benefits of AGILE methodology which is suitable in every field of industry. Starting with theoretical aspects about Agile project management approach and philosophy, including values and principles, continuing with SCRUM framework, is emphasized the applicability of the method in various fields of industry, including agriculture. [ABSTRACT FROM AUTHOR]

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Agile methodologies have become one of the most applied methods in the software development industry. However, agile methodologies face some challenges such as less documentation and wasting time considering changes. This review presents how the previous studies attempted to cover issues of agile methodologies and the modifications in the performance of agile methodologies. The paper also highlights unresolved issues to get the attention of developers, researchers, and software practitioners. [ABSTRACT FROM AUTHOR]

Problem definition: Agile project management, in particular Scrum, is enjoying increased use in practice despite only scant scientific validation. This article explores how agile project management impacts project performance and execution. We compare the effects of agile sprints—short-term project phases characterized by time-boxed progression from one sprint to the next and self-imposed, phase-specific output goals—with those of traditional project management. Methodology/results: We decompose the two sprint elements of time-boxed progression and self-imposed, phase-specific output goals as factors in a 2 × 2 experimental design. We then conceptualize project execution as a simple real-effort task and conduct a controlled laboratory study. For a given duration, participants perform better with time-boxed progression as, without it, that is, with flexible progression, they spend too much time on early project phases at the expense of later ones. We refer to this effect as "progression fallacy" and show how it differs from well-known behavioral effects that cause project delays. Introducing self-imposed, phase-specific output goals in combination with time-boxed progression, as proposed by Scrum, does not significantly improve performance when compared with time-boxed progression alone. However, the combination of self-imposed, phase-specific output goals and flexible progression, as is common in traditional project management, amplifies the progression fallacy with the result that goal-setting has a negative performance effect. In two control treatments, we show that the progression fallacy is robust to planning and progression prompts despite some mitigation. Managerial implications: This study contributes evidence of higher project performance when working in agile sprints, which mitigate behavioral flaws present in traditional project management. Not only do these behavioral insights apply to project management; they are also relevant in the broader context of task completion. [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]

Abstract 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.

Agile software development is a group of project management methods that involve identifying customer requirements and developing solutions collaboratively. It is based on iterations of progress that consist of functional intermediate variants with few software bugs. Emphasis is placed on the frequent dialogue between team members through daily meetings where the progress made the previous day and the problems encountered are discussed. A customer representative frequently participates in these discussions. The Coronavirus pandemic has changed everyone's lifestyle. The only possibility of returning to a normal life seems to be the appearance of a weapon against the invisible enemy. Time plays the most important role, and errors must not exist. In just two weeks, a logistics software system was implemented within the National Institute for Medical-Military Research-Development "Cantacuzino" in Bucharest, to support the effort to combat the disease.

Software engineering companies have progressively incorporated agile project management methodologies. Initially, this migration occurred mostly in the context of startups, but in recent years it has also sparked interest from other companies with larger and more geographically dispersed teams. One of the frameworks used for large-scale agile implementation is the LeSS framework. This study seeks to explore how Management 3.0 principles can be applied in the context of the ten practices proposed in the LeSS framework. To this end, a qualitative research methodology based on four case studies is used to identify and explore the role of Management 3.0 in software management and development processes that adopt this agile paradigm. The findings show that the principles of Management 3.0 are relevant to the implementation of the LeSS framework practices, especially in fostering team values and personal values; however, distinct principles between the two paradigms are also identified, namely the greater rigidity of processes advocated in the LeSS framework and a greater focus on process automation. [ABSTRACT FROM AUTHOR]

COVID-19 has changed the way the world works, the frameworks and ways of cooperation and methods. Every organization must be able to cope with major unforeseen disruptions, environmental changes and uncertainties. Studies in the international literature have examined the impact of COVID-19 on agile organizations and some have indicated that agility has been a very useful solution for many organizations during the COVID-19 crisis, as agile teams or organizations have been able to build for the long term in a dynamically changing turbulent environment. There has been no discussion in the Hungarian literature, however, on the impact of the changes generated by COVID-19 on small agile software development companies and teams less likely to adopt a work from home strategy before the virus or how these organizations have responded to the current changes. This paper primarily sought to address these issues and to fill this gap in the Hungarian literature. [ABSTRACT FROM AUTHOR]