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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]

Copyright of Oeconomicus is the property of Znanstvena Rijec d.o. 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 Gruppe. Interaktion. Organisation: Zeitschrift für Angewandte Organisationspsychologie (GIO) is the property of Springer Nature 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.)

Agilität als Möglichkeit, Organisationen erfolgreicher auszurichten, wird auch in Bibliotheken populärer. Oft erfolgt die agile Transformation dabei aber mit einem einseitigen Fokus auf agile Tools, was zu Frustration und Ablehnung bei den Bibliotheksmitarbeiter*innen führen kann. Besteht hingegen auch ein Bewusstsein für agile Prinzipien und Werte sowie die Bereitschaft, das agile Arbeiten empiriebasiert an die Bedürfnisse der Bibliotheksmitarbeiter*innen und Benutzer*innen anzupassen, kann die Transformation gelingen. Dies zeigt der Beitrag anhand von Praxisbeispielen auf der Ebene von Projekten, Teams und der Gesamtorganisation von Bibliotheken auf. Agile management, a promising way of optimising organisational structures, is increasingly used in libraries as well. The focus of agile transformation is, however, mostly dedicated to the use of tools and techniques leading to frustration and resistance on the side of library staff. If, on the other hand, there is an awareness of agile principles and values, and a willingness to adapt these tools to empirically based needs of both library staff and users, agile transformation can succeed. This is illustrated by various examples at the level of projects, teams and the overall organisation of libraries. [ABSTRACT FROM AUTHOR]

Copyright of Revista Cubana de Ciencias Informáticas is the property of Universidad de las Ciencias Informaticas (UCI) 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 Journal of Design Architecture & Engineering (FBU-DAE) / Tasarım, Mimarlık ve Mühendislik Dergisi is the property of Journal of Design Architecture & Engineering 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 HMD: Praxis der Wirtschaftsinformatik is the property of Springer Nature 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.)

Currently, agile methodologies are widely used as a light‐weight development process model based on short development cycles, which can satisfy frequent change requests from customers and stakeholders, and reach an efficient product delivery. On the other hand, most suppliers in the automotive industry are currently facing a challenge to comply to automotive SPICE (ASPICE) standard, which is a domain‐specific model of ISO/IEC 15504. Moreover, original equipment manufacturers (OEMs) have increasingly requested ASPICE compliance from their suppliers to accurately assess their process quality capability. This paper analyzes to what extent the ASPICE process areas were covered by agile and aims to propose a model based on integrating agile methodologies, as well as customize some agile practices so that it can fit in the Automotive SPICE process model and support automotive suppliers to achieve the required ASPICE rating. MAN.03, which is the process area for project management, was selected from the process reference model (PRM). Then, each base practice (BP) was mapped to the suitable agile methodology. Moreover, MAN.03 consists of 10 BPs, and each BP rating was measured to be N, P, L, or F. For Level 1, we applied Kanban on BP.4 and Scrum on the remaining BPs. For Level 2, we applied Scrum on all generic practices. We presented our results after deploying Kanban, and a restructured version of Scrum, which makes it in compliance with the automotive industry. The approach taken in this study could be applied in other process areas in the PRM afterwards. [ABSTRACT FROM AUTHOR]

This paper explores the Agile methodologies, Scrum and Kanban, to define their advantages and limitations of use. The methods are compared for their use in software development, specifying which would be a suitable option for a game development process focusing on maximizing productivity and quality of the software. Exploration of use cases and methodology guides are discussed, defining the benefits of choosing Kanban or Scrum for a software development team. Findings show Scrum to be a method that focuses on the verbal communication through sprint meetings and reviews. Kanban is described as a visually driven framework that utilizes a Kanban board and cards for communication. Scrum is a strict method can only implement change after a sprint, while Kanban is more flexible and can make changes at any point in the development process. A hybrid of the two methods, Scrumban, is also investigated and found to be an alternative for users who find aspects of both methodologies to be appropriate for their team. There is a great deal of consideration required for independent game developers as they need to reflect on their team dynamics and situation before determining which methodology is best suited for them. [ABSTRACT FROM AUTHOR]

The article discusses the relatively modern Agile approach to project management, its difference from the traditional Waterfall approach, Agile application area, history and principles, advantages and difficulties of implementation and its use. Article discusses the most popular Agile methods (Scram, Kanban, Scramban), global statistics of the most frequently used relevant management software, and the role of Artificial Intelligence (AI) in project management; Changes resulting from the impact of the COVID 19 pandemic, which affected approaches, hybridization of approaches, methods and technologies used. The article is based on global and Georgian market research. The article includes research conducted in Georgia by the author of the article, among seventy relevant specialists from up to sixty organizations. The study outlines the scope and areas of the agile approach, the most commonly used methods and software. [ABSTRACT FROM AUTHOR]

During last decades, project management growth rapidly. It developed from a couple fields of application including civil construction, engineering, and heavy defense activity to a large area of fields. In every industry developments or improvements can be implemented using project management tools and methodologies. Nowadays, there are various approaches and methods that can be used in different types of project management. The purpose of this paper is to analyze the project management methodologies, to identify the criteria for choosing the most suitable approach and to understand how applying the best methodology can help companies add value and gain competitive advantage. [ABSTRACT FROM AUTHOR]

This paper presents the review of three main existing agile approaches: Scrum, Lean Software Development and Kanban, which served as the basis for the development of a proposal for a new approach in Agile development. To achieve this, a description of each agile approach to software development and a comparison of their strengths and weaknesses are made. Then, the new proposal is established based on the integration of the three approaches, defining a set of metrics and developing a case study to evaluate the integration and obtain quantitative and qualitative data. The results obtained from the case study proved to be quite positive because it allowed us to comprehensively evaluate the new approach. These results represent a promising start to continue working in this line of research. [ABSTRACT FROM AUTHOR]

Copyright of International Journal of InformaticsTechnologies is the property of Institute of Informatics, Gazi University 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.)

This paper provides a systematic comparison between two well-known Agile methodologies: Scrum, which is a framework of doing projects by allocating tasks into small stages called sprints, and Kanban, which is a scheduling system to manage the flow of work by means of visual signals. In this regard, both methodologies were reviewed to explore similarities and differences between them. Then, a focus group survey was performed to specify the preferable methodology for product development according to various parameters in the project environment including project complexity, level of uncertainty, and work size with consideration of output factors like quality, productivity, and delivery. Results show the flexibility of both methodologies in approaching Agile objectives, where Scrum emphasizes on the corporation of the customer and development teams with a focus on particular skills such as planning, organization, presentation, and reviewing which makes it ideal for new and complex projects where a regular involvement of the customer is required, whereas Kanban is more operative in continuous-flow environments with a steady approach toward a system improvement. [ABSTRACT FROM AUTHOR]

Für eilige Leser | In Wirtschaft und Verwaltung hat sich durchgesetzt, dass moderne Verfahren des Projektmanagements (PM) die Effektivität und Effizienz steigern. Diese Erkenntnis ist aber noch nicht in Wissenschaft und Forschung angekommen, obwohl dort fast alle Tätigkeiten in Form von Projekten durchgeführt werden. GPM und spm haben mit einem innovativen Symposium für Wissenschaftler den Vorstoß unternommen, eine Symbiose zwischen Forschung und PM herzustellen. Im Rahmen der Veranstaltung wurden 55 Wissenschaftler für den Einsatz von agilen und hybriden Methoden begeistert, die Vorgehensweisen aus der Wissenschaftshistorie ähneln. Die Initiatoren des Symposiums planen, die modernen PM-Methoden in der Forschungslandschaft breiter und tiefer zu verankern, um Effektivitäts- und Effizienzsteigerungen in der Forschung zu erzielen. [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.)

Copyright of Romanian Journal of Information Technology & Automatic Control / Revista Română de Informatică și Automatică is the property of National Institute for Research & Development in Informatics - ICI Bucharest 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.)

Media seek to survive in a scenario of constant and dramatic changes. News organizations introduce flexible workflows in their newsrooms to reduce uncertainty and to adapt to the environment. In this paper, we propose a conceptual model that identifies two groups of practices: 1) methods for designing and creating products, which allow to launch assets that continually evolve to meet the changing needs of users; and 2), agile methodologies to manage the daily work, which allow a more fluid and transversal organizational communication and, consequently, a better coordination between professionals and teams. In addition, we provide a specific set of examples of each type of workflow, and we also explore the relationship between both. Finally, we collect a varied range of technological tools that facilitate flexibility and communication. [ABSTRACT FROM AUTHOR]

Due to increasing interest in distributed agile software development, there is a need to systematically review the literature on challenges encountered in the agile software development environment. Using the Systematic Literature Review (SLR) approach, 32 relevant publications, dated between 2013 and 2018 were selected from four electronic databases. Data from these publications were extracted to identify the key challenges across the system development life cycle (SDLC) phases, which essentially are short phases in each agile-based iteration. 5 types of key challenges were identified as impacting the SDLC phases; these challenges are Communication, Coordination, Cooperation, Collaboration and Control. In the context of the SLDC phases, the Communication challenge was discussed the most often (79 times, 33%). The least discussed challenges were Cooperation and Collaboration (26 times, 11% each). The 5 challenges occur because of distances which occur in distributed environment. This SLR identified 4 types of distances which contribute to the occurrence of these key challenges - physical, temporal, social-cultural and knowledge/experience. Of the 32 publications, only 4 included research which proposed new solutions to address challenges in agile distributed software development. The authors of this article believe that the findings in this SLR are a resource for future research work to deepen the understanding of and to develop additional solutions to address the challenges in distributed agile software development. [ABSTRACT FROM AUTHOR]

Copyright of Revista Producao Online is the property of Associacao Brasileira de Engenharia de Producao 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.)

Agile methodologies embrace project management methods, techniques and tools that seek to continuously improve products; ensure the agility of project scope, performance of self-organizing teams and the release of quality products. Scrum and Kanban are two of the most popular agile methodologies which IT companies use to develop software products and improve the management of their business processes. The aim of this paper is to suggest an agile methodology that combines Scrum and Kanban elements and techniques. The methodology has been deployed in the Customer Service Department of an IT company in order to improve team management and optimize the performance of the department. In result of employing the suggested agile methodology to the management of business processes in the department, a high degree of awareness about the progress of ongoing tasks has been achieved. [ABSTRACT FROM AUTHOR]

There are many project management methodologies which one can choose from when starting a new project. The purpose of this article is to analyze the most known methodologies, Agile and Waterfall, in order to determine which is the most suitable for a software project. We propose a practical study by analyzing the results of a survey designed to capture the experience of developers with the aforementioned methodologies. We will focus on the Scrum and Kanban Agile methods and Waterfall to analyze the findings of the study. Given the results of the study, we concluded that there is no silver bullet solution when it comes to choosing the methodology for a project, as numerous factors need to be accounted for. Waterfall will be a better solution for small projects that have well-defined requirements that will not change, while Agile is preferred when continuous delivery and feedback are important, requirements are not well defined and time to market is more important than releasing a full feature version. [ABSTRACT FROM AUTHOR]

The evolution of IT market brings us complex technologies which can go beyond the processing power of the human brain. Daily processes and business activities were modified, some of them being completely removed from the industry, so the society had to accept the changes and to adapt to the new values and principles. Every person must develop new skills, trying to find better ways of doing the day by day work. The aim of this paper is to present "Agile" as an innovative way of thinking in a challenging world, beside all the principles and practices that define it. In this study, the most important agile methods and methodologies (Scrum and Kanban) will be presented, discovering similarities, differences, but more important how they can work together. [ABSTRACT FROM AUTHOR]

Agile has arrived, but the higher education sector has yet to realize its value. The time is now for higher education to adjust operational practices to respond to change and evolving customer needs. In adopting Agile and customizing the approach for our unique working environment, we have been able to promote organizational effectiveness by clear prioritization, shared purpose, organizational alignment and synchronization. Adopting an Agile mindset and introducing easy frameworks to enhance workflow contributed to an increase of efficiency and effectiveness. An opportunity lies ahead for Agile to scale across higher education and NC State University is leading the charge. [ABSTRACT FROM AUTHOR]

The software development methods applied in different areas have a strong impact on the core business of many companies. Since the role of the software in the information society gained more space, it can be said, that we currently witnessing radical changes that have an impact both on the organization's structure and leadership. In the early 2000s in addition to the previous software development models - such as the waterfall model - in response to the accelerating technology and market development, a new technology was published, the agile. This trend and its tools (such as Scrum, Kanban, or eXtreme Programming) are much more focused on market changes, continuous communication with customer and feedback on how to handle the development direction more flexible than earlier models. The introduction of these tools in Hungary started about 5-6 years ago and most organizations are still learning about the effective use of these methodologies. The use of agile devices affects the whole organization, so the implementation success, and the efficiency of the various elements are judged differently by employees and executives. This article discusses the differences between differing viewpoints through questionnaires in professional communities about agile software development. [ABSTRACT FROM AUTHOR]

Copyright of Business Informatics / Informatyka Ekonomiczna is the property of Uniwersytet Ekonomiczny we Wroclawiu 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 Gruppe. Interaktion. Organisation: Zeitschrift für Angewandte Organisationspsychologie (GIO) is the property of Springer Nature 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 Information Sciences / Informacijos Mokslai is the property of Vilnius University 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 HMD: Praxis der Wirtschaftsinformatik is the property of Springer Nature 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 HMD: Praxis der Wirtschaftsinformatik is the property of Springer Nature 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.)

Agile Software Development (ASD) promotes flexibility to change and emphasis the importance of individuals and interactions in producing software. The study presents the development of agile practices in Romanian software community. A literature review is conducted and the main agile methods are described. The characteristics of Romanian ICT sector is presented in relation with agile methodology. Practices are identified by a survey and an analysis on the groups of interests formed on Meetup website is performed. Future directions and development of agile practices is evaluated. [ABSTRACT FROM AUTHOR]

The boundaries between traditional and agile approach methods are disappearing. A significant number of software projects require a continuous implementation of tasks without dividing them into sprints or strict project phases. Customers expect more flexibility and responsiveness from software vendors in response to the ever-changing business environment. To achieve better results in this field, Capgemini has begun using the Lean philosophy and Kanban techniques. The following article illustrates examples of different uses of Kanban and the main stakeholder of the process. The article presents the main advantages of transparency and ways to improve the customer co-operation as well as stakeholder relationships. The Authors try to visualise all of the elements in the context of the project. There is also a discussion of different approaches in two software projects. The article focuses on the main challenges and the evolutionary approach used. An attempt is made to answer the question how to convince both the team as well as the customer, and how to optimise ways to achieve great results. [ABSTRACT FROM AUTHOR]

The spectacular evolution of information and communications technology in the last two decades and the growing obvious chase of utopian maximization of profit by economic organizations have made an impact on various fields, including that of methodological instruments regarding the lifecycle of software development. We will speak about the necessity of organizational ability to adapt to continuously changing market conditions, which leads undoubtedly to acquiring functional flexibility and, in the end, of business agility. Also, the agility of a business (not only in software development) is supported by the manifestation of agility on all three architectural levels: business, informational, technological. In this study we aim to identify the elements that impact on agility in developing software products, in a gradual approach, from the traditional waterfall model towards approaches like Scrumban. Additionally, we will understand the social dimension of using agile methodologies in software development projects and the main barriers in adopting such methodologies. [ABSTRACT FROM AUTHOR]

The aim of the study is to combine software reuse with agile methods through reuse in the early stage of agile development. Although agile methods and software reuse have different practices and principles, these methods have common goals, such as reducing development time and costs and improving productivity. Both approaches are expected to serve as viable solutions to the demand for fast development or embracing requirement changes in the rapidly changing environments. In the present paper, we identify economical agile reuse and its type and study a reuse technique for input queue in Kanban board at the early stage of hybrid agile methods. Based on our results, we can integrate software reuse with agile methods by backlog factoring for input queue item in the hybrid Scrum and Kanban method. The proposed technique can be effectively applied to e-class applications and can reuse the input queue items, showing the combination of the two approaches. With this study, we intend to contribute to reuse in the early stage of agile development. In the future, we plan to develop a software tool for economical agile reuse. [ABSTRACT FROM AUTHOR]

Traditional software product development models are characterised by a predictive approach derived from physical engineering processes. Recent developments in the software scenario have proved these plan-driven models to be inadequate, especially in high risk and rapidly changing environments. Agile methodologies were therefore developed as an answer to these issues. Due to their intrinsic agility, they have confirmed they are capable of adapting to the further changes that have occurred since they were first introduced: methodologies have been altered and tailored to address all the shortcomings found during their introduction. The aim of this research is to detect the dominant agile practices and adoption strategies, which transcend the original ones belonging to a certain model and may be affected by internal and external characteristics. A survey-based analysis was conducted in order to find out which practices are the most used. 194 valid questionnaires were returned. Factor and cluster analyses made it possible to relate the practices to several environmental characteristics with the purpose of seeking a significant relationship between them. The results of the study showed that most companies prefer to adopt practices related to the general management of the development process, to the detriment of practices associated with coding and testing techniques. Team members' opinions turned out to be the only internal factor responsible for the introduction or abandonment of the practices. As for the external variables, the size of the team and the proximity of the team members were proven to significantly affect the adoption strategy. [ABSTRACT FROM AUTHOR]

The search was conducted using search engines and 63 sources about the themes found. In the analysis of results it is concluded that Scrum, Kanban tools and Canvas methodology, are really use full for commercial, industrial and educational sectors because contribute in the transformation of the culture of these organizations, in the commercial sector, advanced generation and production of knowledge, based on agile development methodologies as a benefit for software companies is evident; also by adopting Kanban, local companies looking to export their products to China. In another way the strong inclusion of pharmacies of all sizes, has been a topic of interest given that the consumption of drugs has increased significantly in recent times, for it is working is based business model Canvas. In the industrial sector, it was found that the application of agile methodologies delivered excellent results in quality processes, new strategies to optimize the level of productive utility by Kanban and analysis of business models and the redesign of competitive strategies are evident through the contribution of Canvas. In the education sector, the appropriation of Scrum in companies that have adopted CMMI, Kanban implemented in the public sector of higher education and Canvas as support for innovation. [ABSTRACT FROM AUTHOR]

The paper investigate the use of Social network sites (SNSs) for the employment and project seeking process under consideration of the gender of the user and different kind of SNS. SNSs user creates a profile to present their skills and knowledge to a large audience. SNS profiles can be used by individuals to present themselves to potential employer to identify employment opportunities. This paper identified differences between female and male user of SNSs. The gender influences the use of SNSs for the employment or project seeking process. The kind of SNS provides another variable which influence the use and behaviour of individuals. The research has been done with a questionnaire with 210 participants. The data has been analysed with descriptive statistical methods e.g. median, mean, cross tables and correlation. The employment seeking process is an important part for companies to be competitive and project manager needs superior members to be successful. SNSs are a new channel and substitute historical channels for the employment and project seeking process. Human Resources Management (HRM) need explanations how to use SNSs for the employment seeking process to provide a value to organizations. SNSs are a new tool to identify potential candidates. This tool needs further investigation that HRM can use SNSs for the employment seeking process effective and efficient. The theoretical background for this paper is social capital to explain the use of social networks and advantage of SNSs profiles for individuals as an opportunity to transfer information about individuals to other people. [ABSTRACT FROM AUTHOR]

The traditional software product development models are characterised by a predictive approach derived from physical engineering processes. The recent developments of the software-related scenario have proved these plan-driven models to be inadequate, especially in high risk and rapidly changing environments. Agile methodologies were therefore developed as an answer to these issues. Due to their intrinsic agility, they confirmed to be capable to adapt to further changes occurred since their first introduction: methodologies were modified and tailored according to every different shortcoming found during their introduction. This research is aimed at detecting the dominant agile practices and adoption strategies, which transcends the original belonging to a certain model and may be affected by internal and external characteristics. A survey-based analysis was conducted in order to find out what are the most used practices. 194 valid questionnaires were returned. Factor analysis and cluster analysis allowed to relate practices to several environmental characteristics, with the purpose of seeking a significant relation between them. Results of the study showed that most of the companies prefer to adopt practices related to the general management of the development process, to the detriment of practices associated with coding and testing techniques. The opinions of the team members turned out to be the only inner factor responsible for the introduction or the abandonment of the practices. About the outer variables, the size of the team and the proximity of the team members have proven to significantly affect the adoption strategy. [ABSTRACT FROM AUTHOR]

Many IT organizations aspire to improve the efficiency and general standard of their software development effort by implementing agile software development practices. Some of the popular agile development methods adopted by IT organizations are Scrum, eXtreme Programming (XP), Kanban, Featured Driven Development (FDD) and Dynamic System Development Method (DSDM). This paper intends to identify and analyze the barriers that impact on the performance of IT organizations that use such agile software development methods. The analysis will help the IT organizations to cater the needed aspects to be successful. The analysis will also help the IT organizations to select the right methodology for their organization. The contribution of this analysis is to present guideline related to avoid or overcome the barriers towards adoption of agile. [ABSTRACT FROM AUTHOR]