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Zeitschriftenartikel zum Thema „Agile model“

Autor: Grafiati

Veröffentlicht am 29. Juni 2021

Zuletzt aktualisiert am 21. Juni 2025

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Anes, Vitor, António Abreu, Ana Dias, and João Calado. "Agile teams’ assignment model for Scaling Agile." Procedia Computer Science 219 (2023): 1634–41. http://dx.doi.org/10.1016/j.procs.2023.01.456.

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Vernickel, Kilian, and Kevin Burger. "Agile Weiterentwicklung durch Produktinkremente/Agile Further Development through Product Increments – Procedure Model for the Continuous Development of Mechatronic Products." wt Werkstattstechnik online 111, no. 06 (2021): 469–73. http://dx.doi.org/10.37544/1436-4980-2021-06-113.

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Neue Technologien kommen mit zunehmender Geschwindigkeit auf den Markt, während Kundenanforderungen unbeständiger und weniger vorhersehbar werden. Diese VUCA-Bedingungen erfordern eine zunehmende Reaktions- und Anpas- sungsfähigkeit von Entwicklern und Prozessen. Das in diesem Beitrag präsentierte „Procedure Model for Agile Further Development“ (PM4AFD) ist hierfür ein agiler Ansatz zur Weiterentwicklung von Produkten mithilfe von Minimum Viable Product Increments (MVPIs). &nbsp; New technologies are evolving rapidly, while customer requirements are becoming more volatile and less predictable. These VUCA conditions require developers and development processes to be increasingly responsive and adaptive. The Procedure Model for Agile Further Development (PM4AFD) is an agile approach for further developing products using Minimum Viable Product Increments (MVPIs).

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Kastelec, Patricija. "Model EFQM in agilnost organizacij." Revija za univerzalno odličnost 10, no. 2 (2021): 155–79. http://dx.doi.org/10.37886/ruo.2021.034.

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Research question (RV): What is the contribution of an organization that follows the EFQM model and reorganizes its organization into an agile organization? Purpose: The purpose of the research is to examine the interrelationship between the EFQM model, agility and agile organization, and consequently faster adaptability, greater performance and competitiveness of the agile organization. Method: The article was based on a review of foreign and domestic literature. We reviewed the professional literature on agility and the EFQM model. We searched a link between agility and the EFQM model. Results: We will find that there are differences between agile management and organizational culture in organizations that are agile aware from those that are not. It is essential for successful agile organization leaders to develop effective communication and interaction skills that are unique to the leader and organization. It is important that individuals in the organization adopt a shared vision, participate in a culture of trust and inclusion, while leaders encourage creativity and experimentation. Organization: An agile organization is considered to be fast (innovative, agile, adaptable) and that it is necessary to constantly renew its business. The research will draw attention to the importance and necessity of management awareness that by creating a certain organizational culture and agile management of the organization, they will achieve faster and more efficient adaptation to changes in the environment. Society: The lack of agile management and the creation of an inappropriate organizational culture has a negative impact on the satisfaction of all involved in the process (employees, customers, suppliers) and consequently on adapting to the needs of the environment. Originality: The originality of the article lies in breaking down the myths about the concept of agility and agile organization, and presenting or evaluating the obtained results with the result of differences between agile and not agile or traditional organizations. Limitations / further research: The limitation represents a small number of articles and literature selected for comparison. Based on a larger sample of articles, we would get more relevant results. We also found a few articles in Slovenian.

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Russo, Daniel. "The Agile Success Model." ACM Transactions on Software Engineering and Methodology 30, no. 4 (2021): 1–46. http://dx.doi.org/10.1145/3464938.

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Organizations are increasingly adopting Agile frameworks for their internal software development. Cost reduction, rapid deployment, requirements and mental model alignment are typical reasons for an Agile transformation. This article presents an in-depth field study of a large-scale Agile transformation in a mission-critical environment, where stakeholders’ commitment was a critical success factor. The goal of such a transformation was to implement mission-oriented features, reducing costs and time to operate in critical scenarios. The project lasted several years and involved over 40 professionals. We report how a hierarchical and plan-driven organization exploited Agile methods to develop a Command & Control (C2) system. Accordingly, we first abstract our experience, inducing a success model of general use for other comparable organizations by performing a post-mortem study. The goal of the inductive research process was to identify critical success factors and their relations. Finally, we validated and generalized our model through Partial Least Squares - Structural Equation Modelling, surveying 200 software engineers involved in similar projects. We conclude the article with data-driven recommendations concerning the management of Agile projects.

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Aoyama, Mikio. "Agile software process model." Computer Standards & Interfaces 21, no. 2 (1999): 177. http://dx.doi.org/10.1016/s0920-5489(99)92220-1.

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Masood Butt, Saad, Shahid Masood Butt, Azura Onn, Nadra Tabassam, and Mazlina Abdul Majid. "Usability Evaluation Techniques for Agile Software Model." Journal of Software 10, no. 1 (2015): 32–41. http://dx.doi.org/10.17706/jsw.10.1.32-41.

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Dias, Vasco Franqueira, and Alexandra B. Tenera. "An agile portfolio management model for the insurance sector: the APMI model." International Journal of Information Systems and Project Management 11, no. 2 (2023): 81–99. http://dx.doi.org/10.12821/ijispm110204.

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Nowadays, the increasing uncertainty and instability make it crucial for traditional companies to become more agile and able to act fast on consumer needs and expectations. Therefore, many insurance companies are seeking to increasingly adopt Agile practices to become more effective, faster, and leaner in their critical processes. On the other hand, several companies are strengthening their planning methodologies by implementing Portfolio Management models. These models enable them to manage their initiatives in a more integrated and efficient manner that is strategically aligned, minimizes complexity, and provides higher flexibility when responding to uncertainty. Given the limited scientific knowledge in combining Agile and Portfolio Management (PfM), particularly in the insurance industry, a new Agile Portfolio Management (APfM) model, the APMI – Agile Portfolio Management for insurers was designed and tested, showing how Agile and PfM international practices can be conciliated with current insurance industry-specific practices. Results revealed a high satisfaction level with the model implementation, indicating that the proposed model can foster a greater strategic alignment, increase the organization’s strategic focus, promote transversal alignment and visibility, and support the organization’s capacity coordination.

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Gürkan, Alpaslan, and Kalıpsız Oya. "Model Driven Web Application Development with Agile Practices." International Journal of Software Engineering & Applications (IJSEA) 7, no. 5 (2021): 1–11. https://doi.org/10.5281/zenodo.5513486.

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Model driven development is an effective method due to its benefits such as code transformation, increasing productivity and reducing human based error possibilities. Meanwhile, agile software development increases the software flexibility and customer satisfaction by using iterative method. Can these two development approaches be combined to develop web applications efficiently? What are the challenges and what are the benefits of this approach? In this paper, we answer these two crucial problems; combining model driven development and agile software development results in not only fast development and easiness of the user interface design but also efficient job tracking. We also defined an agile model based approach for web applications whose implementation study has been carried out to support the answers we gave these two crucial problems.

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Mahmut, Ünver. "Software Process Models and Agile Method Applicability in Industry." International Journal of Trend in Scientific Research and Development 3, no. 1 (2018): 1285–89. https://doi.org/10.31142/ijtsrd20238.

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Software process models have been developed since 1968. When software process models are implemented in the software sector, it is considered that more suitable projects will be developed in terms of customer satisfaction and cost. In this study, the use of Agile, which is a frequently used software process model, in industry is investigated. In the research, software process models are explained and industrial sectors using Agile method are examined. It has been observed that customer satisfaction, time saving, and project success increase in sectors where Agile method is applied. Likewise, the project has also increased efficiency and competence. Mahmut Ã&oelig;nver "Software Process Models and Agile Method Applicability in Industry" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-1 , December 2018, URL: https://www.ijtsrd.com/papers/ijtsrd20238.pdf

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Zeba-Shahzeab, Z.I.Shaheen Sajjade. "Agile Process Model for Software Development." Journal of Advancement in Software Engineering and Testing 3, no. 3 (2020): 1–9. https://doi.org/10.5281/zenodo.4281979.

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<em>Software development is that the process of observing, requiring, designing, programming, documenting, testing and bug fixing involved in creating and preserving applications, maintaining frameworks or other software components. Software Development Life Cycle (SDLC) consists of an in depth plan which needs the way to develop, maintain and replace specific software. Several software development models followed by various organizations are referred to as Waterfall Model, V-Shaped Model, and Incremental Model. However Agile is adopted to be a winning choice for software development across all industries. The features like possibility of modifications as per requirements at any stage of software development and importance given to the business values delivered instead of confirmation to project plan makes Agile unique from traditional software development models. Industries are changing their software development choice as agile methodology.  It shows how the Agile is becoming an attractive choice for software development altogether industries across the world.</em>

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Suresh, Kannan Duraisamy, Bass Bryce, and Mukkavilli Sai. "Embedding Performance Testing in Agile Software Model." International Journal of Software Engineering & Applications (IJSEA) 12, no. 6 (2021): 1–11. https://doi.org/10.5281/zenodo.5771628.

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In the last couple of decades, the software development process has evolved drastically, starting from Big Bang to Waterfall to Agile. The primary driver for the evolution of the software was the “Speed of Delivery” of the Software Product which has significantly accelerated from months to less than weeks and days. For IT (Information Technology) Organizations to be successful, they inevitably need a strong technology presence to roll out new software and features as quickly as possible to their customer base. The current user generation tends to use technology to maximum potential and is always striving to keep up with the new trends. The main subject is for the organizations to be ready with their Speed of Delivery strategy adapting to all technology modernization initiatives like CICD (Continuous Integration and Continuous Deployment), Agile, DevOps, and Cloud so that there are negligible customer friction and no risks to their Market shares,. The aim of this paper is to compare the performance testing in every stage of the agile model to the traditional end testing. The results of the corresponding testing phases are presented in this paper.

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Henriques, Vaughan, and Maureen Tanner. "A Systematic Literature Review of Agile Maturity Model Research." Interdisciplinary Journal of Information, Knowledge, and Management 12 (2017): 053–73. http://dx.doi.org/10.28945/3666.

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Background/Aim/Purpose: A commonly implemented software process improvement framework is the capability maturity model integrated (CMMI). Existing literature indicates higher levels of CMMI maturity could result in a loss of agility due to its organizational focus. To maintain agility, research has focussed attention on agile maturity models. The objective of this paper is to find the common research themes and conclusions in agile maturity model research. Methodology: This research adopts a systematic approach to agile maturity model research, using Google Scholar, Science Direct, and IEEE Xplore as sources. In total 531 articles were initially found matching the search criteria, which was filtered to 39 articles by applying specific exclusion criteria. Contribution:: The article highlights the trends in agile maturity model research, specifically bringing to light the lack of research providing validation of such models. Findings: Two major themes emerge, being the coexistence of agile and CMMI and the development of agile principle based maturity models. The research trend indicates an increase in agile maturity model articles, particularly in the latter half of the last decade, with concentrations of research coinciding with version updates of CMMI. While there is general consensus around higher CMMI maturity levels being incompatible with true agility, there is evidence of the two coexisting when agile is introduced into already highly matured environments. Future Research: Future research direction for this topic should include how to attain higher levels of CMMI maturity using only agile methods, how governance is addressed in agile environments, and whether existing agile maturity models relate to improved project success.

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White, A. S. "An Agile Project System Dynamics Simulation Model." International Journal of Information Technologies and Systems Approach 7, no. 1 (2014): 55–79. http://dx.doi.org/10.4018/ijitsa.2014010104.

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This paper compares established Systems Dynamics (SD) models of software projects with models of agile development. A new minimal SIMULINK™ agile project model was created and compared to a Waterfall model of a NASA project. Results are presented to enable project managers to predict the performance of future agile project processes. The model includes the time to generate the requirements and a function to provide requirements volatility. These models show that for the same productivity and fraction of errors that are satisfactory, the overall development staff costs are similar for agile and waterfall projects and the undiscovered rework is less for the agile project. This model generally supports empirical observations that shorter time-box iterations yield a shorter overall project completion.

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Singh, Monika, and Ruhi Saxena. "Risk Management in Agile Model." IOSR Journal of Computer Engineering 16, no. 5 (2014): 43–46. http://dx.doi.org/10.9790/0661-16564346.

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Gray, Jeff, and Bernhard Rumpe. "Agile model-based system development." Software & Systems Modeling 17, no. 4 (2018): 1053–54. http://dx.doi.org/10.1007/s10270-018-0694-1.

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Wijesinghe, Uthpala, Vidara Mapitiyage, Chathurya Wickramarathne, Chamoda Wickramage, Krishantha Wisenthige, and Chathuni Aluthwala. "Does management support drive sustained agile usage? a serial mediation model and cIPMA perspective." PLOS ONE 20, no. 2 (2025): e0316538. https://doi.org/10.1371/journal.pone.0316538.

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Agile software development is immensely popular in the industry, but most teams struggle to sustain its use. Human factors like management support, agile training, agile mindset, and team resilience are often neglected, hindering long-term success. However, research has not explored their underlying mechanisms in depth. Therefore, this study examines if management support impacts the sustained usage of agile methodologies within software development teams. It subsequently investigates the individual and serial mediating effects of agile training, the agile mindset, and team resilience on this relationship. Additionally, it compares the importance and performance of management support, agile training, the agile mindset, and team resilience in infusing agile practices. Finally, it determines these antecedents’ necessity for the enduring success of agile application. Data collected from 391 agile software development professionals using a structured questionnaire. Partial-least-squares structural equation modelling, importance-performance map analysis and necessary condition analysis were used to investigate relationships. The findings underscore the pivotal role of management support in infusing agile practices. Agile training, mindset, and team resilience emerge as critical mediators, with a strong serial mediation effect. While management support is paramount, its practical implementation falls short within teams. All four antecedents are found to be necessary for optimal agile sustainment. Thus, this study significantly advances theoretical understanding by introducing a serial mediation model that elucidates their mechanisms in impacting agile infusion. It extends prior organisational-level findings to the team-level. The study’s quantitative verification of qualitative findings strengthens their generalisability to a broader spectrum of teams. It pioneers in expounding the constructs’ relative importance, performance and necessity, to offer actionable insights for agile practitioners. Finally, it provides methodological guidance to apply importance performance map analysis and necessary condition analysis in agile software development research.

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Bose, Bijoya, Nishat Tasnim Khan, Sumaiya Ashreen, Faishal Ahmed Shuvo, Md. Mazid-Ul-Haque, and Abhijit Bhowmik. "Hybrid Scrum-XP: A Proposed Model based on Effectiveness of Agile Model on Varieties of Software Companies in Bangladesh." AIUB Journal of Science and Engineering (AJSE) 22, no. 1 (2023): 35–44. http://dx.doi.org/10.53799/ajse.v22i1.353.

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The Agile Methodology is a term which refers to a method of software development that is incremental and iterative in nature and is used to manage and incorporate constantly changing needs. This entails decomposing the entire development process cycle into a series of tasks. The process is further divided into a number of sub-tasks, each function is independently. The Agile Development technique, which is a popular and growth-oriented strategy, provides not only speedy project delivery, but also software responsiveness, which leads to total corporate growth and agility. The organization's project management capabilities and performance are improved through the adoption of Agile practices. In their business, the companies employ Agile methods. As a result, the goal of this study is to see how effective agile approaches are in Bangladeshi software organizations. A survey of established software companies in Bangladesh is being conducted to accomplish the objective. The Scrum and XP agile technique is the most widely used according to the findings. It is proposed that Scrum and the XP model be combined to achieve maximum effectiveness and overcome their respective limits.

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George B, Libu. "Zhivete Model - A Hybrid of V Model and Agile Scrum for Product Development." INTERANTIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT 07, no. 11 (2023): 1–11. http://dx.doi.org/10.55041/ijsrem27236.

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The New Product Development Process (NPDP) is a systematic approach to product development, consisting of various stages from ideation to commercialization. The Waterfall model and the Iterative (Agile) model are two commonly used approaches to product development, with each having its own strengths and weaknesses. The V-model is a sequential development process used in regulated industries, emphasizing the importance of verification and validation in product development. Although the V-model is well-suited for regulated industries, it can be inflexible and not adaptable to changes in requirements or feedback. Therefore, a more agile model is needed, with continuous testing and validation throughout the development process. In this paper we are Proposing the Zhivete model - a hybrid of V model and Agile Scrum for product development. Offers structured approach with flexibility and adaptation, potentially reducing time and cost. Keyowrds: New Product Development Process, Waterfall model, V-model, Iterative (Agile) model

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S., Chandramouli, and G. Rajesh Kumar Dr. "HR MANAGEMENT BEST PRACTICES IN IT ORGANIZATIONS WITH SPECIAL REFERENCE TO AGILE - SCRUM PROJECTS." International Journal of Human Resource & Industrial Research 3, no. 2 (2016): 16–26. https://doi.org/10.5281/zenodo.10699714.

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Agile is an iterative and incremental (evolutionary) approach to software development which is performed in a highly collaborative manner with "just enough" ceremony that produces high quality software which meets the changing needs of its stakeholders in particular delivering quick value to the Customer. In Agile less focus given on tracking individual performance, more on overall team performance (Chandramouli S & Dr. Rajesh Kumar, 2013 b).  According to Invancevich and Glueck, “HRM is concerned with the most effective use of people to achieve organizational and individual goals. It is a way of managing people at work, so that they give their best to the organization.”  Agile manifesto states that - Individual and interactions (organizations) over Process and tools.  Author tries to combine both the definitions together and tried to find out how HR Management practices (Effective use of People) helps the project and program managers to execute agile projects in particular scrum methodology based projects. Agile concepts and HR Management are tightly coupled together. This paper is aimed to study the human resource management practices of agile scrum methodology with respect to SCRUM TEA Model in detail. <strong>Key Words</strong>: Agile, HR Management, HRM, SCRUM TEA Model

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Rathore, Manvender, and Deepa Jose. "Software Upgradation Model Based on Agile Methodology." Oriental journal of computer science and technology 10, no. 2 (2017): 352–58. http://dx.doi.org/10.13005/ojcst/10.02.14.

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Agile software development work on twelve principle for software development which implies requirements and solutions evolved through the combined teamwork of disciplined and interdisciplinary teams. The objective of this paper is to connect agile methodology with Version Control System for more efficient and effective utilization of resources. In this proposed model based on agile methodology, the Version Control System plays a vital role to make work done faster as compared to SCRUM. This paper compares various existing agile methodologies. The efficiency of the proposed model is proved through comparative analysis with existing agile methods and using ANOVA mathematical model. Bitbucket as Version Control System is used as web based hosting service and the proposed model is compared by maintaining similar sprints in SCRUM and VSprint model. VCS and previous SRS documents are the important components of this proposed model which helps in increasing the work speed at different phases of software development which the existing models does not consider.

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Schweigert, Tomas, Detlef Vohwinkel, Morten Korsaa, Risto Nevalainen, and Miklos Biro. "Agile maturity model: analysing agile maturity characteristics from the SPICE perspective." Journal of Software: Evolution and Process 26, no. 5 (2013): 513–20. http://dx.doi.org/10.1002/smr.1617.

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Higuchi, Marcelo Makoto, and Davi Noboru Nakano. "Agile Design: A Combined Model Based on Design Thinking and Agile Methodologies for Digital Games Projects." Revista de Gestão e Projetos 08, no. 02 (2017): 109–26. http://dx.doi.org/10.5585/gep.v8i2.528.

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Crnogaj, Katja, Polona Tominc, and Maja Rožman. "A Conceptual Model of Developing an Agile Work Environment." Sustainability 14, no. 22 (2022): 14807. http://dx.doi.org/10.3390/su142214807.

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This study has highlighted the need for an agile work environment to enhance companies’ performance, growth, and sustainability. In today’s rapidly changing business world, the goal of every individual and team in a company should be to deliver value to customers. The paper highlights theoretical and empirical evidence on the importance of an agile work environment and its positive effect on company performance. In addition, the paper provides insights into the important concept of developing an agile work environment and offers a conceptual model with five selected constructs, which can be leveraged to build an agile mindset in companies. Moving away from traditional leadership models, this paper highlights the significant role that agile leadership can play in enhancing effectiveness and performance, even in long-established large companies. The empirical research was based on 468 randomly selected medium and large Slovenian companies. Structural equation modelling (SEM) was used to test the model. The empirical results show that changing and adaptive agile companies are the ones that thrive more easily in an environment that is unpredictable and characterized by rapid change.

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Raharjo, Teguh. "Model of Critical Success Factors for Agile Information Technology Project in Indonesia using Analytic Hierarchy Process (AHP)." ADI Journal on Recent Innovation (AJRI) 5, no. 1Sp (2023): 68–77. http://dx.doi.org/10.34306/ajri.v5i1sp.968.

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The implementation of Agile shows rapid development. For business continuity, organizations apply Agile in building innovative products according to market conditions The implementation of Agile shows rapid development. For business continuity, organizations apply Agile in building innovative products according to market conditions. Agile implementation in Indonesian IT projects faces problems include cultural constraints, lack of education/training, unclear guidelines, limited Agile mindset understanding, and insufficient management support. This study aims to solve these problems by exploring success factors of Agile projects with the analytic hierarchy process (AHP) model to help organizations in making Agile implementation strategies for their projects. A qualitative approach is used as a research method to confirm CSF by experts and practitioners, while a quantitative process is used to perform AHP calculations. The research identified critical success factors for Agile project implementation, including management support, competent project teams, organization-specific guidelines for processes and procedures, adaptive organizational culture, Agile training and coaching for team members, and a clear product roadmap. This research makes significant contributions to both the academic and practical domains. In academia, it serves as a valuable reference for critical success factors (CSFs) in the Agile field. In practical terms, it offers valuable insights for organizations in Indonesia, aiding them in effectively planning and implementing Agile methodologies

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Bellmann, A., S. Schneider, J. Schallow, J. Hartung, J. Litterscheidt, and J. Prof Deuse. "Gesteigerte Planbarkeit agiler Vorgehensweisen*/Enhanced predictability of agile procedures." wt Werkstattstechnik online 106, no. 07-08 (2016): 550–54. http://dx.doi.org/10.37544/1436-4980-2016-07-08-84.

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In Wissenschaft und Praxis gewinnt der Einsatz agiler Vorgehensweisen für die Planung von Produktionssystemen zunehmend an Bedeutung. Neben den potentiellen Effizienzsteigerungen entstehen hierdurch auch neue Herausforderungen bezüglich der Planbarkeit der Abläufe. Die hier vorgestellte Methodik steigert die Planbarkeit durch ein synchrones Zusammenarbeitsmodell der beteiligten Teildisziplinen sowie durch die Einführung standardisierter Planungsumfänge mit Soll-Zeiten. &nbsp; In academics and industry the use of agile procedures for planning of production systems is a steady upward trend. Besides the potential efficiency improvements new challenges in the predictability of projects arise. The methodology described in this paper increases this by a synchronous collaboration model of all disciplines involved and with the establishment of standardized planning contents with standard times.

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Reichelt, F., D. Blank, D. Holder, and T. Maier. "New Holistic Approach Towards a Technology-Driven Development-Model in Automotive." Proceedings of the Design Society 2 (May 2022): 241–52. http://dx.doi.org/10.1017/pds.2022.26.

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AbstractThe use of agile methods can also be advantageous in the development of physical products, as pilot projects have shown so far. However, the transfer of agile methods to the entire organisation is difficult, due to the different, prevailing circumstances of the various development activities. We have therefore defined a new approach subdividing product development into agile technology-driven and traditional product-oriented development. This model considers the methodological characteristics and thus enables the combination of the benefits of both agile and traditional development methods..

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Trihardianingsih, Liana, Maie Istighosah, Ariel Yonatan Alin, and Muhammad Ryandy Ghonim Asgar. "Systematic Literature Review of Trend and Characteristic Agile Model." JURNAL TEKNIK INFORMATIKA 16, no. 1 (2023): 45–57. http://dx.doi.org/10.15408/jti.v16i1.28995.

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Agile is a methodology and engineering approach for software development that encourages change in collaboration through tasks carried out at various stages of the software development life cycle. Scaled Agile Framework, Kanban, Scrum, Lean, Extreme Programming, Crystal, Dynamic System Development Method, and Feature Driven Development are a few of the approaches that go along with agile. Each of these approaches has distinct traits and qualities of its own. Every engineer and researcher needs to be aware of the benefits and characteristics of each method before deciding to use one. In order to assist engineers and researchers who will use one of these methods, this research will analyze it. The method used in this paper is a systematic literature review, which involved at 52 papers published in the previous eight years, from 2018 to 2022. This method is carried out by determining research questions, determining library initiation and selection, determining inclusion and exclusion criteria, and finally performing data extraction. This essay seeks to establish: (i) Study trends on each agile technique from 2018 to 2022 and (ii) Each agile method's characteristics. The results of this literature review indicate that Scrum and Extreme Programming have overtaken other agile methodologies as the most popular agile techniques over the last eight years. Through an analysis of the characteristics of each methodology, namely the development approach, suggested iteration time period, team communication, project size, project documentation, design, workflow approach, project coordinator, role assignment, coding, testing, and the nature of customer interaction, it is found that Scrum and Extreme Programming do have several advantages over other methodologies.

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SOLANGI, Y. A., Z. A. SOLANGI, A. MAITLO, S. CHANDIO, and A. SHAH. "Agile Methods Acceptance Model: Understanding Factors for Implementing Agile Methods in Pakistan." SINDH UNIVERSITY RESEARCH JOURNAL -SCIENCE SERIES 51, no. 03 (2019): 381–84. http://dx.doi.org/10.26692/surj/2019.09.61.

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Jain, Parita, Arun Sharma, and Laxmi Ahuja. "A Customized Quality Model for Software Quality Assurance in Agile Environment." International Journal of Information Technology and Web Engineering 14, no. 3 (2019): 64–77. http://dx.doi.org/10.4018/ijitwe.2019070104.

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The agile approach grew dramatically over traditional approaches. The methodology focuses more on rapid development, quick evaluation, quantifiable progress and continuous delivery satisfying the customer desire. In view of this, there is a need for measurement of the agile development process. In this respect, the present research work investigates the inter-relationships and inter-dependencies between the identified quality factors (QF), thereby outlining which of these QF have high driving power and dependence power, working indirectly towards the success of agile development process. This paper proposes a new agile quality model, utilizing an interpretive structural modeling (ISM) approach and the identified factors are classifies using Matriced' Impacts Croise's Multiplication Applique´e a UN Classement (MICMAC) approach. The research findings can significantly impact agile development process by understanding how these QF related to each other and how they can be adopted.

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Fedorová, Kristína, Peter Bakaráč, and Michal Kvasnica. "Agile manoeuvres using model predictive control." Acta Chimica Slovaca 12, no. 1 (2019): 136–41. http://dx.doi.org/10.2478/acs-2019-0019.

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Abstract This paper shows how model predictive control (MPC) can be used to perform agile manoeuvres in a pendulum-on-a-cart system, which is an abstraction of many mechanical systems commonly used in the industry, such as cranes. Specifically, the problem of moving a cart on which a pendulum is mounted using a free joint is rapidly moved from one position to another one while mitigating the swings of the pendulum. To achieve this goal, an optimization-based MPC strategy is employed that selects the control moves while minimizing the chosen cost function and, simultaneously, enforcing constraint satisfaction. As the controlled system is nonlinear, two options are considered. The first one solves the nonlinear MPC problem in an approximate fashion using the so-called random shooting approach. The second method is based on the first one approximating the nonlinear system by a linear one, followed by applying convex MPC techniques. The performance of both strategies was compared by means of real-time experiments.

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Zhang, Yuefeng, and Shailesh Patel. "Agile Model-Driven Development in Practice." IEEE Software 28, no. 2 (2011): 84–91. http://dx.doi.org/10.1109/ms.2010.85.

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Bach-Dąbrowska, Irena, and Paweł Pawlewski. "Optimization Model of Agile Team's Cohesion." Procedia Computer Science 35 (2014): 1577–85. http://dx.doi.org/10.1016/j.procs.2014.08.241.

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Rosa, Rodrigo, and Alexandra Tenera. "A Stage – Agile – Thinking (SAT) MODEL." Procedia Computer Science 256 (2025): 1861–70. https://doi.org/10.1016/j.procs.2025.02.327.

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Mr., Nikunj S. Patel* Dr. Pragnesh K. Brahmbhatt Dr. T.N. Desai. "AN AGILE MANUFACTURING CONCEPTUAL MODEL OF CRITICAL SUCCESS FACTORS FOR SMALL AND MEDIUM SCALE ENTERPRISES (SMES) OF SOUTH GUJARAT REGION." INTERNATIONAL JOURNAL OF ENGINEERING SCIENCES & RESEARCH TECHNOLOGY 6, no. 1 (2017): 266–71. https://doi.org/10.5281/zenodo.246803.

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In the era of industrial revolution, customer required the any product with the low cost and higher quality. Also the customer demands are not static. So to satisfy the customer dynamic demand, companies are required to some changes in the manufacturing strategy and use the modern tools like Agile Manufacturing, Green Manufacturing, and Sustainable Manufacturing. Small and medium scale Enterprises are the major important role to in the growth of the any country so, I prepared the questionnaire for the critical success factor for agile manufacturing of south Gujarat region and taking 347 responses from the different manufacturing industries like chemical Sector, textile sector, fabrication sector etc. By using the SPSS-AMOS software, individual 9-constructs are analyze and then finally prepared Agile manufacturing conceptual model for the SMEs of south Gujarat region. This model provides the concept and estimated values about the agile manufacturing to enhance the agility of any organization.

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Ozornin, S. Yu, and N. G. Terlyga. "DEVELOPMENT OF A CUSTOMIZED AGILE PROJECT MANAGEMENT MODEL." Quality. Innovation. Education, no. 1 (2022): 42–61. http://dx.doi.org/10.31145/1999-513x-2022-1-42-61.

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The transition of the domestic economy to the digital path of development has determined the need to change the models of project management. An analysis of the applicability of agile project management showed the presence of bottlenecks in the Russian markets and created the need to develop an adapted approach that takes into account the peculiarities of the domestic digital economy. The methods of analysis, symbiosis, modeling and visualization served as the basis for the development of an adapted model of agile project management in the digital economy. As a result of applying the methods, a symbiotic constraint model was developed that takes into account the limitations of the tripartite approach and supplements it with the provisions of the Agile concept. On the basis of symbiosis, a agile project management model has been developed, consisting of 8 subsystems declared in the seventh version of the PMBoK. The model is based on the principles of iterative development characteristic of the Agile approach, and also takes into account the key provisions of traditional project management through the introduction of operations of initial planning and control of compliance with constraints. The developed model can be used as a project management tool at domestic enterprises in information technology sphere.

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Lamsellak, Hajar, and Mohammed Ghaouth Belkasmi. "Global software development agile planning model: challenges and current trends." Indonesian Journal of Electrical Engineering and Computer Science 32, no. 3 (2023): 1774. http://dx.doi.org/10.11591/ijeecs.v32.i3.pp1774-1784.

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Agile planning offers a number of benefits that make the customers active members of the team throughout the project. In global software development (GSD), geographic separations demand special attention to harness these benefits. Our paper conducted a systematic mapping study (SMS) to analyze GSD-specific agile planning challenges followed by a systematic literature review (SLR) for efficient solutions. These studies led to a model for agile planning in global software development supporting GSD practitioners during this process.

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Zhang, Fuye, Nur Atiqah Sia Abdullah, and Marshima Mohd Rosli. "Analysis of Critical Success Factors of Agile Software Projects based on the Fuzzy Delphi Method." Engineering, Technology & Applied Science Research 15, no. 1 (2025): 19424–33. https://doi.org/10.48084/etasr.9151.

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Agile software development initiatives have gained widespread recognition both domestically and internationally, particularly in the Chinese software industry. However, traditional enterprises often face challenges, such as inadequate project management and lower success rates, which can be attributed to a limited understanding of agile methodologies and effective implementation of agile practices. To address these challenges and identify the Critical Success Factors (CSFs) in agile software projects, an extensive literature review was conducted. As a result, a CSFs model for agile projects in China was constructed. The aim of this study is to evaluate the CSFs model using the Fuzzy Delphi Method (FDM). The research involved 30 authoritative experts from the Chinese agile software development industry and academia, each with more than 10 years of relevant industry knowledge and experience. The FDM was applied to collect data through questionnaires and verify theoretical success factors and dimensions in three rounds of the survey. Finally, a total of 28 factors were analyzed and ranked to develop an optimized CSFs model that has a significant impact on agile software development in China. The research findings provide a feasible set of CSFs for the effective implementation of agile software projects in China. This CSFs model also offers valuable insights for the broader adoption of agile practices in China, with the potential to greatly improve the success rate of agile software development and implementation.

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Hulu, Viky Aldin, Tistry Rahmatiwani Patuninno, Deva Puspasari, Nandy Juniyanto, and Lidya Tri Adistia Pramudita. "Menggagas Revolusi Mental Birokrasi Melalui Konsep Competitive Agile Leadership." Ministrate: Jurnal Birokrasi dan Pemerintahan Daerah 2, no. 1 (2020): 29–37. http://dx.doi.org/10.15575/jbpd.v2i1.8050.

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The research is directed to formulate a bureaucratic mental revolution strategy by utilizing the concept of agile leadership. The research team formulated a bureaucratic mental revolution strategy by utilizing the concept of agile leadership through several stages. First, an analysis of the agile leadership model was carried out on the governance practices of Desa Majasarigovernment. Second, the analysis of agile government was conducted as a result of the emergence of agile leadership in the village. The results of the study explained that the existence of agile leadership is very important to encourage the emergence of agile government. That is, if the agile bureaucratic mentality is strongly supported by the existence of agile leadership. Seeing the paternalistic bureaucracy culture that the leader as the center of activity of the organization, bureaucracy mental revolution strategy has to start from a mental revolution from the leader. Leaders' mental revolution can be implemented when they are placed in a competitive agile leadership assessment system. Therefore, the research team offers and formulates a competitive model of agile leadership as a mental revolution strategy bureaucracy.

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Ai, Yun Ping, Dong Yan Liu, Jia-Bao Liu, and Yun Liu. "Research on Optimization of Intelligent Logistics Agile Distribution Model in Supply Chain Networks." Mathematical Problems in Engineering 2022 (April 14, 2022): 1–8. http://dx.doi.org/10.1155/2022/4225202.

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In the supply chain environment, agile distribution refined the division of operations, responded quickly to the customer needs of the mobile terminal, and promoted the construction of an intelligent logistics distribution system. In order to integrate the distribution resources of the distribution system of the logistics industry and maximize the overall benefits of distribution, this paper designs an intelligent logistics agile distribution model and optimizes the distribution strategy. Firstly, this paper puts forward a rationalization evaluation system based on the established logistics agile distribution model. Make full use of the fuzzy subsets of each level to quantify the fuzzy indexes to evaluate, and then comprehensively clarify the index attributes through the fuzzy transformation criteria to obtain the evaluation results. Secondly, aiming at the networked agile distribution organization form, the scientific location mathematical model of agile distribution center and the path mathematical model of the agile distribution are established. Finally, the uncertain influence of many objective conditions on distribution agility has been analyzed, and the dynamic optimization model of an agile distribution path with the concept of time window under random demand is constructed. Through the experimental analysis, the rationalization evaluation strategy and index of verification test results show that the model has significant optimization advantages, which not only improve the rationality and economic benefits of distribution, but also meet the time requirements of all users.

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Nigam, Priti Vivek, and Purvi Avantilal Chavla. "Agile Talent Management." International Journal of E-Adoption 14, no. 1 (2022): 1–18. http://dx.doi.org/10.4018/ijea.314279.

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Organisational agility is becoming increasingly important in establishing long-term competitive advantage. Organisational agility has recently gained prominence as a result of the COVID-19 pandemic. The main issue with organisational agility is determining how to make employees more agile. In this research paper, the researcher emphasised two essential dominants for organisational agility: agile competencies and agile talent management practices. For this, 50 employees from various organisations and institutes in Vadodara were surveyed using questionnaires. PLS 3.3.2 was utilised to analyse the proposed model using partial least squares structural equation modelling. This research paper advances agility research by emphasising the positive association between agile talent management practices and organisational agility. This study also contributes to human resource management by underlining the inherent linkages to HRM and the lineage of a competence-based organization agility model.

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Sunda, Neelam, and Ripu Ranjan Sinha. "A Review: Effort Estimation Model for Scrum Projects using Supervised Learning." International Journal on Recent and Innovation Trends in Computing and Communication 11, no. 11s (2023): 302–8. http://dx.doi.org/10.17762/ijritcc.v11i11s.8102.

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Effort estimation practice in Agile is a critical component of the methodology to help cross-functional teams to plan and prioritize their work. Agile approaches have emerged in recent years as a more adaptable means of creating software projects because they consistently produce a workable end product that is developed progressively, preventing projects from failing entirely. Agile software development enables teams to collaborate directly with clients and swiftly adjust to changing requirements. This produces a result that is distinct, gradual, and targeted. It has been noted that the present Scrum estimate approach heavily relies on historical data from previous projects and expert opinion, while existing agile estimation methods like analogy and planning poker become unpredictable in the absence of historical data and experts. User Stories are used to estimate effort in the Agile approach, which has been adopted by 60–70% of the software businesses. This study's goal is to review a variety of strategies and techniques that will be used to gauge and forecast effort. Additionally, the supervised machine learning method most suited for predictive analysis is reviewed in this paper.

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Famoti, Oluwakemi, Bamidele Michael Omowole, Godwin Nzeako, et al. "A Practical Model for Agile Project Management to Streamline Engineering Delivery in Energy Projects." International Journal of Multidisciplinary Research and Growth Evaluation 6, no. 1 (2025): 1831–40. https://doi.org/10.54660/.ijmrge.2025.6.1-1831-1840.

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This paper explores the application of Agile project management methodologies in the energy sector, aiming to address key challenges such as project complexity, cost overruns, delays, and the need for technological integration. Traditional project management approaches, such as Waterfall, have proven effective for certain energy projects but often struggle to accommodate modern energy initiatives' dynamic and unpredictable nature. Agile principles, including iterative planning, stakeholder engagement, risk management, and continuous improvement, are proposed as a more adaptable and responsive solution. The paper presents a practical model tailored to energy projects, emphasizing the importance of cross-functional teams, regular feedback loops, and flexibility in scope. Furthermore, it discusses the integration of Agile with traditional project management approaches, such as Waterfall, and outlines the barriers to Agile adoption, including resistance to change and the need for specialized expertise. By examining the benefits of Agile, its application in similar industries, and its implementation challenges The study also suggests directions for future research to further explore the integration of Agile with digital tools, its impact across different energy sub-sectors, and its long-term effect on project success.

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Herlinudinkhaji, Didin, and Lingga Kurnia Ramadhani. "Tata Kelola Layanan Teknologi Informasi dengan ITIL V4 untuk Estimasi Layanan." remik 7, no. 1 (2023): 452–57. http://dx.doi.org/10.33395/remik.v7i1.12058.

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Penelitian ini bertujuan untuk tata kelola layanan taknologi informasi dengan ITIL V4 untuk estimasi layanan. Pengukuran dengan maturiti model. Terdapat 2 pengukuran dalam penelitian ini yaitu dengan ITIL maturity model untuk mengetahui tingkat kematangan terhadap layanan teknologi informasi. Hasil dari pengukuran ITIL maturity berupa level kematangan 1 sampai dengan level 5. Yang kedua Agile Maturity model untuk mengetahui fasilitas teknologi infomrasi apa saja yang perlu dilakukan perkembangan lebih lanjut dengan menggunakan Agile Maturity model. Hasil berupa pengukuran tata kelola teknologi informasi dapat dijadikan bahan untuk pengambilan kebijakan pada kebijakan yang mendatang. Hasil pengukuran dari objek penelitian berdasarkan maturity model dan agile capability model. Maturity model berada pada level 2, sementara agile capability model berada pada level 3.

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Hashmi, Amber Sarwar, Yaser Hafeez, Muhammad Jamal, Sadia Ali, and Naila Iqbal. "Role of Situational Agile Distributed Model to Support Modern Software Development Teams." July 2019 38, no. 3 (2019): 655–66. http://dx.doi.org/10.22581/muet1982.1903.11.

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ADSD (Agile Distributed Software Development) is a growing trend for software development organizations to develop quality software with limited cost and time. However, it gives rise to additional situational challenges. Situational variations result in unstable agile architecture which gets highly affected. Although the present literature focuses on agile architecture but effect of situational variation on the agile architecture still needs consideration. One possible solution is development of conceptual model and incorporation of multiple situational factors. This research study aims to identify the most relevant situations and propose situational ADSD approach for the development of situation-based software architecture framework for agile distributed projects. The study focuses on agile methods, rendering identified situational variations. The approach is developed through analyzing data from literature and their associated work documents. Comprehensive survey helps to bridge the gaps from conceptual to architecture model. The experimental results are acquired through both practical and statistical analysis. The results support Conway’s law, e.g. correlation that maps architecture with the communication and coordination needs. Correlation results show that architecture has major contribution in ADSD and validate the relationship among conceptual model and architecture model. The results also suggest that stable architecture in ADSD can positively affect the product.

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Afshari, Mahnaz, and Taghi Javdani Gandomani. "Quality of agile adoption in global software development: An assessment model." Indonesian Journal of Electrical Engineering and Computer Science 21, no. 1 (2021): 367–76. https://doi.org/10.11591/ijeecs.v21.i1.pp367-376.

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Over the last decade, software development has faced two approaches to Agile and global software development (GSD). While Agile development is focused on the reduction of software development overhead by reducing the distance between individuals and face-to-face communications, in global software development, the use of human power in various sites is considered. Despite their inherent differences, the combination of these two approaches has received considerable attention from researchers and software professionals. Meanwhile, the lack of a model or tool capable of assessing teams' adaptation to Agile methods seems to be a research gap. The current research aims to solve this challenge by proposing a model in this regard. Considering the major related factors and weighting them, this model allows software teams to assess the rate of their adaptation and success in global software development

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Khalid, Ayesha, Shariq Aziz Butt, Tauseef Jamal, and Saikat Gochhait. "Agile Scrum Issues at Large-Scale Distributed Projects." International Journal of Software Innovation 8, no. 2 (2020): 85–94. http://dx.doi.org/10.4018/ijsi.2020040106.

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The agile model is a very vast and popular model in use in the software industry currently. It changes the way software is developed. It was introduced in 2001 to overcome deficiencies of software development in a workshop arranged by researchers and practitioners who were involved with the agile concept. They introduced the complete agile manifesto. The agile model has main components that make it more viable for use in well-organized software development. One of these is scrum methodology. The reason for the agile-scrum popularity is its use for small-scale projects, making small teams and allows change requests at any stage of a project from the client. It works for client satisfaction. Instead of so much popularity and distinctive features, agile-scrum also has some limitations when used for large scale projects development that makes it less efficient for development. This article discusses the agile-scrum methodology and its limitations when using for large-scale project organization.

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Edwards, Kasper, Robert G. Cooper, Tomas Vedsmand, and Giulia Nardelli. "Evaluating the Agile-Stage-Gate Hybrid Model: Experiences From Three SME Manufacturing Firms." International Journal of Innovation and Technology Management 16, no. 08 (2019): 1950048. http://dx.doi.org/10.1142/s0219877019500482.

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Agile-Stage-Gate is a hybrid product development model that integrates elements of both Agile and Stage-Gate to help companies realize the strengths of both. Recent studies show positive results in manufacturing companies, although SMEs are notably absent despite being the majority. This paper reports results of a test of the model in three deliberately chosen manufacturing SMEs. Results were improved: time to market, overall new product process, higher success rate. Agile required adaptations, and novel solutions were found by the test firms. The positive results suggest that Agile-Stage-Gate must be considered as a recommended product development approach in SME manufacturers.

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Silas, Faki Agebee, Musa Yusuf, and Anah Hassan Bijik. "Hybridization of Class Responsibility Collaborators Model (HCRCM) with Function Point to enhance Project Estimation Cost in Agile Software Development." Circulation in Computer Science 2, no. 6 (2017): 20–24. http://dx.doi.org/10.22632/ccs-2017-252-32.

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Estimating software cost in an agile system in terms of effort is very challenging. This is because the traditional models of software cost estimation do not completely fit in the agile development process. This paper presents a methodology to enhance the cost of project estimation in agile development. The hybridization adopts Class Responsibility Collaborators models with function point thereby boosting the agile software development estimation process. The study found out that adopting the Hybridized Class Responsibility Collaborator with function point has great improvement on cost estimation in agile software development.

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Lichtenthaler, Ulrich. "Agile Innovation." International Journal of Service Science, Management, Engineering, and Technology 11, no. 1 (2020): 157–67. http://dx.doi.org/10.4018/ijssmet.2020010110.

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In light of digital transformation and a stronger application of artificial intelligence, many firms try to increase the agility of their innovation processes. In this regard, they particularly rely on design thinking or on the lean startup approach to reduce some of the deficits of established innovation processes, such as the stage-gate model. This conceptual article shows that merely focusing on design thinking and lean startup in isolation will not enable companies to fully leverage the benefits of agile innovation. Because of the complementarity of design thinking and lean startup, executives should simultaneously pursue these approaches in order to achieve results that are more than the sum of isolated design thinking or isolated lean startup initiatives. This complementarity derives from the specific benefits of design thinking in the front end of the innovation process combined with the particular benefits of lean startup in the back end.

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Lukas, Andreas, Oliver Moerth-Teo, Lukas Schwarz, Hans P. Schnöll, Matthias Wolf, and Christian Ramsauer. "Agile Powertrain Development: Considerations to Incorporate Agile Principles." Designs 5, no. 4 (2021): 60. http://dx.doi.org/10.3390/designs5040060.

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Pressure to increase effectiveness and efficiency drives the product development process. The software industry has been using agile development approaches due to their advantages when coping with uncertainties and simultaneously increasing value. Therefore, the following work deals with the considerations of agile powertrain development. In order to identify important conditions for the incorporation of agile principles into powertrain development, semistructured interviews were conducted with experts from an engineering company. Having identified agile development challenges, advantages, and principles, the next step is comparing agile principles with the current principles of conventional powertrain development. Furthermore, a basic understanding of the powertrain development process regarding the incorporation of agile principles is established, the main attributes of powertrain development are investigated, and the key disciplines involved are identified. Finally, a model is created to assess whether the application of an agile or conventional development approach is more suitable.

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