Relevant bibliographies by topics / Agil modell

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Agil modell'

Author: Grafiati
Published: 29 June 2021
Last updated: 4 February 2022

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Journal articles on the topic "Agil modell"

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Baecker, Dirk. "Terror und Terrorismus im Formkalkül." Soziale Systeme 21, no. 1 (December 19, 2016): 123–50. http://dx.doi.org/10.1515/sosys-2016-0005.

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Zusammenfassung Der Aufsatz untersucht den Terrorismus als Form der Kommunikation von Terror. System und Form des Terrorismus werden im Rahmen einer Modells bestimmt, das mit den Differenzen Codierung, Ausdifferenzierung, Reproduktion, Paradoxie und unmarked state arbeitet. Das Modell wird als Formkalkül aufeinander bezogener Differenzen angeschrieben und als Modell der kommunikativen Produktion und Reproduktion eines sozialen Phänomens erläutert. Die anschließenden Überlegungen des Aufsatzes sind hypothetisch. Sie können eine systemisch-partizipative Auseinandersetzung mit dem Gegenstand der Untersuchung im Feld dieses Gegenstands nicht ersetzen. Das System des Terrorismus konstituiert sich, indem Aufstände als Terrorakte codiert und unter funktionalen Anforderungen ausdifferenziert werden; diese können mithilfe von Talcott Parsons‘ AGIL-Schema bestimmt werden. Das System reproduziert sich als märtyrerhafte Negation des Gewaltmonopols des Staates und es schließt sich in seiner aktuellen Fassung in der Paradoxie eines Dschihad, der die Gewalt sät, weil er den Frieden will.
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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 (January 2015): 32–41. http://dx.doi.org/10.17706/jsw.10.1.32-41.

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Ünver, Mahmut. "Software Process Models and Agile Method Applicability in Industry." International Journal of Trend in Scientific Research and Development Volume-3, Issue-1 (December 31, 2018): 1285–89. http://dx.doi.org/10.31142/ijtsrd20238.

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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 (August 1, 2017): 109–26. http://dx.doi.org/10.5585/gep.v8i2.528.

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Botaschanjan, Jewgenij, Markus Pister, and Bernhard Rumpe. "Testing agile requirements models." Journal of Zhejiang University-SCIENCE A 5, no. 5 (May 2004): 587–93. http://dx.doi.org/10.1631/jzus.2004.0587.

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Chávez Arellano, Ricardo, Daniel Pineda Domínguez, and Juan José Cuadrado Gallego. "Eficiencia de proyectos de desarrollo de software y modelos de conversión de funcionalidad." Investigación Administrativa 43-1 (January 1, 2013): 1–15. http://dx.doi.org/10.35426/iav43n113.03.

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La industria del software es fundamental en el funcionamiento de la sociedad y las organizaciones de nuestro tiempo. Éstas invierten en sistemas de información para su administración de manera automatizada, lo cual requiere un proyecto de desarrollo de sistemas que se produce en la industria del software bajo el nuevo paradigma conocido como Agile. El objetivo de esta investigación fue desarrollar un modelo de conversión entre el método común de medición de funcionalidad de software de Puntos de función de IFPUG y el de Puntos de relato de Agile, obteniéndose nueve modelos de conversión entre ambas metodologías y cuyo uso ayudará a ser más eficientes los proyectos de desarrollo de software.
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Малинина and Mariya Malinina. "MATURITY MODELS FOR AGILE PROJECT MANAGEMENT." Russian Journal of Project Management 2, no. 2 (June 20, 2013): 30–39. http://dx.doi.org/10.12737/504.

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Agile methodologies are widely introduced in project management though their implementation is often eliminated to separate practices and tools application. A system approach to the maturity development requires special tools which consider IT projects execution peculiarities. Maturity models are the assessment and development tool which provide a company with an opportunity to improve its project management and environment. In the present article the author focuses on existing maturity models both in traditional and agile project management.
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Idzikowski, Wojciech. "Use of agile approach in business model transformation of organisation." Management Forum 6, no. 3 (2018): 21–26. http://dx.doi.org/10.15611/mf.2018.3.04.

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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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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 (July 20, 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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Dissertations / Theses on the topic "Agil modell"

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Hamed, Amirzadeh, and Khalaf Beigi Reza. "Agil Systemutveckling : En studie av kravhantering och beställarroll i agila angreppsätt." Thesis, Högskolan Väst, Institutionen för ekonomi och it, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:hv:diva-5510.

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This paper is a degree project on the C-level, 15 points at University West, Department of Business and IT dept. Informatics. This study is about agile methodology and its impact on IT projects. Requirements management is a process within an IT project, where customer has certain requirements that must be met by an IT system. The difference between the traditional and agile development is in the requirements management process and it can cause problems in a project. Requirements change during IT projects and to manage requirements, agile principles apply. Specification and planning in the waterfall model is time consuming. Working agile means to have close contact with the client. This minimizes the risk of project failure. With agile methods, functions can be developed at a faster rate and the customer receives prompt delivery. There are currently several different methods for systems development and project management. Some are based on research, others are new and some have been around a long time in the IT world. This work has identified customer involvement; Risk Reduction and Delivery which contribute to several projects fail under traditional systems. Agile methods are flexible, agile and welcome change and the customer will be able to steer the project. Agile methods have however provided the opportunity for developers to more quickly deliver functionality to the customer.
Detta arbete är ett examensarbete på C-nivå, 15 poäng vid Högskolan Väst, Institutionen för ekonomi och IT avd. informatik. Denna studie handlar om agila metodiken och dess inverkan på IT-projekt. Kravhantering är en process inom ett IT-projekt, där kund har vissa krav som måste uppfyllas av ett IT-system. Skillnaden mellan det traditionella och agila utvecklingsmetoder ligger i kravhantering process och det kan orsaka problem i ett projekt. Krav förändras under IT-projekt och för att hantera kraven bör agila principer tillämpas. Kravspecifikation och planering inom vattenfallsmodellen är tidskrävande. Att jobba agilt innebär att ha nära kontakt med beställaren. Därmed minimerar det risken för projektets misslyckande. Med agila metoder, kan funktionerna utvecklas i en snabbare takt och kunden får snabb leverans. Det finns idag flera olika metoder för systemutveckling och projektledning. Vissa är baserade på forskning, andra är nya och vissa har funnits en lång tid i IT-världen. Arbetet har identifierat kundinvolvering, Riskreducering och Leveranstid vilka bidra till att flera projekt misslyckas under traditionell systemutveckling. Agila metoder är flexibla, smidiga och välkomnar förändring och kunden kommer att kunna styra projektet. Agila metoder har däremot gett möjlighet för utvecklarna att på ett snabbare sätt leverera funktioner till kunden.
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Anderzon, Samuel, and Filip Davidsson. "Agile Practices in Production Development : Investigation of how agile practices may be applied in a production development context and what the expected effects are." Thesis, Jönköping University, JTH, Produktionsutveckling, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-53736.

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Globalization has continuously brought an increased competition among companies, which entails a need for faster and more frequent deliveries of new products. Traditional project management methods, such as stage-gate and waterfall, are commonly used in production development projects and builds on a sequential approach. These methods have proven to have some disadvantages in flexibility, long lead times and it often creates communication barriers between the actors at each stage. The software industry has already encountered these obstacles and responded by introducing agile project management. Which improves the adaptability and allow changes to be made, due to new requirements from stakeholders or customers, throughout the entire development process. However, it remains unknown how agile models can improve production development. The purpose of this study was therefore to investigate how agile models can be applied to production development and what the effects are.  The authors have performed a case study at eight different companies within the automotive industry. The purpose of it has been to gain a deeper understanding about the case companies current production development processes and review how familiar the organizations are with the concept of agile project management. The extraction of the empirical data was conducted by questionnaires, interviews, and document reviews. An analyzation was done by comparing the empirical findings with the theoretical background out of eleven different categories that relates to project management (e.g., project goals, process, customer integration etc.). The analyzation concluded that the case company exclusively conducts their production development project by using a sequential approach.  The analyzation and the eleven categories where, together with the theoretical background about agile project management, later used to create the result by brainstorming different practices to become more agile. The results are presented out of three different scenarios, depending how agile the companies would like to be. For instance, are two process models suggested, one that is completely agile and one that is a hybrid of an agile and a stage-gate. Furthermore, are the implementation of self-organized teams, holistic approach towards internal and external partners, and reduced demand for documentation some of the practices that are suggested. Additionally, are three considerable aspects for the implementation presented.  The expected outcome and effects of applying these practices are discussed in the final chapter. Some of these outcomes are a company culture that will attract and retain talented personnel, where shared responsibilities and authorities triggers the employees to an increased commitment and sense of ownership towards their projects. Furthermore, are the companies expected to experience a more flexible and responsive approach towards conducting production development projects with a high focus on customer requirements and creating customer value.
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Cosic, Admir, and Michel Antonio. "Processförbättring med hjälp av TMMi-Modellen : Utvärdering av en testprocess på ett medelstort företag." Thesis, Linnéuniversitetet, Institutionen för datavetenskap, fysik och matematik, DFM, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-22385.

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Storleken och komplexiteten på dagens system och applikationer ökar. Detta leder till att kraven på system och applikationer ökar också eftersom kunderna kräver av dagens system full funktionalitet inom olika typer av distribuerade miljöer. Kunder är inte bara intresserade av funktionerna i systemen och applikationerna, de förväntar sig också att systemet skall vara av god kvalitet. Av dessa skäl är det mycket viktigt att testa system och applikationer för att säkerställa att de uppfyller kundernas förväntningar. Däremot är det inte bara själva mjukvarans kvalitets frågor som organisationer behöver ha i åtanke, en lika viktig del är själva testprocessens kvalitet. För att öka testprocessens kvalitet  krävs det en utvärdering av processen. Utvärderingen identifierar processens styrkor, svagheter och möjligheter. I detta examensarbete har vi utvärderat tesprocessen på ett utvecklingsföretag. Utvärderingen har baserats på anvisningar och rekommendationer från TMMi-modellen, Test Maturity Model Integrated. Vi hade som mål att lyfta fram förbättringsförslag till företagets testprocess. Efter utvärderingen kom vi fram till vilken mognadsnivå verksamheten utifrån TMMi-modellen samt en mängd förbättringsförslag för att höja mognadsnivån på testprocessen.
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Lundgren, Sara, and Tove Lundkvist. "Mystiken kring överlämningen i den agila projektmodellen : Svenska bankers upplevelse av överlämningen av en produkt och dess konsekvenser." Thesis, Linköpings universitet, Företagsekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-158455.

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Bakgrund: Den agila projektmodellen har under de senaste två decennierna vuxit fram som en utmanare till den traditionella vattenfallsmodellen. En av de stora skillnaderna mellan projektmodellerna är att i det agila arbetssättet involveras kunden kontinuerligt. Frågan är vad som då händer med överlämningen av den sista versionen av produkten, när utvecklingen är färdig? Samtidigt har bankbranschen på senare år utmanats av nya aktörer vilka profilerar sig som just digitala och IT-inriktade, och både dessa moderna banker såväl som de traditionella storbankerna har anammat det agila arbetssättet för att kunna konkurrera om kundernas uppmärksamhet. Dessa banker arbetar inte agilt till lika hög grad, och frågan är om överlämningen påverkas av det? Syfte: Syftet med studien är att öka förståelsen för hur överlämningen av det slutliga projektresultatet i agila projekt ser ut på svenska banker. Vidare ska studien undersöka om den skiljer sig mellan banker med olika agil mognad samt vilka konsekvenser som kan uppkomma i samband med överlämningen. Genomförande: Studien är genomförd som en flerfallstudie där två fall - storbanker och nischbanker, undersöks. Vidare har en fenomenologisk ansats och ett kvalitativt angreppssätt använts. Empirin har samlats in genom ett målstyrt urval varpå semistrukturerade intervjuer har genomförts med tio projektledare. Slutsats: Studien resulterar i slutsatsen att en överlämning av en slutlig produkt i agila projekt inte genomförs på ett formellt sätt, till skillnad från vad teorin tidigare har antytt. I synnerhet lämnar aldrig ansvaret för produkten någonsin det team som har utvecklat den. Vidare visar studien att storbanker arbetar med en lägre grad av agil mognad än vad nischbanker gör, men att detta inte påverkar hur överlämningen ser ut. Slutligen bidrar studien till insikter om konsekvenser kring att överlämningen inte existerar på ett formellt sätt. Detta leder till en reflektion kring att organisationer behöver anpassa sin agila projektmetodik till sin egen kontext. Projektledare generellt bör dessutom fundera över hur organisationens arbetssätt påverkar organisationen i stort samt vara medveten om de konsekvenser som dyker upp vid förändringar i arbetssättet.
Background: During the last two decades, the agile project methodology has grown as a competitor to the more traditional waterfall methodology. One of the biggest differences is, with an agile methodology the customer is involved throughout the project. But what happens in the final handover, when the development is finished? At the same time, the Swedish banking industry has been challenged by new actors whom profile themselves as digital focused and IT centred. Both types of banks have developed an agile way of working to be able to compete about the customers. However, the two types of banks does not work agile with the same maturity, and we wonder if the handover is affected by that? Purpose: The purpose of the study is to increase the understanding of what the handover of the final product in agile projects at Swedish banks looks like. Further, the study will examine if the handover differ between banks with different agile maturity, and which consequences that may arise in connection to the handover. Completion: The study was conducted as a multiple-case study in which two cases - traditional banks and specialised banks were examined. Further, a phenomenological and a qualitative approach has been used. The empirical data has been conducted through a targeted selection, where semi-structured interviews have been held with ten project leaders. Conclusion: The study concludes that the handover of the final product in agile projects does not exist in the formal way previous research has suggested. Specifically, the responsibility of the product does never leave the team developing it. Further, the study show traditional banks work with a lower degree of agile maturity in comparison to specialised banks. However, this does not affect the characteristics of the handover. Finally, the study contributes to insights about the consequences of the handover not being as formal. This contributes to a discussion about the need for organisations to be able to adapt their agile methodology to their own context. In general, project leaders also should reflect upon how their way of working affect the organisation as a whole, as well as being aware of the consequences that appears when changing the organisation’s way of working.
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Tamari, Matteo. "Scrum e Kanban: framework e strumenti di supporto. Prospettive di applicazione nel progetto Agile methods for Agile working." Bachelor's thesis, Alma Mater Studiorum - Università di Bologna, 2020. http://amslaurea.unibo.it/22159/.

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Da anni ormai, specialmente nel campo dell'ingegneria del software, vengono utilizzati modelli e framework Agili per lo sviluppo software. Essi hanno cambiato radicalmente il concetto di produzione, portandola a un livello più alto sia in termini di velocità rispetto alla consegna sia di qualità del prodotto consegnato; inoltre, tali modelli e framework vengono oggigiorno applicati anche al di fuori dello sviluppo software e questo dimostra che il loro impiego non ha limiti e barriere. In questo elaborato vengono presentati due tra i più conosciuti: Scrum e Kanban. Lo studio approfondito di entrambi ha permesso di cogliere i campi nei quali uno si applica meglio dell'altro, a seconda del contesto (natura della committenza, numero dei membri e background del team, dimensione del progetto, etc.) nel quale il prodotto richiesto si trova e degli strumenti dei quali Scrum e Kanban dispongono, come la "board", sia fisica sia virtuale. In riferimento a tali strumenti viene trattato dettagliatamente il funzionamento di Jira Software, il quale consente di migliorare la produttività dei team che collaborano anche a distanza, integrando perfettamente i modelli e framework Agili al suo interno. Successivamente, viene illustrata un’applicazione dei modelli Agili al di fuori dello sviluppo software; tale applicazione si divide in tre principali fasi: inception, construction e validation. In particolare, viene descritta come è stata affrontata la fase di inception, che consiste di un’analisi approfondita allo scopo di comprendere lo stato attuale del team, ovvero gli strumenti utilizzati, le metodologie applicate, la gestione delle commesse e dei servizi esterni, con il fine ultimo di far comprendere i vantaggi dati dall'essere Agili e di trasmetterli nei processi lavorativi che ogni elemento svolge ogni giorno sul posto di lavoro.
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Deekonda, Rahul, and Prithvi Raj Sirigudi. "Assessment of Agile Maturity Models : A Survey." Thesis, Blekinge Tekniska Högskola, Institutionen för programvaruteknik, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-13230.

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Context. In recent years Agile has gained lots of importance in the fieldof software development. Many organization and software practitioners hasalready adopted agile practice due to its flexibility in nature. Hence, agiledevelopment methodologies have been replaced to traditional developmentmethods. Agile is a family of several methodologies namely Scrum. eXtremeprogramming (XP) and several others. These several methods areembedded with different set of agile practices for the organizations to adoptand implement for their development process. But there is still a need forempirical research to understand the benefits of implementing the Agilepractices which contributes to the overall success of accomplishment of thesoftware project. Several agile maturity models have been published over adecade but not all of the models have been empirically validated. Hence,additional research in the context of agile maturity is essential and needed. Objectives. This study focus on providing a comprehensive knowledgeon the Agile Maturity Models which help in guiding the organizations regardingthe implementation of Agile practices. There are several maturitymodels published with different set of Agile practices that are recommendedto the industries. The primary aim is to compare the agile maturity maturitymodels and to investigate how the agile practices are implemented inthe industry Later the benefits and limitations faced by the software practitionersdue to implementation of agile practices are identified. Methods. For this particular research an industrial survey was conductedto identify the agile practices that are implemented in the industry. Inaddition, this survey aims at identifying the benefits and limitations of implementingthe agile practices. A literature review is conducted to identifythe order of agile practices recommended from the literature in agile MaturityModels. Results. From the available literature nine Maturity Models have beenextracted with their set of recommended agile practices. Then the resultsfrom the survey and literature are compared and analyzed to see if thereexist any commonalities or differences regarding the implementation of agilepractices in a certain order. From the results of the survey the benefitsand limitations of implementing the Agile practices in a particular order areidentified and reported. Conclusions. The findings from the literature review and the survey resultsin evaluating the agile maturity models regarding the implementationof agile practices.
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Lindgren, Linus. "Agile product development for integrated suppliers : A qualitative case study on the challenges of developing internal product development practices for an integrated supplier." Thesis, KTH, Skolan för industriell teknik och management (ITM), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-278864.

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Product development has become essential in today’s technology driven marketplace. Currently, pointbased models such as the stage-gate model are applied in practice of several incumbent firms in the automotive industry. However, stage-gate models have been criticized for being too linear and plan focused as external pressures and internal complexity demand for faster and more flexible development, such as agile development. Although product development has a central role in the success of a firm, suppliers play a central role in helping firms achieve their product development goals. As a result, firms may undertake suppler development and integration initiatives to ensure quality and efficiency at the supplier. Utilizing supplier integration has shown positive effects on several performance outcomes. However, limited research on the effects of suppliers being integrated to deficient development practices has been published. Firms that integrate suppliers into point-based, documentation heavy processes could therefore potentially hinder internal development of flexible practices. Therefore, the aim of this study is to investigate how supplier integration challenges suppliers in adopting agile methods in product development and how these challenges can be addressed.  This study is based a qualitative, exploratory case study approach, including 13 interviews with various stakeholders within the case company together with extensive data from observations. The empirical data in combination with theories on agile development, traditional development, and supplier integration resulted in a proposition for adopting agile development approaches for integrated suppliers being locked-in to traditional development models. The findings indicate that integrated suppliers may face challenges in adopting agile methods due to requirements from the integrating firm on using traditional development methods. However, a possibility to utilize agile practices on the microperspective while retaining traditional development methods on the macro-perspective through a hybrid model enables adoption of agile methods for integrated suppliers. Although the possibility to adopt agile methods exist, the methods yield little benefits unless an agile leadership and vision is established. Therefore, a transition towards agile development also requires a transition in organizational culture to promote collaboration, distributed responsibility and collective intelligence.
Produktutveckling har blivit väsentlig på dagens teknikdrivna marknadsplats. För närvarande är traditionella modeller som stage-gate vanligt förekommande i flera etablerade företag inom bilindustrin, även om dessa modeller har kritiserats för att vara för linjära och planfokuserade när omgivningen och intern komplexitet kräver snabbare och mer flexibel utveckling. Även om produktutveckling har en fundamental roll i framgången hos ett företag så är leverantörer centrala i att hjälpa företag att uppnå sina produktutvecklingsmål. Som ett resultat av ökad outsourcing kan företag vidta mer utvecklings och integrationsinitiativ för att säkerställa kvalitet och effektivitet hos leverantören. Att använda leverantörsintegration har visat positiva effekter på flera nyckeltal. Emellertid har begränsad forskning om effekterna av att integrera leverantörer i ineffektiva produktutvecklingsmetoder publicerats. Företag som integrerar leverantörer i linjära, dokumentationstunga processer kan därför potentiellt hindra den interna utvecklingen av flexibla tillvägagångssätt. Därmed är syftet med denna studie att undersöka hur leverantörsintegration kan försvåra tillämpning av agila metoder i produktutveckling för leverantörer och hur dessa utmaningar kan adresseras. Denna studie bygger på en kvalitativ, explorativ fallstudie som inkluderar 13 intervjuer med anställda inom det observerade företaget tillsammans med omfattande data från observationer. Empiriska data i kombination med teorier om agil utveckling, traditionell utveckling och leverantörsintegration resulterade i ett förslag till integrerade leverantörer, som är bundna till traditionella utvecklingsmodeller, att adoptera agila utvecklingsmetoder. Resultaten tyder på att integrerade leverantörer kan möta utmaningar när det gäller att använda agila metoder på grund av krav att använda traditionella utvecklingsmetoder från det integrerande företaget. Där emot finns möjlighet att tillämpa agila metoder i mikroperspektivet samtidigt som traditionella utvecklingsmetoder bibehålls i makroperspektivet genom en hybridmodell. Även om möjligheten att adoptera agila metoder finns ger metoderna små fördelar utan adekvat agilt ledarskap och tankesätt. Därmed kräver en övergång till agil produktutveckling också en förändring i organisationskultur för att främja samarbete, distribuerat ansvar och kollektiv intelligens.
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Gumbel, Kristoffer, and Lina Andersson. "Hur fungerar styrandet av ett projekt utan projektmodell? : En fallstudie på Totalförsvarets Forskningsinstitut." Thesis, Linköping University, Department of Management and Engineering, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-54763.

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Att använda någon slags projektmodell ses för många projektledare som ett stöd och någotatt använda sig av för att projektet ska uppnå ett bra resultat. På TotalförsvaretsForskningsinstitut (FOI) har de valt att inte använda sig av någon projektmodell. Deanpassar istället projektet löpande efter hur det utvecklas. Detta har vi valt att kalla förFOI:s grundmodell.Studiens syfte är att skapa oss en förståelse för hur styrningen i ett projekt utanprojektmodell fungerar. Syftet är även att jämföra denna projektmodell med den agilamodellen Scrum. Fem intervjuer har utförts och utgör grunden för vårt empiriska material.Det empiriska materialet i sin tur har hjälpt oss att besvara vår huvudfråga som lyder, hurstyrande är ett projekt utan projektmodell för projektmedlemmarna på FOI med avseendepå utförande av arbete?Vår studie visar att FOI:s grundmodell och Scrum har fler skillnader än likheter, trots attbåda projektmodellerna lätt kan anpassas efter projektets utveckling. Vi har dock upptäcktatt FOI använder sig av någon slags informell projektmodell då det finns ett fåtal riktlinjeratt följa. Dessa riktlinjer påverkar styrningen av de projektdeltagare som utför arbetet iprojektet, men har liten inverkan på projektets olika projektledare. Under arbetets gångupptäckte vi även att det fanns intressanta gruppsociologiska fenomen att undersöka, tillexempel maktförhållanden och normer. Detta gjorde vi för att närmare undersökastyrningens inverkan och konsekvenserAtt använda någon slags projektmodell ses för många projektledare som ett stöd och någotatt använda sig av för att projektet ska uppnå ett bra resultat. På TotalförsvaretsForskningsinstitut (FOI) har de valt att inte använda sig av någon projektmodell. Deanpassar istället projektet löpande efter hur det utvecklas. Detta har vi valt att kalla förFOI:s grundmodell.Studiens syfte är att skapa oss en förståelse för hur styrningen i ett projekt utanprojektmodell fungerar. Syftet är även att jämföra denna projektmodell med den agilamodellen Scrum. Fem intervjuer har utförts och utgör grunden för vårt empiriska material.Det empiriska materialet i sin tur har hjälpt oss att besvara vår huvudfråga som lyder, hurstyrande är ett projekt utan projektmodell för projektmedlemmarna på FOI med avseendepå utförande av arbete?Vår studie visar att FOI:s grundmodell och Scrum har fler skillnader än likheter, trots attbåda projektmodellerna lätt kan anpassas efter projektets utveckling. Vi har dock upptäcktatt FOI använder sig av någon slags informell projektmodell då det finns ett fåtal riktlinjeratt följa. Dessa riktlinjer påverkar styrningen av de projektdeltagare som utför arbetet iprojektet, men har liten inverkan på projektets olika projektledare. Under arbetets gångupptäckte vi även att det fanns intressanta gruppsociologiska fenomen att undersöka, tillexempel maktförhållanden och normer. Detta gjorde vi för att närmare undersökastyrningens inverkan och konsekvenser.

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Soundararajan, Shvetha. "Agile Requirements Generation Model: A Soft-structured Approach to Agile Requirements Engineering." Thesis, Virginia Tech, 2008. http://hdl.handle.net/10919/34511.

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The agile principles applied to software engineering include iterative and incremental development, frequent releases of software, direct stakeholder involvement, minimal documentation and welcome changing requirements even late in the development cycle. The Agile Requirements Engineering applies the above mentioned principles to the Requirements Engineering process. Agile Requirements Engineering welcomes changing requirements even late in the development cycle. This is achieved by using the agile practice of evolutionary requirements which suggests that requirements should evolve over the course of many iterations rather than being gathered and specified upfront. Hence, changes to requirements even late in the development cycle can be accommodated easily. There is however, no real process to the agile approach to Requirements Engineering. In order to overcome this disadvantage, we propose to adapt the Requirements Generation Model (a plan-driven Requirements Engineering model) to an agile environment in order to structure the Agile Requirements Engineering process. The hybrid model named the Agile Requirements Generation Model is a soft-structured process that supports the intents of the agile approach. This model combines the best features of the Requirements Generation Model and Agile Software Development.
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Nord, Olsson Hjalmar, and Daniel Wiskman. "Motivation och Agila aktiviteter : En fallstudie om hur agila aktiviteter motiverar deltagare i ett utvecklarteam på Tradera." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-304079.

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Studiens syfte har varit att undersöka hur agila aktiviteter kan bidra till att motivera deltagare i ett agilt utvecklarteam. För att besvara studiens syfte genomfördes en fallstudie under nio veckor där ett utvecklarteam på företaget Tradera observerades. Utöver observationerna gjordes även intervjuer med en majoritet av teamets medlemmar. Genom att kombinera den klassiska motivationsteorin Job Characteristics Modell med scrumteori utvecklades en konceptuell analysmodell. Den konceptuella analysmodellen operationaliserar egenskaper hos de agila aktiviteterna som enligt teorin ger upphov till hög arbetsmotivation. Genom intervjuerna operationaliseras begreppet motivation – där en intervjuteknik som använts i tidigare studier för att mäta motivation anammats. Resultatet av studien visar att de agila aktiviteterna planeringsmöte, demonstration och återblicksmöte i det studerade utvecklarteamet på Tradera innehar egenskaper som skapar förutsättning för hög arbetsmotivation. I en teoretisk men inte empirisk mening stöds sambandet mellan egenskaperna och hög arbetsmotivation. Där berättelser från teammedlemmar om episoder av hög motivation kopplat till de agila aktiviteterna ger en indikation på att egenskaperna hos aktiviteterna gett upphov till psykologiska tillstånd som resulterat i en hög arbetsmotivation.
The purpose of this paper is to examine how agile activities can act as motivators for members of an agile development team. In order to serve this purpose a field study of nine weeks was carried out during which an agile development team at Tradera were observed. In addition to the field study interviews where conducted with a majority of the team members. A classical motivational theory in the form of Job Characteristics Model (JCT) and theory about scrum was used to form a conceptual analysis model. The model operationalizes characteristics of the agile activities, which according to JCT creates high work motivation. The concept of motivation was operationalized through the use of an interview technique that has been used in numerous previous studies in order to measure motivation and other non-tangible factors. The study shows that the agile activities planning session, demonstration and retrospective used by the development team at Tradera has inherent characteristics that creates a setting in which high work motivation has the possibility of being prevalent. In a theoretical, but not empirical, way the results of the study supports a connection between the presence of the characteristics in the agile activities and high motivation. Where stories from team members of episodes of high motivation during the agile activities gives an indication of the activities.
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Books on the topic "Agil modell"

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Ita, Richardson, and Ó. hAodha Mícheál 1969-, eds. Agile development in the Irish software industry: Models for change. Newcastle upon Tyne, UK: Cambridge Scholars Pub., 2009.

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Il realismo, da Courbet agli anni Venti. Roma: Laterza, 1989.

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Langella, Giuseppe. Poesia come ontologia: Dai vociani agli ermetici. Roma: Studium, 1997.

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Il realismo: Dagli anni trenta agli anni ottanta. Roma: Editori Laterza, 1994.

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Scherer, Eric. Shop Floor Control - A Systems Perspective: From Deterministic Models towards Agile Operations Management. Berlin, Heidelberg: Springer Berlin Heidelberg, 1998.

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Makedonska akademija na naukite i umetnostite, ed. Od segašen agol: Krišički razmisli (2000-2010). Skopje: Makedonska akademija na naukite i umetnostite, 2012.

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La scrittura 'madre delle muse': Agli esordi di un nuovo modello di comunicazione culturale. Amsterdam: Adolf M. Hakkert editore, 2004.

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Prato, Alessandro. Filosofia e linguaggio nell'età dei lumi: Da Locke agli Idéologues. Bologna: I libri di Emil, 2012.

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4 morphes tēs logotechnias mas: Agis Theros, Kleandros Karthaios, Andreas Karkavitsas, Arēs Chatzēdakēs. Athēna: N.A. Papadakēs, 1985.

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Guida, Giuseppe. Durata e storia: Aspetti di una nuova percezione del tempo agli inizi del Novecento. Roma: Aracne editrice S.r.l., 2013.

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Book chapters on the topic "Agil modell"

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Dockery, Doug, and Laureen Knudsen. "Agile?" In Modern Business Management, 1–16. Berkeley, CA: Apress, 2017. http://dx.doi.org/10.1007/978-1-4842-3261-3_1.

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Tuncel, Doruk, Christian Körner, and Reinhold Plösch. "Setting the Scope for a New Agile Assessment Model: Results of an Empirical Study." In Lecture Notes in Business Information Processing, 55–70. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-78098-2_4.

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AbstractAgile software development methods have been increasingly adopted by many organizations at different organizational levels. Whether named agile adoption, agile transition, agile transformation, digital transformation or new ways of working, the success of embracing this change process mostly remains uncertain. This is primarily because there are many ways of evaluating success. Based on the existing agile assessment models, we developed a model of principles with associated practice clusters that serves as a core for a new agile assessment model that is capable of assessing agile organizations at different scale. Towards our ultimate goal to establish a lightweight, context-sensitive agile maturity model, we validated our initial findings in an expert interview study to identify improvement points, and ensure the at hand model’s applicability, coherence and relevance. The results of the interview study show that the structure as well as the content of our assessment model fits with the experts’ expectations and experience.
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Book, Matthias, Volker Gruhn, and Rüdiger Striemer. "Agile Contract Models." In Tamed Agility, 195–203. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-41478-2_13.

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Dalton, Jeff. "Kano Model." In Great Big Agile, 189–90. Berkeley, CA: Apress, 2018. http://dx.doi.org/10.1007/978-1-4842-4206-3_37.

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Freedman, Rick. "The Agile Consulting Model." In The Agile Consultant, 167–76. Berkeley, CA: Apress, 2016. http://dx.doi.org/10.1007/978-1-4302-6053-0_13.

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Rumpe, Bernhard. "Refactoring of Models." In Agile Modeling with UML, 285–321. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-58862-9_10.

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Neumer, Judith, Manuel Nicklich, Amelie Tihlarik, Christian Wille, and Sabine Pfeiffer. "Alles agil, alles gut?" In Arbeit in der digitalisierten Welt, 129–43. Berlin, Heidelberg: Springer Berlin Heidelberg, 2021. http://dx.doi.org/10.1007/978-3-662-62215-5_9.

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ZusammenfassungAgile Projektarbeit zieht in immer mehr Branchen Interesse auf sich. Gemeint sind damit unterschiedliche Ansätze (z. B. Scrum), die auf selbstorganisiertes Arbeiten im Team setzen und Nähe zum Kunden versprechen. Agiles Arbeiten birgt für Beschäftigte neben mehr Handlungsspielräumen auch Risiken wie psychische Belastungen. Das Projekt diGAP erforschte, wie Gute agile Projektarbeit unter Bedingungen der Digitalisierung ermöglicht und praxistauglich unterstützt werden kann. Gestützt auf Befragungen, Interviews und Beobachtungen sowie Workshops mit Beschäftigten wurden entscheidende Aspekte agiler Projektarbeit herausgearbeitet. Auf Basis dieser Ergebnisse wurden Gestaltungsfelder, Maßnahmen und Modelle für Gute agile Arbeit entwickelt.
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Cordell, Andrea, and Ian Thompson. "Lean vs. Agile Supply." In The Procurement Models Handbook, 171–73. Third edition. | Abingdon, Oxon ; New York, NY : Routledge, 2019. | Earlier editions published as: Purchasing models handbook: a guide to the most popular business models used in purchasing / Andrea Reynolds and Ian Thompson.: Routledge, 2019. http://dx.doi.org/10.4324/9781351239509-52.

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Moreira, Mario E. "Ready, Implement, Coach, and Hone (RICH) Deployment Model." In Being Agile, 59–67. Berkeley, CA: Apress, 2013. http://dx.doi.org/10.1007/978-1-4302-5840-7_7.

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Costa, Raone, Raphael Rodrigues, and Alessandra Costa Smolenaars Dutra. "Application of Scrum Maturity Model in SoftDesign Company." In Agile Methods, 39–49. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-55907-0_4.

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Conference papers on the topic "Agil modell"

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Ide, Masahiro, Yukio Amagai, Mikio Aoyama, and Yasuhiro Kikushima. "A Lean Design Methodology for Business Models and Its Application to IoT Business Model Development." In 2015 Agile Conference (AGILE). IEEE, 2015. http://dx.doi.org/10.1109/agile.2015.8.

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Giese, Holger, Leen Lambers, and Christian Zöllner. "From classic to agile." In MODELS '20: ACM/IEEE 23rd International Conference on Model Driven Engineering Languages and Systems. New York, NY, USA: ACM, 2020. http://dx.doi.org/10.1145/3417990.3418743.

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Peres, Angela Lima, Tiago Da Silva, Fernando Selleri Silva, Felipe Furtado Soares, Carlos Rosemberg, and Silvio Romero. "AGILEUX Model: Towards a Reference Model on Integrating UX in Developing Software Using Agile Methodologies." In 2014 Agile Conference (AGILE). IEEE, 2014. http://dx.doi.org/10.1109/agile.2014.15.

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Lano, Kevin, S. Fang, H. Alfraihi, and S. Kolahdouz-Rahimi. "Simplified Specification Languages for Flexible and Agile Modelling." In 2019 ACM/IEEE 22nd International Conference on Model Driven Engineering Languages and Systems Companion (MODELS-C). IEEE, 2019. http://dx.doi.org/10.1109/models-c.2019.00074.

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Washizaki, Hironori, Kiyoshi Honda, and Yoshiaki Fukazawa. "Predicting Release Time for Open Source Software Based on the Generalized Software Reliability Model." In 2015 Agile Conference (AGILE). IEEE, 2015. http://dx.doi.org/10.1109/agile.2015.19.

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Shinkle, Christopher M. "Applying the Dreyfus Model of Skill Acquisition to the Adoption of Kanban Systems at Software Engineering Professionals (SEP)." In 2009 Agile Conference (AGILE). IEEE, 2009. http://dx.doi.org/10.1109/agile.2009.25.

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Golra, Fahad R., Antoine Beugnard, Fabien Dagnat, Sylvain Guerin, and Christophe Guychard. "Using free modeling as an agile method for developing domain specific modeling languages." In MODELS '16: ACM/IEEE 19th International Conference on Model Driven Engineering Languages and Systems. New York, NY, USA: ACM, 2016. http://dx.doi.org/10.1145/2976767.2976807.

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Silva, Fernando Selleri, Felipe Santana Furtado Soares, Angela Lima Peres, Ivanildo Monteiro de Azevedo, Pietro Pereira Pinto, and Silvio Romero de Lemos Meira. "A Reference Model for Agile Quality Assurance: Combining Agile Methodologies and Maturity Models." In 2014 9th International Conference on the Quality of Information and Communications Technology (QUATIC). IEEE, 2014. http://dx.doi.org/10.1109/quatic.2014.25.

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Power, Ken. "Stakeholder Identification in Agile Software Product Development Organizations: A Model for Understanding Who and What Really Counts." In 2010 AGILE Conference. IEEE, 2010. http://dx.doi.org/10.1109/agile.2010.17.

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Henriques, Vaughan, and Maureen Tanner. "Assessing the Association between Agile Maturity Model Levels and Perceived Project Success." In InSITE 2020: Informing Science + IT Education Conferences: Online. Informing Science Institute, 2020. http://dx.doi.org/10.28945/4519.

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Aim/Purpose: Given the underlying philosophy of the agile manifesto, this study investigates whether an increase in agile maturity is associated with improved perceived project success. Background: The underlying philosophy of the agile manifesto is embodied in principle one which promotes the continuous delivery of software that is deemed valuable by the customer, while principle twelve encourages continual improvement of the delivery process. This constant improvement, or maturity, is not a concept unique to agile methods and is commonly referred to as a maturity model. The most common of maturity model is the Capability Maturity Model Integrated (CMMI). However, research consensus indicates CMMI might not fully be compatible with agile implementation, specifically at higher levels of maturity without sacrificing agility. Agile maturity models (AMM), which are aligned to agile principles encourage continuous improvement while maintaining agility. Methodology: The study employs a conceptual model based on an existing agile maturity model that is related to perceived project success. Using an objectivist perspective, a quantitative method was employed to analyze the results of an online survey of agile practitioners. Contribution: The significant contribution from this research is the validation of the conceptual model relating the activities and maturity levels of the AMM as the independent variables to the dependent variable of perceived project success. Findings: The data analysis found that a significant positive correlation exists between maturity levels and perceived project success. The strongest correlation was found at the highest maturity level, with relatively weaker correlation at the lower levels of maturity. It can thus be concluded that a higher level of maturity in the AMM is positively associated with perceived project success. Recommendations for Practitioners: The study has practical implications in highlighting that performance management, requirements management, regular delivery and customer availability are key areas to focus on to establish and continually improve the success of agile implementations. This study further assists practitioners in systematically identifying the critical agile activities, such as the use of story cards, continuous delivery and the presence of a knowledgeable customer. Recommendation for Researchers: The contributions of this study for academics is the confirmation of the maturity model developed by Patel and Ramachandran (2009a). This study also shows the association between the individual activities within the maturity levels as well as the maturity levels and the perceived project success, addressing a gap in literature relating these concepts. Future Research: It would be useful to replicate this study whilst following a qualitative approach. The study could also be replicated with a sample consisting of agile project customers.
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Reports on the topic "Agil modell"

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Sapp, Brandon, Melissa Harvey, Marion Toussaint, Sylvere Krima, Allison Barnard Feeney, and Herve Panetto. Agile for Model-Based-Standards Development. National Institute of Standards and Technology, March 2021. http://dx.doi.org/10.6028/nist.ams.100-40.

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Zhang, Fumin. YIP: Generic Environment Models (GEMs) for Agile Marine Autonomy. Fort Belvoir, VA: Defense Technical Information Center, September 2013. http://dx.doi.org/10.21236/ada602485.

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Zhang, Fumin. YIP: Generic Environment Models (GEMs) for Agile Marine Autonomy. Fort Belvoir, VA: Defense Technical Information Center, September 2012. http://dx.doi.org/10.21236/ada590320.

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Kjeldgaard, E. A., D. A. Jones, G. F. List, and M. A. Tumquist. Planning and scheduling for agile manufacturers: The Pantex Process Model. Office of Scientific and Technical Information (OSTI), February 1998. http://dx.doi.org/10.2172/645535.

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Rowley, Clarence W. Unsteady Aerodynamic Models for Flight Control of Agile Micro Air Vehicles. Fort Belvoir, VA: Defense Technical Information Center, August 2010. http://dx.doi.org/10.21236/ada547432.

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Rowley, Clancy. Unsteady Aerodynamic Models for Flight Control of Agile Micro Air Vehicles. Fort Belvoir, VA: Defense Technical Information Center, January 2008. http://dx.doi.org/10.21236/ada476708.

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Mallon, Lawrence G. Strategic Mobility 21: Southern California Agile Supply Network Simulation Model, Architecture Report. Fort Belvoir, VA: Defense Technical Information Center, September 2006. http://dx.doi.org/10.21236/ada458514.

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Willenbring, James M., Roscoe Ainsworth Bartlett, and Michael Allen Heroux. TriBITS lifecycle model. Version 1.0, a lean/agile software lifecycle model for research-based computational science and engineering and applied mathematical software. Office of Scientific and Technical Information (OSTI), January 2012. http://dx.doi.org/10.2172/1038225.

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Thayer, Patrick M. Integration of the Munitions Agile Combat Support Model (MACSM) into LOGCAT and the JFACC Logistics Planning (JLP) Tools. Fort Belvoir, VA: Defense Technical Information Center, April 2000. http://dx.doi.org/10.21236/ada377161.

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