Journal articles: 'Agile methodologies'

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Sharma, Poorti. "Impact of Agile Methodologies in Project Success." International Journal for Research in Applied Science and Engineering Technology 10, no. 5 (May 31, 2022): 3728–30. http://dx.doi.org/10.22214/ijraset.2022.43204.

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Abstract: The Agile Manisfesto of software development put forth a groundbreaking mindset on delivering value and collaborating with customers when it was created in 2001. Agile methodology that utilizes iterative development and prototyping are vitally used in variety of industry projects as a light weight development method which can satisfy to changes of requirements. Traditional waterfall approach is not much efficient to manage the rapid change in requirements. The purpose of this study is to present the impacts of agile methodology in project success. Most studies have reported that when comparing structured methodologies with agile methodologies, agile does improve software quality, other studies have contradicted and questioned the claimed benefits , while others argued that there is not enough empirical evidence. This study aims at investigating the impact that agile method on project success in an organization. The selected studies were published between 2018 to 2022. Index Terms: Agile methodology, agile practices, impact of agile, project success

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Moses, Joseph. "Agile Writing." International Journal of Sociotechnology and Knowledge Development 7, no. 2 (April 2015): 1–13. http://dx.doi.org/10.4018/ijskd.2015040101.

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Scrum methodologies that support cross-functional writing teams to develop polished increments of writing instead of lengthy drafts of documents stand to improve productivity and learning within organizations. Scrum methodologies may be deployed in higher education as well as in nonacademic settings to achieve purposeful knowledge transfer across disciplines and across academic/industry borders. Key to scrum is an emphasis on productivity within fixed time frames, with productivity facilitated by learning that emerges in cross-functional teams. Higher education is similarly a domain in which productivity in fixed time frames takes the measure of student learning. Across the disciplines, scrum methodologies show promise for improving the quality of collaborative problem-solving in writing projects in college and at work.

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Alsaqqa, Samar, Samer Sawalha, and Heba Abdel-Nabi. "Agile Software Development: Methodologies and Trends." International Journal of Interactive Mobile Technologies (iJIM) 14, no. 11 (July 10, 2020): 246. http://dx.doi.org/10.3991/ijim.v14i11.13269.

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<p>Software engineering is a discipline that undergone many improvements that aims to keep up with the new advancements in technologies and the modern business requirements through developing effective approaches to reach the final software product, agile software development is one of these successful approaches. Agile software development is a lightweight approach that was proposed to overcome the convolutional development methods’ limitations and to reduce the overhead and the cost while providing flexibility to adopt the changes in requirements at any stage, this is done by managing the tasks and their coordination through a certain set of values and principles.</p><p>In this work, a comprehensive review that outlines the main agile values and principles, and states the key differences that distinguish agile methods over the traditional ones are presented. Then a discussion of the most popular agile methodologies; their life cycles, their roles, and their advantages and disadvantages are outlined. The recent state of art trends that adopts agile development especially in cloud computing, big data, and coordination are also explored. And finally, this work highlights how to choose the best suitable agile methodology that must be selected according to the task at hand, how sensitive the product is and the organization structure.</p>

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Ogala, Justin Onyarin, and Ese Sophia Mughele. "Agile Software Development Methodologies in Cloud Computing." Advances in Multidisciplinary and scientific Research Journal Publication 1 (July 30, 2022): 67–80. http://dx.doi.org/10.22624/aims/rebk2022-p7.

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Department of Computer Science Faculty of Computing, University of Delta, Agbor, Nigeria E-mails: justin.ogala@unidel.edu.com; s.mughele@unidel.edu.ng ABSTRACT In the software sector, agile development approaches have a lot of promise. Agile development methodologies are highly realistic in their awareness of the fact that business requirements change all the time. By executing software releases iteratively and collecting user feedback more often, agile development approaches maximize the benefits of cloud computing. This study is a cloud computing and Agile Methods analysis. This article examines Agile management and development approaches, as well as their benefits when used in conjunction with cloud computing. By executing software releases iteratively and obtaining user feedback very often, agile development practices maximize the benefits of cloud computing. The basic proposition of this study is that Small and medium enterprises should use a framework that guides their migration to cloud computing to reduce all the issues that come with cloud computing infrastructures Keywords: Agile Methodologies, Cloud Computing, Software Development, Integration

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Eldanasory, Naglaa, Engy Yehia, and Amira M. Idrees. "A Literature Review on Agile Methodologies Quality, eXtreme Programming and SCRUM." Future Computing and Informatics Journal 7, no. 2 (December 31, 2022): 24–32. http://dx.doi.org/10.54623/fue.fcij.7.2.3.

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

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Truong, Dothang, and Thawatchai Jitbaipoon. "How Can Agile Methodologies Be Used to Enhance the Success of Information Technology Projects?" International Journal of Information Technology Project Management 7, no. 2 (April 2016): 1–16. http://dx.doi.org/10.4018/ijitpm.2016040101.

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Dynamic and unpredictable business environments in the information technology (IT) sector have led to a rapid growth of agile methodologies. Organizations claim that using agile methodologies can enhance the success of IT projects in such environments. However, fluctuating patterns of successful and failed agile IT projects recently raise a question about a path to successful IT projects using agile methodologies. The purpose of this research is to examine agile driven factors and relationships between them and IT project success. Data collected from a pilot survey of agile practitioners were used to confirm important agile driven factors: Agile Team Capability, IT Development Agility, and Agile Culture. The research also tested a structural model that examined indirect impacts of IT development agility and agile culture on project success via a mediation of agile team capability. Theoretical and practical implications are also discussed.

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Munteanu, V. P., and P. Dragos. "The Case for Agile Methodologies against Traditional Ones in Financial Software Projects." European Journal of Business and Management Research 6, no. 1 (February 16, 2021): 134–41. http://dx.doi.org/10.24018/ejbmr.2021.6.1.741.

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Agile methodologies have emerged to challenge traditional ones and overcome their limitations. Increasingly, software development organizations are scaling agile practices in order to meet the requirements of the quickly changing and regularly developing business environment. The main objectives of this study are to investigate the main differences between the traditional project management methodologies and agile methodologies, as well as to identify some key advantages and challenges of applying agile development in a financial software environment. The findings clearly show that using Agile methodologies in a financial software development environment increases the efficiency and transparency of the development process, as well as the stakeholders’ satisfaction, but the project managers must know how to adapt different Agile frameworks to the given context of their organization.

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Kamthan, Pankaj. "On the Nature of Collaborations in Agile Software Engineering Course Projects." International Journal of Quality Assurance in Engineering and Technology Education 5, no. 2 (April 2016): 42–59. http://dx.doi.org/10.4018/ijqaete.2016040104.

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If there is a constant in software development, then it is that its ecosystem is a variable. The agile methodologies are part of a relatively recent shift from predictive to adaptive approach towards software development. This change has had a notable impact on software engineering education (SEE). In this article, a glimpse into the state-of-the-art of incorporating agile methodologies in software engineering courses is presented. In doing so, the reasons for including a project component in software engineering courses, and for committing to agile methodologies in software engineering projects in those courses, are given. The significance of collaboration in the execution of agile methodologies, in general, is underscored, and the pivotal role of collaboration in agile course projects, in particular, is emphasized. To lend an understanding to the notion of collaboration in agile methodologies, a conceptual model for collaboration is proposed and elaborated. The types of collaborations that can occur in agile course projects are classified and discussed. The use technological means for facilitating collaboration, including the Social Web and especially the Wiki, is highlighted.

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Rocha, Fábio Gomes, Sanjay Misra, and Michel S. Soares. "Guidelines for Future Agile Methodologies and Architecture Reconciliation for Software-Intensive Systems." Electronics 12, no. 7 (March 28, 2023): 1582. http://dx.doi.org/10.3390/electronics12071582.

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Background: Several methodologies have been proposed since the first days of software development, from what is now named traditional/heavy methodologies, and later their counterpart, the agile methodologies. The whole idea behind agile methodologies is to produce software at a faster pace than what was considered with plan-based methodologies, which had a greater focus on documenting all tasks and activities before starting the proper software development. Problem: One issue here is that strict agilists are often against fully documenting the software architecture in the first phases of a software process development. However, architectural documentation cannot be neglected, given the well-known importance of software architecture to the success of a software project. Proposed Solution: In this article, we describe the past and current situation of agile methodologies and their relation to architecture description, as well as guidelines for future Agile Methodologies and Architecture Reconciliation. Method: We propose a literature review to understand how agile methodologies and architecture reconciliation can help in providing trends towards the success of a software project and supporting software development at a faster pace. This work was grounded in General Systems Theory as we describe the past, present, and future trends for rapid systems development through the integration of organizations, stakeholders, processes, and systems for software development. Summary of results: As extensively discussed in the literature, we found that there is a false dichotomy between agility and software architecture, and then we describe guidelines for future trends in agile methodologies and reconciliation of architecture to document agile architectures with both architectural decisions and agile processes for any system, as well as future trends to support organizations, stakeholders, processes, and systems.

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Dingsøyr, Torgeir, Sridhar Nerur, VenuGopal Balijepally, and Nils Brede Moe. "A decade of agile methodologies: Towards explaining agile software development." Journal of Systems and Software 85, no. 6 (June 2012): 1213–21. http://dx.doi.org/10.1016/j.jss.2012.02.033.

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Zakrzewski, Pawel, Janusz Narkiewicz, and Darren Brenchley. "Safety Critical Software Development Methodologies in Avionics." Transactions on Aerospace Research 2020, no. 2 (June 1, 2020): 59–71. http://dx.doi.org/10.2478/tar-2020-0011.

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AbstractThis article summarizes avionics safety-critical software development methodologies and implications of the DO-178C standard from an Agile application perspective. We explain the safety-critical software categorization. It also outlines the main differences and advantages of different approaches to the development process, from Waterfall through the V-model to Iterative and Incremental. Agile principles are explained as well as a Scrum – which is a popular framework in the non-safety-critical software industry. The application of Agile, for safety-critical software considerations, is based on the practical knowledge of the authors, and looks at the potential solution from a DO-178C standard, size of the project, scalability, and organizational culture points of view. Definition of the Agile type of framework, consistent with the certification process and existing standards, has been highlighted as a potential game-changer for the avionics industry.

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Kumar, Rakesh, Priti Maheshwary, and Timothy Malche. "Inside Agile Family Software Development Methodologies." International Journal of Computer Sciences and Engineering 7, no. 6 (June 30, 2019): 650–60. http://dx.doi.org/10.26438/ijcse/v7i6.650660.

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Brito, Lara Da Costa, and Manuela Quaresma. "USER-CENTERED DESIGN IN AGILE METHODOLOGIES." Ergodesign & HCI 7, Especial (December 31, 2019): 126. http://dx.doi.org/10.22570/ergodesignhci.v7iespecial.1285.

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Nowadays, although the user experience is considered a differential in the development of digital products, research, ideation, and evaluation activities are compromised in the user's research. This article aims to investigate the study of users aligned with the application of agile methodologies in the development of digital products in the Brazilian market.

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Nerur, Sridhar, RadhaKanta Mahapatra, and George Mangalaraj. "Challenges of migrating to agile methodologies." Communications of the ACM 48, no. 5 (May 2005): 72–78. http://dx.doi.org/10.1145/1060710.1060712.

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Nerur, Sridhar, and VenuGopal Balijepally. "Theoretical reflections on agile development methodologies." Communications of the ACM 50, no. 3 (March 2007): 79–83. http://dx.doi.org/10.1145/1226736.1226739.

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(Simi) Bajaj,, Kamini, and Tressa Rai. "Survey on Agile Implementation of the BI Systems." International Journal of Engineering & Technology 7, no. 4.38 (December 3, 2018): 898. http://dx.doi.org/10.14419/ijet.v7i4.38.27604.

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Business intelligence (BI) is a technique that helps organisations to effectively analyse, manipulate and store data. It takes historical and present data from various sources and presents the data to the users anytime, anywhere to help them make smart and effective decisions. However, the cross functional nature of BI systems that covers the length and breadth of the organization, pose an issue with effective implementation. Various Traditional methodologies have been used to implement BI systems however have encountered countless failures leading the practitioners to look up to Agile methodologies to overcome the shortcomings. Since different companies have different requirements, out of the box Agile solutions do not address the requirements effectively. As a result, use of Agile methodologies for BI implementation also face lot of issues. To justify this claim we conducted a survey of agile practitioners doing BI implementation. This paper aims at presenting the findings of the study focused on identifying the gaps in implementing BI systems using Agile methodologies. It also presents the results for the survey conducted to capture the methodologies used by the organisations and practitioners and issues in BI implementation. In future, this captured information would be utilised into formulating a framework that can work along with Agile methodology to help address the issues faced with Agile methodologies for BI Implementations.

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Shahzeb Hussain, Namrata Bhadri, and Syed Razauddin Shahlal. "Factors Influencing the Efficacy of Agile Usage." International Journal of Engineering and Management Research 10, no. 5 (October 5, 2020): 1–4. http://dx.doi.org/10.31033/ijemr.10.5.1.

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Agile techniques that utilize iterative development are broadly used in various industry projects as a lightweight development technique which can satisfy the continuous changes of requirements. Short repetitions are used that are required for efficient product delivery. Traditional and old software development methods are not much efficient and effective to control the rapid change in requirements. Despite the benefits of Agile, criticism on agile methodology states that it couldn’t succeed to pay attention to architectural and design issues and therefore is bound to produce small design-decisions. The past decade has observed numerous changes in systems development with many organizations accepting agile techniques as a viable methodology for developing systems. An increase in the number of research studies reveals the growing demand and acceptance of agile methodologies. While most research has focused on acceptance rate and adaptation of agile practices, there is very limited knowledge of their post-adoption usage and incorporation within organizations. Several factors explain the effective usage of agile methodologies. A combination of previous research in Agile Methodologies, Diffusion of Innovations, Information Systems implementation, and Systems Development has been carried out to develop a research model that identifies the main factors relevant to the propagation and effective usage of agile methodologies in organizations.

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Stormi, Kati Tuulikki, Teemu Laine, and Tuomas Korhonen. "Agile performance measurement system development: an answer to the need for adaptability?" Journal of Accounting & Organizational Change 15, no. 2 (June 3, 2019): 231–56. http://dx.doi.org/10.1108/jaoc-09-2017-0076.

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Purpose The purpose of this study is to reflect upon the feasibility of agile methodologies, Scrum in particular, to supplement the procedural design and implementation of performance measurement systems (PMS). Design/methodology/approach The study is an interventionist case study that applied agile methodologies in the PMS development. Researchers actively participated in the PMS development, e.g. researchers designed some of the performance measurement prototypes in order to facilitate the agile development. Findings The study outlines an agile approach suitable for PMS development. The paper answers the topical needs for adaptability and agility in management accounting, by applying agile methodologies into PMS development. PMS development does not take place only as a project or process that systematically progresses from the measure selection to measure implementation. Instead, as the requirements for the PMS change during the development project, management may reject some measures and new measures emerge as the understanding about changing situations increase. Agile methodologies are a methodological way to respond to the inevitable change and to enhance management accounting adaptability. Research limitations/implications This study contributes to the PMS literature by proposing that agile development methodologies can advance organizational features that increase management accounting adaptability. As a result, the study proposes a new approach for PMS development to supplement existing ones. Agile methodologies are especially suitable for extending the PMS in new, yet relatively immature areas of performance measurement. The new approach applies Scrum principles in PMS development. By drawing from the theories of performance measurement (system) development and enabling PMS, the paper furthers academic understanding about agile development of accounting information systems. Practical implications Companies can use the proposed approach in PMS development, particularly after the initial system implementation in redesigning the system. The approach may increase the PMS impact in organizations and prevent PMS implementation failures. Originality/value The paper identifies the potential of using agile methodologies to enhance PMS adaptability and provides preliminary evidence of the potential of such approach in supplementing processual PMS development frameworks.

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Rad, Dana, and Gavril Rad. "Going Agile, a Post-Pandemic Universal Work Paradigm - A Theoretical Narrative Review." Postmodern Openings 12, no. 4 (December 17, 2021): 337–88. http://dx.doi.org/10.18662/po/12.4/380.

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Due to digital transformation, technology advancements, telework, we can no longer pretend that traditional work offers high incentives and efficiency, but on the contrary, traditional work falls behind each year, deeming organizations and individuals to adopt the agile work. Rapid technological developments have altered the way businesses operate, with the goal of producing viable solutions in an environment fraught with unpredictability. This paper is a theoretical narrative review on the general topic of agile work. The present paper addresses the issue of determining the best international practices for implementing agile methodology at work, carrying out a theoretical narrative review. Basing on literature on present-day theory the authors make an attempt to explain the implications of implementing agile methodologies into organizational culture, summarize existing approaches to classifying the main effects on implementing agile methodologies at work, consolidate and document best international practices for agile methodologies development among employers. After defining the concepts of agile method tailoring and agile maturity, the data obtained in the theoretical narrative analysis reveal that the implementing agile methodologies have a direct impact on management style, on teams, on learning environments, and on employee’s mental health. An overall conclusions and discussions section is presented along with the personal opinion of authors. This work is intended to open a post-pandemic agile work research methodology, since there are no systematic approaches to this topic.

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Soares, Daniel, Francisco José Gomes da Silva, Sandra Cristina Faria Ramos, Konstantinos Kirytopoulos, José Carlos Sá, and Luís Pinto Ferreira. "Identifying Barriers in the Implementation of Agile Methodologies in Automotive Industry." Sustainability 14, no. 9 (May 1, 2022): 5453. http://dx.doi.org/10.3390/su14095453.

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Projects have grown into more dynamic and complex endeavors, and agile project management should be considered as a way to deal with them. This is a novel study in this field, because the implementation of agile project management in the automotive industry was not explored so far, thus, this work intended to fill this gap, by identifying barriers in the implementation of agile methodologies in project management regarding the automotive industry. This was conducted through a questionnaire survey, which was developed and distributed to 148 manufacturing companies of components for the automotive industry, out of a total number of companies of 240, and 56 complete answers were obtained (23.33%). Statistical analyses were performed using a Kruskal–Wallis test, a Mann–Whitney test, and Spearmen’s correlation. A real picture of the implementation of agile project management in the Portuguese automotive industry is depicted through this work. ‘Organizational’, ‘Knowledge and Technology’, ‘Institutional’, and ‘Financial’ barriers are found to be the most important. However, in overcoming these barriers, companies can be more sustainable in economic, environmental, and social terms. Recommendations on how to overcome these barriers were presented, and a framework sequencing these recommendations was presented, leading to an effective implementation of agile methodologies. It starts with the willingness of the company, and all collaborators, to adopt the agile methodologies, looking for the agile values as an input in order to achieve a competitive advantage. It is followed by an initial investment, which intends to attain the deployment of an agile team, composed of highly skilled collaborators with a clear understanding of the agile objectives, who disseminate knowledge about agile methodologies to the other collaborators, increasing their ability to implement agile methodologies in project management. This team should work and develop frameworks and workflows, according to each company’s characteristics and environment. The studied aspects can be replicated in other countries, and allow a comparison of the situation between countries, trying to correlate the culture of each country with the ability to implement agile methodologies, among other aspects, such as economical level of the companies, type of production, and the commitment of the collaborators to improve processes and create competitive advantages with which to face competitors.

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Buchalcevova, Alena. "Application of Methodology Evaluation System on Current IS Development Methodologies." International Journal of Information Technologies and Systems Approach 11, no. 2 (July 2018): 71–87. http://dx.doi.org/10.4018/ijitsa.2018070105.

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This article focuses on IS development methodologies, especially on new agile scaling frameworks. A significant need for large-scale agile is presented together with the evidence of its usage in companies. The aim of this article is to examine selected agile scaling methodologies and frameworks, and compare them to each other and with other IS development methodologies. To do so, the Methodology Evaluation System METES is utilized for the assessment and comparison. Assessed IS development methodologies can be then used by companies for the selection of the appropriate methodology. Furthermore, presenting the results of the assessment especially in the graphical form supports better understanding of these methodologies.

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Kausar Parveen. "Rapid Digital Transformation Using Agile Methodologies for Software Development Projects." Lahore Garrison University Research Journal of Computer Science and Information Technology 5, no. 3 (September 12, 2021): 54–64. http://dx.doi.org/10.54692/lgurjcsit.2021.0503218.

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Now a day’s all organizations are moving towards digitalization. These consequences of the use of digital technologies made organizations seek for best and fast digital solutions. All software developer companies are also trying to draw consumer's attention by offering prompt services. In this regard, the critical issue in information technology and other areas of computation is how software can be created easily and rapidly for complex businesses. In this context, the main aim of the research is to show the agile methodology role in the rapid digital transformation. In this paper, we have surveyed different agile methodologies and tools for rapid software development and introduced an agile management tool having a backlog. We identified the key practices of agile methods and after a survey, it is suggested that the agile approach can help to achieve a balance between the applications generated by developers on customer demand. This paper illuminates and translates agile methodologies into agile project management tools for simple and rapid application development. Empirical research based on a case study is provided for better understanding and showing the importance of agility in software development

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Nikulina, Tat'yana. "Impact That Elements of Agile Methodologies Have on IT Project Success." Scientific Research and Development. Russian Journal of Project Management 9, no. 3 (October 15, 2020): 23–35. http://dx.doi.org/10.12737/2587-6279-2020-23-35.

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Agile methodologies that have proven themselves are actively developing. Choosing a methodology is complicated as each of them has its own pros and cons. Project outcome depends not only on methodology, but also on the definition of success. There is lack of research on how agile practices independently impact project success. The aim of this work is to measure the impact agile practices have on IT-project success. The object of the study is agile practices used in IT-projects; the subject of the study are features of agile methodology usage in IT-project. The paper shows two practices — Stand-up and Kanban-board — are guaranteed to contribute to IT-project success if used correctly. At the same time, another significant characteristic of IT-project success is leadership openness to agile methodologies.

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Khan, Rashid Ali, Muhammad Faisal Abrar, Samad Baseer, Muhammad Faran Majeed, Muhammad Usman, Shams Ur Rahman, and You-Ze Cho. "Practices of Motivators in Adopting Agile Software Development at Large Scale Development Team from Management Perspective." Electronics 10, no. 19 (September 24, 2021): 2341. http://dx.doi.org/10.3390/electronics10192341.

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Agile software development methodologies have become the most popular software development methods in the last few years. These methodologies facilitate rapid development. The low cost and prioritized user satisfaction make these methodologies more attractive. These methodologies were also intended for small scale developmental teams. Therefore, challenges were encountered when these methodologies were used in large-scale development teams. This study was based on the identification of factors which were discovered in our previous study. Some of the factors included “leadership strong commitment and team autonomy”, “cooperative organizational culture”, and “team competency—agile development expertise”. A total of 147 practices were identified in this study via a systematic literature review. These practices will help practitioners and project managers to adopt agile software methodologies and encourage them to the enhance them.

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Et.al, Javed Iqbal. "The Effects of Agile Methodologies on Software Project Management in Pakistani Software Companies." Turkish Journal of Computer and Mathematics Education (TURCOMAT) 12, no. 3 (April 11, 2021): 1717–27. http://dx.doi.org/10.17762/turcomat.v12i3.996.

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

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Nishijima, Renato Takeki, and Prof Dr JosÃ© GonÃ§alo Dos Santos. "THE CHALLENGE OF IMPLEMENTING SCRUM AGILE METHODOLOGY IN A TRADITIONAL DEVELOPMENT ENVIRONMENT." INTERNATIONAL JOURNAL OF COMPUTERS & TECHNOLOGY 5, no. 2 (July 27, 2013): 98–108. http://dx.doi.org/10.24297/ijct.v5i2.3529.

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Agile software development management is gradually gaining more profile and followers among technology companies. The current article presents a study on agile methodologies in contrast to traditional methodologies as well as the motivation to implement agile software development management techniques in small projects by providing an overview of the challenges, objectives, reasons, advantages and disadvantages compared to traditional software development management.

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Bushuyev, S., S. Murzabekova, and M. Khussainova. "COMPETENCE APPROACH IN AGILE TRANSFORMATION OF EDUCATION ESTABLISHMENT." Scientific Journal of Astana IT University, no. 5 (July 27, 2021): 52–62. http://dx.doi.org/10.37943/aitu.2021.97.75.005.

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The subject of the article is development of project, programs and project portfolios management systems with drivers of innovation in Agile transformation of Education Establishment is considered. Substantial changes in the environment require further research into the effectiveness of the application of existing agile methodologies, knowledge systems and competencies of project managers and their leadership. The foundations of environmental change lie in changing the decision-making paradigm in innovation project and programs management in Agile transformation of Education Establishment. The goal is to explore modern approaches to leadership formation when applying agile methodologies of its specificity from the point of view of decision-making processes in project management. The problems of leadership creation and development in the application of agile project management methodologies for the implementation of information and communication systems are considered. The results of studies were conducted on the basis of a competency-based approach modelled by the International Project Management Association. The content model of competency of the leader applying agile management is presented. Conclusion: The Agile leadership and leadership behaviour patterns are formed in a project management behavioural competency system based on agile technology methods and tools. These competencies included: Self-reflection and self-management, Personal integrity and reliability, Personal communication, Relationships and interaction, Leadership, Teamwork, Conflicts and crises, Inventiveness, Reconciliation, and Orientation to results. The patterns of project managers' behaviour as agile leaders in project product creation and agile project management are explored. The differences in the behaviour patterns of leaders and agile leaders were examined by behavioural competencies within the identified key competency indicators. Such patterns allowed the authors to identify bottlenecks in the application of agile project management methodologies in the context of the development of innovative products of innovation systems.

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Fotariya, Mr Anuj, and Mr Omprakash Mandge. "Systematic Review of Agile Methodologies for Software Development." International Journal for Research in Applied Science and Engineering Technology 10, no. 6 (June 30, 2022): 1771–74. http://dx.doi.org/10.22214/ijraset.2022.44143.

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Abstract: With the increase in complexity and innovation in IT products and services, developing them, that to by the shared efforts of team members brings in the need of some standardized development model or approach. Due to several advantages of agile methodologies over the traditional waterfall based models, it is the preferred choice. Many a times, a single agile method is also not enough to meet the current scenario of product development. We therefore propose a Competitor Driven Development (CDD) model, a hybrid agile process model for IT product development by abstracting practices from Extreme Programming (XP) and Feature Driven Reuse Development (FDRD) agile methods. This model is based on self-realizing requirements generation for Product development by keeping an eye watch on competitor’s upcoming launch of the product and market response to it rather than customer explicitly specifying the requirements. This development model can be generally used by the organizations who intend to develop IT product for mass targeted customers rather than an individual or an organization.

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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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Galkina, A. "Knowledge Management in Projects Using Agile Methodologies." Scientific Research and Development. Russian Journal of Project Management 11, no. 2 (October 20, 2022): 21–30. http://dx.doi.org/10.12737/2587-6279-2022-11-2-21-30.

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With the introduction of agile project management methodologies, knowledge management plays an important role. This article examines the features of using knowledge management tools in companies with agile project management approach. The purpose of the work is to determine the most and least popular tools used in companies of various industry areas, the application features, as well as to make recommendations for the implementation of these tools. The work employs the methods as a survey and an interview.

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Barbosa, Amanda Teixeira, César Carriço da Silva, Rebecca Leal Caetano, Deborah Paredes Soares da Silva, Júlio Vianna Barbosa, and Zeneida Teixeira Pinto. "AGILE METHODOLOGIES: AND ITS APPLICABILITY IN THE MARKETING AREA." Revista Ibero-Americana de Humanidades, Ciências e Educação 8, no. 3 (March 31, 2022): 1659–69. http://dx.doi.org/10.51891/rease.v8i3.4751.

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This article aimed to carry out an exploratory research to survey some of the agile methodologies and their applicability in marketing. Agile Methodologies have been present for a while in the industry and in and software development, but they have become more and more frequent in publicity and communication agencies. This methodology was created to speed up projects related to software development, helping to solve the problems faced during this process, which used traditional management techniques. Exploratory research is characterized by an approach with more flexible and consequently fewer formal procedures. The survey was carried out from 2013 to 2020 on Google/Google academic, on websites and blogs, in which the following descriptors were used: agile methodology and marketing. A sample of 35 sites/blogs on agile methodology and its applicability in the marketing area was identified among them, which were used in this study. The years with the highest number of publications were 2019 with 12, and 2020 with 10 publications, 2017 and 2018 with 5, 2016 with 2, 2013 with 1, and the years 2014 and 2015 without any work that fit in the survey. This study demonstrated that most of the information we have about agile methodologies is made available on the network through updated blogs. Agile methods have proven to be good allies of productivity for teams in different areas of assessment, but mainly for marketing projects, they offer business opportunities or solutions to everyday problems in a quick, creative, and effective way to customers.

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Yanzer Cabral, Anderson R., Marcelo Blois Ribeiro, and Rodrigo Perozzo Noll. "Knowledge Management in Agile Software Projects: A Systematic Review." Journal of Information & Knowledge Management 13, no. 01 (March 2014): 1450010. http://dx.doi.org/10.1142/s0219649214500105.

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Many methodologies, practices, techniques and tools have been suggested for process improvement, among them knowledge management and agile methodologies, which are the focus of this study. Systematic reviews published on knowledge management and agile methodologies have significantly contributed to detailed and deep discussions surrounding these issues. Nevertheless, we realised that there was a gap between these two areas that needed further clarification. Therefore, the objective of this study was to raise the main topics that emerge from knowledge management in agile methodologies. The research method used in this paper is based on a systematic review. We reviewed studies of knowledge management and agile methodologies, published in major software engineering journals and conference proceedings. The search strategy identified 2879 studies, of which 25 were selected as primary studies. The main topics were taken from these 25 works and, in order for them to be discussed; meta-analysis techniques were used to group these topics. The main discussion generated around these analyses was the preferential use of tacit knowledge, instead of explicit knowledge, and its influence on agile projects. This situation has implications for communication, human and social factors, software development cycle and artifacts, tools for knowledge management and knowledge representation forms.

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Pinto, Harold W. "Exploring the Implementation of Agile Project Management in the United States Construction Industry: Benefits, Challenges, and Success Factors." Journal of Entrepreneurship & Project management 7, no. 7 (June 29, 2023): 11–23. http://dx.doi.org/10.53819/81018102t4163.

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This study was conducted with the aim of investigating the implementation of agile project management methodologies in the construction industry in the United States. The research utilized a review of literature methodology to examine the benefits, challenges, and success factors associated with adopting agile practices in construction projects. By analyzing past studies and scholarly publications, a comprehensive understanding of the topic was achieved. The study highlighted several key benefits of agile project management in the construction industry. These benefits included improved adaptability to changing project requirements, increased client satisfaction through enhanced collaboration and continuous feedback, and greater project transparency and visibility. Additionally, agile methodologies were found to foster more effective risk management and improved project delivery timelines. Challenges encountered during the implementation of agile practices in the construction industry were also identified. These challenges encompassed resistance to change, inadequate stakeholder buy-in, difficulties in integrating Agile with traditional construction practices, and the need for skilled agile practitioners. Understanding these challenges can assist project managers and stakeholders in developing strategies to mitigate potential obstacles. By synthesizing the existing literature, this research provides valuable insights into the implementation of Agile project management in the United States construction industry. The findings contribute to a deeper understanding of the benefits, challenges, and success factors associated with agile practices, enabling construction professionals to make informed decisions and adopt effective strategies when implementing agile methodologies in their projects. Keywords: Agile project management, Implementation, Construction industry, Benefits, challenges, success factors, United States.

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Kamel, M., I. Bediwi, and M. Al-Rashoud. "Planned Methodologies vs. Agile Methodologies under the Pressure of Dynamic Market." Journal of King Abdulaziz University-Engineering Sciences 21, no. 1 (2010): 19–35. http://dx.doi.org/10.4197/eng.21-1.2.

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Sun, Zhi Wei. "The Role of Modelling in Agile Methodologies." Applied Mechanics and Materials 380-384 (August 2013): 1333–37. http://dx.doi.org/10.4028/www.scientific.net/amm.380-384.1333.

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Modelling as a technique continually keeps important place in information system development (ISD) methodologies and is adopted for implementing systems effectively. Contrasting to modelling, agile methodology is a new concept. It aims to overcome shortcomings of early ISD methodologies. It welcomes changes and adapt to them. Meanwhile it is people-oriented. Used in the new methodologies, besides traditional roles, modelling has more critical roles in ISD methodologies.The report illustrates main roles of modelling, including traditional and new ones. Meanwhile, it also addresses idea of ISD is social with the roles of modelling.

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Al-Zewairi, Malek, Mariam Biltawi, Wael Etaiwi, and Adnan Shaout. "Agile Software Development Methodologies: Survey of Surveys." Journal of Computer and Communications 05, no. 05 (2017): 74–97. http://dx.doi.org/10.4236/jcc.2017.55007.

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Khalil, Carine, and Sabine Khalil. "A Governance Framework for Adopting Agile Methodologies." International Journal of e-Education, e-Business, e-Management and e-Learning 6, no. 2 (2016): 111–19. http://dx.doi.org/10.17706/ijeeee.2016.6.2.111-119.

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Jovanovic, Aca, Filip Jovanovic, Ljiljana Miletic, and Ivana Beric. "Application of agile methodologies in software development." Tehnika 71, no. 6 (2016): 896–900. http://dx.doi.org/10.5937/tehnika1606896j.

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Cao, Lan, Kannan Mohan, Peng Xu, and Balasubramaniam Ramesh. "A framework for adapting agile development methodologies." European Journal of Information Systems 18, no. 4 (August 2009): 332–43. http://dx.doi.org/10.1057/ejis.2009.26.

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Lindstrom, Lowell, and Ron Jeffries. "Extreme Programming and Agile Software Development Methodologies." Information Systems Management 21, no. 3 (June 2004): 41–52. http://dx.doi.org/10.1201/1078/44432.21.3.20040601/82476.7.

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Pedrycz, Witold. "Quantitative logic-based framework for agile methodologies." Journal of Systems Architecture 52, no. 11 (November 2006): 700–707. http://dx.doi.org/10.1016/j.sysarc.2006.06.014.

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Mishra, Alok, and Deepti Mishra. "A curriculum for agile software development methodologies." ACM SIGSOFT Software Engineering Notes 36, no. 3 (May 5, 2011): 1–2. http://dx.doi.org/10.1145/1968587.1968608.

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Matharu, Gurpreet Singh, Anju Mishra, Harmeet Singh, and Priyanka Upadhyay. "Empirical Study of Agile Software Development Methodologies." ACM SIGSOFT Software Engineering Notes 40, no. 1 (February 6, 2015): 1–6. http://dx.doi.org/10.1145/2693208.2693233.

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Chathuranga, Sanjaya, Shan Jayasinghe, Jurgita Antucheviciene, Ruwan Wickramarachchi, Nilan Udayanga, and W. A. S. Weerakkody. "Practices Driving the Adoption of Agile Project Management Methodologies in the Design Stage of Building Construction Projects." Buildings 13, no. 4 (April 19, 2023): 1079. http://dx.doi.org/10.3390/buildings13041079.

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The aim of this study is to identify practices that would enable building construction companies to adopt agile project management methodologies during the design stage of projects that use building information modelling (BIM) solutions in the designing process. Due to the benefits of agile project management methodologies, a considerable amount of research has been conducted regarding the adoption of this methodology for building construction projects. However, waterfall project management is still more widely used in the building construction industry than agile project management is. Several recent studies claim that firms could focus on adopting agile methodologies during the design stage of a building construction project because due to the advent of BIM software solutions, the design stage can be carried out in a manner such as a software development project. Since software development industry is experiencing a widespread adoption of agile methods, if the design stage of a building construction project can be carried out such as a software development project, then there is a possibility to drive agile adoption in the design stage. Based on this information, researchers found an architectural consultancy firm that has been using a BIM solution to adopt agile project management methodologies in the design stage. The authors carried out a systematic literature review and identified 10 possible practices that might drive the adoption of agile practices. Those practices were presented to the architectural consultancy firm to identify practices that they are using to successfully adopt agile methods. The findings suggest that maintaining a backlog, running sprints, engaging a cross-functional team, continuous integration, and iterative/incremental development of the design are practices that have enabled the firm to adopt agile methods. Practical and theoretical implications were derived from the findings, and suggestions for future research and limitations of the study are discussed in the discussion. Concluding remarks are provided in final section of the paper.

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Tudose, Cătălin. "Software Methodologies and War Strategies." Journal of Systemics, Cybernetics and Informatics 20, no. 1 (January 2022): 174–90. http://dx.doi.org/10.54808/jsci.20.01.174.

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Innovation is permanent in all fields of human activity. Strategy and tactics adopted by one discipline may be used to communicate through disciplines or may be transposed and adapted in other fields. The contemporary activity of software development brought to emerging different methodologies that exercise their influence to other fields and may be applied in other disciplines. On the other hand, as people showed the highest inventiveness in attacking and conquering others, the basic military notions are used across disciplines. Adapting the attacking and war strategies to different fields resulted naturally. The article will examine the trans-disciplinary communication through the Agile incremental methodology and similarities between its application in software development and adopting it in different fields. We'll analyze how to transpose to other fields Agile concepts as adding business value and getting to the business goals, conducting the work the incremental and non-incremental way, and how the basic concepts from Agile are used beyond their original creation, through other disciplines. The article also analyzes war strategies and the possibility to apply them to other disciplines, with extended references to one of the most renowned military treaties, Sun Tzu's The Art of War. We'll investigate what things as initial estimations, attack by stratagem, tactical dispositions, energy, weak points, and strong points, maneuvering, variation in tactics, the army on the march, terrain, arriving on unknown ground, concrete situations on the ground, the use of spies or the attack by fire may mean to communicate across disciplines.

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Wiśniewski, Rafał, and Izabela Bukalska. "The Interactive Dimension of Creating Cultural Artifacts Using Agile Methodologies." Qualitative Sociology Review 16, no. 4 (October 31, 2020): 198–210. http://dx.doi.org/10.18778/1733-8077.16.4.12.

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The authors consider symbolic interactionism to be a suitable theoretical framework to analyze projects in creative sectors because it affords ample space for individual and collective creativity. Furthermore, teams working on different cultural artifacts establish a negotiated order (interactionist term coined by A. L. Strauss) among artists, managers, the audience, and sponsors, et cetera, by discussing and translating various meanings and perspectives. This is especially noticeable when projects are managed using an agile methodology. The application of agile methodologies in creative sectors is a relatively new idea, although it seems to be in harmony with the nature of artistic work. For instance, it implies the acceptance of unpredictability and flexibility while also recognizing the ability and individuality of project participants. There are also specific problems related to the personalities of the artists and the irregularities and discontinuities inherent in the process of creation. The first part of the article raises the topic of creativity in symbolic interactionism. This perspective is subsequently extended to teamwork in creative sectors employing the description of collective work in Howard Becker’s book entitled Art Worlds as an example. The authors reflect on other contemporary works explaining the cultural shift transpiring during the move from the analog age to the current digital age and its influence on the process of creation in the world of artists. This leads to a discussion of distributed agility, a concept stemming from agile management. The various agile methods are mentioned and shortly characterized; we also present a succinct depiction of historical perspective. The literature on the use of agile methods in creative sectors is referred to along with some of the challenges they face. The need to develop an agile management methodology specifically for creative industries is emphasized. This article utilizes the literature on symbolic interactionism to explain group dynamics by drawing analogies with agile management.

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Шапошнікова, О. П., and В. В. Кірвас. "Application of the Agile methodology in the practice of project-based learning in the training of IT specialists." Системи обробки інформації, no. 4(163), (October 28, 2020): 94–100. http://dx.doi.org/10.30748/soi.2020.163.10.

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Theoretical and practical issues of the active learning methods application using the high-profile methodologies aimed at finding effective learning technologies have been considered. There have been analysed the educational methodologies based on the Agile methodology to solve educational problems, taking into account the values and principles of the Agile methodology formulated in the Agile Manifesto. The project-based learning practice introduction in the educational process with the adaptation of the Agile methodology for teaching the “Architecture and analysis of software requirements”, “Software quality and testing”, “IT projects management” disciplines has been suggested, and the results of this approach have been analyzed.

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Losana, Patricia, John W. Castro, Xavier Ferre, Elena Villalba-Mora, and Silvia T. Acuña. "A Systematic Mapping Study on Integration Proposals of the Personas Technique in Agile Methodologies." Sensors 21, no. 18 (September 20, 2021): 6298. http://dx.doi.org/10.3390/s21186298.

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Agile development processes are increasing their consideration of usability by integrating various user-centered design techniques throughout development. One such technique is Personas, which proposes the creation of fictitious users with real preferences to drive application design. Since applying this technique conflicts with the time constraints of agile development, Personas has been adapted over the years. Our objective is to determine the adoption level and type of integration, as well as to propose improvements to the Personas technique for agile development. A systematic mapping study was performed, retrieving 28 articles grouped by agile methodology type. We found some common integration strategies regardless of the specific agile approach, along with some frequent problems, mainly related to Persona modelling and context representation. Based on these limitations, we propose an adaptation to the technique in order to reduce the creation time for a preliminary persona. The number of publications dealing with Personas and agile development is increasing, which reveals a growing interest in the application of this technique to develop usable agile software.

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Betta, Jan, and Agnieszka Owczarzak-Skomra. "Agile crisis management." Scientific Journal of the Military University of Land Forces 192, no. 2 (April 1, 2019): 310–20. http://dx.doi.org/10.5604/01.3001.0013.2602.

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The article deals with crisis management. A new approach based on the agile methodologies of project management is proposed. The paper presents consecutively: crisis and its management (literature overview), characterisation of IT projects, agile project management, comparative analysis of agile approach and crisis management, proposal of a new idea – agile crisis management and conclusions. The conclusions emphasise the importance of following up with necessary empirical investigations.

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Povna, Svitlana. "СВІТОВИЙ ДОСВІД ЗАПРОВАДЖЕННЯ ГНУЧКИХ МЕТОДОЛОГІЙ УПРАВЛІННЯ КОНКУРЕНТОСПРОМОЖНІСТЮ ПІДПРИЄМСТВ ТА ОРГАНІЗАЦІЙ." PROBLEMS AND PROSPECTS OF ECONOMIC AND MANAGEMENT, no. 1(21) (2020): 63–71. http://dx.doi.org/10.25140/2411-5215-2020-1(21)-63-71.

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The article explores the features of flexible management methodologies, among which Kaizen and Agile are highlighted. These methodologies are designed to work in changing market conditions and customer requirements. It is noted that all these methodologies are focused on the evolutionary development of organizations, thus gradual improvements that ultimately maintain the competitiveness of organizations at a high level. The components of Kaizen and Agile are highlighted and their basic principles are compared. It is noted that Kaizen has become the source for some Agile techniques. An analysis of the implementation of the Agile methodology in the world was carried out, which showed the spread of its influence in the global world. The advantages of adopting Agile that companies implemented flexible technology receive are primarily the ability to manage changing priorities, the visibility of the project, aligning business with IT, and team morale. However, there are many problems with the implementation of this methodology; one of the main is the organizational culture that does not contribute to change and communication. However, some Agile methods, such as Scrum, have fairly clear implementation rules that must be introduced in their entirety, and they must be fully followed. The problems of Scrum introduction are mainly connected with insufficient adherence to the Scrum process, which eliminates its advantages. The Agile methodology helps organizations grow larger than the critical size for such organizations.

Journal articles on the topic 'Agile methodologies'

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