Journal articles: 'Agile methods'

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Reifer, D. J., F. Maurer, and H. Erdogmus. "Scaling agile methods." IEEE Software 20, no. 4 (July 2003): 12–14. http://dx.doi.org/10.1109/ms.2003.1207448.

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Reece, Gloria. "Agile methods survey." Communication Design Quarterly Review 9, no. 1 (March 2008): 8–11. http://dx.doi.org/10.1145/2180835.2180836.

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Reece, Gloria. "Agile methods survey." Communication Design Quarterly Review 9, no. 2 (June 2008): 16–20. http://dx.doi.org/10.1145/2180838.2180840.

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Gotterbarn, Don. "UML and agile methods." ACM SIGCSE Bulletin 36, no. 2 (June 2004): 11–13. http://dx.doi.org/10.1145/1024338.1024344.

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Clear, Tony. "Documentation and agile methods." ACM SIGCSE Bulletin 35, no. 2 (June 2003): 12–13. http://dx.doi.org/10.1145/782941.782949.

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Beyer, Hugh. "User-Centered Agile Methods." Synthesis Lectures on Human-Centered Informatics 3, no. 1 (January 2010): 1–71. http://dx.doi.org/10.2200/s00286ed1v01y201002hci010.

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DeMarco, T., and B. Boehm. "The agile methods fray." Computer 35, no. 6 (June 2002): 90–92. http://dx.doi.org/10.1109/mc.2002.1009175.

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SOLANGI, Y. A., Z. A. SOLANGI, A. MAITLO, S. CHANDIO, and A. SHAH. "Agile Methods Acceptance Model: Understanding Factors for Implementing Agile Methods in Pakistan." SINDH UNIVERSITY RESEARCH JOURNAL -SCIENCE SERIES 51, no. 03 (September 18, 2019): 381–84. http://dx.doi.org/10.26692/surj/2019.09.61.

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Bishop, David, Amit V. Deokar, and Surendra Sarnikar. "On Understanding Preference for Agile Methods among Software Developers." Information Resources Management Journal 29, no. 3 (July 2016): 12–36. http://dx.doi.org/10.4018/irmj.2016070102.

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Agile methods are gaining widespread use in industry. Although management is keen on adopting agile, not all developers exhibit preference for agile methods. The literature is sparse in regard to why developers may show preference for agile. Understanding the factors informing the preference for agile can lead to more effective formation of teams, better training approaches, and optimizing software development efforts by focusing on key desirable components of agile. This study, using a grounded theory methodology, finds a variety of categories of factors that influence software developer preference for agile methods including self-efficacy, affective response, interpersonal response, external contingencies, and personality contingencies. Each of these categories contains multiple dimensions. Preference rationalization for agile methods is the core category that emerges from the data. It informs that while the very essence of agile methods overwhelmingly and positively resonates with software developers, the preference is contingent on external and personality factors as well.

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Känsälä, Marja, and Norio Tokumaru. "Interaction Between Agile Methods and Organizational Culture – A Qualitative Study." Pacific Asia Journal of the Association for Information Systems 15 (March 2023): 32–59. http://dx.doi.org/10.17705/1pais.15202.

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Background: Agile practices have gained popularity in the 21st century. There is also a growing body of research on agile methods. While some earlier research on agile practices and organizational culture exists with the assumption that the optimal combination of agile practices and organizational culture exists, we examine how agile methods and organizational culture interact and are mutually adjusted. Method: To find out how agile methods and organizational culture are related in practice, we conducted 50 semi-structured interviews with software and embedded software developers from five Japanese companies and three software teams from Finland. Results: Adopting agile methods does not necessarily cause convergence of organizational culture toward democratic which seems to be most compatible with archetypal agile practices. Agile methods can be adapted to organizational cultures that are sometimes challenging to modify. We demonstrate that companies tried to fit agile practices into hierarchical organizational cultures, demonstrating that organizational culture can occasionally be viewed as an exogenous variable influenced firm-, product-, and industry-specific features. Also, it is possible to transform organizational cultures to democratic. The examples demonstrate how companies alter their culture in part through HRM techniques. It should be noted, however, that these efforts to conform to culture can have some restrictions. Conclusion: There is not a single ideal combination of agile methods and organizational culture, despite what some earlier studies suggested. The results show how organizational culture and agile methods interact and adapt to one another in different ways. According to several earlier studies, different organizational cultures may support different facets of agile methods. They do not presuppose organizational culture diversity; in that it goes beyond the notion of a one-to-one relationship between agile methods and democratic organizational culture. While implementing agile practices in various organizational cultural contexts, practitioners must consider how agile methods and organizational culture are interconnected.

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Mishra, Alok, Samia Abdalhamid, Deepti Mishra, and Sofiya Ostrovska. "Organizational issues in embracing Agile methods: an empirical assessment." International Journal of System Assurance Engineering and Management 12, no. 6 (October 11, 2021): 1420–33. http://dx.doi.org/10.1007/s13198-021-01350-1.

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AbstractThis study provides empirical evidence to the body of knowledge in Agile methods adoption in small, medium and large organizations in international context. This research explores the factors involved in the adoption of Agile methods in software development organizations. A survey was conducted among Agile professionals to gather survey data from 52 software organizations in seven countries across the world. Statistical techniques are applied towards empirical assessment. Organizational culture, team structure and management support are found to be crucial success factors whereas lack of management support, a large organization size and traditional organizational culture are found to be detrimental for the adoption of Agile approach in an organization. The selection of an appropriate Agile method depends on the project size and, for each size, there are specific methods preferred by different enterprises. Providing better control over the work is viewed as the primary advantage of the Agile methods within large and small organizations, while for the medium-size organizations, the priority is switched to coping with changing user requirements. Majority of the respondents did not consider embracing agile methods as a reason for project failure which indicates that Agile methods are, indeed, beneficial.

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Reifer, D. J. "How good are agile methods?" IEEE Software 19, no. 4 (July 2002): 16–18. http://dx.doi.org/10.1109/ms.2002.1020280.

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Meyer, Bertrand. "Making Sense of Agile Methods." IEEE Software 35, no. 2 (March 2018): 91–94. http://dx.doi.org/10.1109/ms.2018.1661325.

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Odzaly, Edzreena Edza, Des Greer, and Darryl Stewart. "Capturing Risks in Agile Methods." Advanced Science Letters 24, no. 2 (February 1, 2018): 1509–13. http://dx.doi.org/10.1166/asl.2018.10780.

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Schöttle, Markus. "Big Data and Agile Methods." ATZelectronics worldwide 14, no. 1-2 (February 2019): 14–15. http://dx.doi.org/10.1007/s38314-019-0008-6.

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Abdala, Tarek Mosbah, and Ali Ahmed Barka. "Five Agile Methods in Software Development: A Review Paper." مجلة الجامعة الأسمرية: العلوم التطبيقية 2, no. 1 (June 30, 2017): 56–45. http://dx.doi.org/10.59743/aujas.v2i1.1056.

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The selection of a software development methodology is vital activity in any software project. It has a great impact on customer satisfaction and business welfare. Normally the selection is based on experience or in some cases a rational. This paper provides an overview of the agile methods, and describes comparative studies where analysis and comparison of methodologies has been carried out. Then a comparative study is described which was carried out on five agile methods in order to address the question ‘what is an agile method’? The objective to this paper to describe the five agile methods: SSM , DSDM ,Lean , Merise and Euromethod Methods. The results provide an analysis of the properties common to agile methods, the differences between the methods, the unique properties peculiar to agile methods, and provide an understanding of appropriate method combinations.

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Nuottila, Jouko, Kirsi Aaltonen, and Jaakko Kujala. "Challenges of adopting agile methods in a public organization." International Journal of Information Systems and Project Management 4, no. 3 (February 2, 2022): 65–85. http://dx.doi.org/10.12821/ijispm040304.

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Agile development methods are widely used among business enterprises. Since the introduction of the Agile Manifesto in 2001, several agile methods have been implemented, first in single-team set-ups and later in larger multi-team set-ups for complex Information Technology (IT) system development. However, the adoption of agile methods has been slow in the public sector. This is also reflected in the academic literature, as there are only a few studies discussing agile adoption in public organizations. This paper contributes to research on the use of agile practices specifically in the context of public organizations, and sheds light on the challenges a public organization may face while adopting these practices. The aim of this paper is to identify and categorize the challenges that may hinder efficient adoption and use of agile methods in public IT projects that include private software vendors. This research is based on a case study of a large governmental office. As a result, this paper presents several categories of identified challenges, the root causes of these challenges, and a discussion of the characteristics of these challenges for the public sector.

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Laanti, Maarit, Outi Salo, and Pekka Abrahamsson. "Agile methods rapidly replacing traditional methods at Nokia: A survey of opinions on agile transformation." Information and Software Technology 53, no. 3 (March 2011): 276–90. http://dx.doi.org/10.1016/j.infsof.2010.11.010.

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Hobbs, Brian, and Yvan Petit. "Agile Methods on Large Projects in Large Organizations." Project Management Journal 48, no. 3 (June 2017): 3–19. http://dx.doi.org/10.1177/875697281704800301.

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Agile methods have taken software development by storm but have been primarily applied to projects in what is referred to as the “agile sweet spot,” which consists of small collocated teams working on small, non-critical, green field, in-house software projects with stable architectures and simple governance rules. These methods are being used more and more on large projects, but little documentation is available in the academic literature. This article investigates the adoption and adaptation of agile methods for use on large projects in large organizations. The empirical study is based first on case studies, followed by a survey to validate and enrich the case study results. The results are somewhat paradoxical in that some features are common to almost all observations, whereas others show extreme variability. The common features include use of Scrum methodology and agile coaches, as well as the non-respect of the agile principle of emergent architecture.

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Burggräf, P., M. Dannapfel, T. Adlon, A. Riegauf, K. Müller, and C. Fölling. "Agile Montage*/Agile assembly – Assembly planning and assembly system as integral elements of factory planning." wt Werkstattstechnik online 109, no. 09 (2019): 622–27. http://dx.doi.org/10.37544/1436-4980-2019-09-8.

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Produzierende Unternehmen intensivieren aufgrund zunehmend volatiler Kundenbedürfnisse die Anwendung agiler Produktentwicklungsansätze. Ziel des Beitrags ist die Einführung eines Konzepts zur Befähigung dieser dynamischen Produktentwicklung in der Montage. Der integrative Lösungsansatz basiert auf der wirtschaftlichen Optimierung des Agilitätsgrades von Montagesystemen sowie dem selektiven Einsatz agiler Methoden in der traditionell plangetriebenen Montageplanung als Teil der Fabrikplanung.   To meet more volatile customer needs, manufacturing companies increasingly make use of agile product development approaches. This article aims to introduce a concept to enable for dynamic product development in assembly. This integrative solution approach is based on the economic optimization of the degree of agility of assembly systems and on the selective use of agile methods in traditional, plan-driven assembly planning as part of factory planning.

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Ravaglia, Claudia Carrijo, Mirian Picinini Mexas, Ana Claudia Dias, Haydée Maria Correia da Silveira Batista, and Kleber da Silva Nunes. "Management of software development projects in Brazil using agile methods." Independent Journal of Management & Production 12, no. 5 (August 1, 2021): 1357–74. http://dx.doi.org/10.14807/ijmp.v12i5.1353.

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The aim of the paper is to analyze how agile management practices are being adopted by specialists from software development technology companies in Brazil, identifying actions that contribute to the success of software implementation, aiming to ensure the survival of organizations in the market. The study counted with a literature review to support the field research with software development specialists who use the agile methodology and work in Brazil in the states of Rio de Janeiro and São Paulo. The results were analyzed through a descriptive statistics and content analysis. The research identified that the companies that adopt agile software management methodology in Brazil prefer the Scrum method and the development teams may be geographically distributed. The main positive points identified when adopting agile methods were the process speed, team involvement, maximization of results, involvement with the client, and simplicity. Most experts identified problems in the implementation of the agile methodology and as points of attention: management of distributed teams, scope estimation and communication. It was possible to identify the existence of a positive financial result by adopting the agile method for software development projects, as well as actions that contribute to the success of these projects, such as controlling quality using different testing techniques, project management, time, stakeholders, scope, and have agile communication, with feedback and good leadership. On the other hand, it was observed in the statistics that, although efficient, this method is still not being widely used. This research can contribute to the managers of software development companies in the use of agile methods as well as improving management decision-making.

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Shein, Cyndi, Hannah E. Robinson, and Hana Gutierrez. "Agility in the Archives: Translating Agile Methods to Archival Project Management." RBM: A Journal of Rare Books, Manuscripts, and Cultural Heritage 19, no. 2 (November 7, 2018): 94. http://dx.doi.org/10.5860/rbm.19.2.94.

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“Agility in the Archives” affirms the importance of project management in special collections and archives, demonstrating how agile project management methods can augment success in archival processing projects. Shein, Robinson, and Gutierrez present criteria commonly used to measure project success and examine agile project management factors that have been correlated with project success in other disciplines. The authors introduce agile principles and provide practical insight on how agile factors can be adopted to support project success in archives. Drawing examples from a grant-funded project completed by the University of Nevada, Las Vegas (UNLV) University Libraries, the authors establish parallels between efficient iterative archival processing and agile project management methods. The study calls archivists to look beyond the details of archival processing techniques and to approach archival processing projects holistically.

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Pacana, Andrzej, and Karolina Czerwińska. "Analysis of the Use of Agile Methods, Tools and Techniques in Foundry Enterprises." System Safety: Human - Technical Facility - Environment 5, no. 1 (December 1, 2023): 1–9. http://dx.doi.org/10.2478/czoto-2023-0001.

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Abstract In an increasingly volatile environment, the importance of agile management, which should be based on flexible procedures and agile strategy, is increasing. The purpose of the study was to analyze the trend of development, level of knowledge and implications with the application of agile methods, techniques in project, program and manufacturing process management tools, as well as to identify areas of activity of foundry companies in the context of increasing the efficiency of their operations through the use of agile project approach. The completed research indicated that the knowledge and variety of application of agile methods, tools and techniques is at a relatively low level within the framework of project, program and manufacturing process management in the surveyed foundries. Among the most commonly used instrumentation are: PDCA, Kanban, SCRUM, SCRUMBAN, Lean Development, DMAIC and XP. The research showed that the use of agile instrumentation in the areas of projects, programs and manufacturing process management allows work to be done in an orderly and transparent manner. Foundries that consistently use agile instrumentation produce high-quality and non-conformity-free products with short time-to-market. Future research directions will be to perform a comparative analysis of the level of knowledge and implications of agile instrumentation in foundries located in Poland and selected neighboring countries.

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Rodrigues, Eliane Lima, and Isabel Cristina Scafuto. "Learning in the transformation of organizations with the implementation of agile methods." Revista de Gestão e Secretariado 13, no. 4 (December 30, 2022): 2514–32. http://dx.doi.org/10.7769/gesec.v13i4.1486.

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Objective: This article aims to understand the influence of organizational learning on adaptation during the implementation of agile methods in the project management environment in companies. The study focuses on changing project management processes from the traditional “waterfall” to agile management models to meet the needs of organizations. It aims to identify how the organization based on traditional project management migrates to a new process, adapting the new agile methodology to its day-to-day activities. Design/methodology/approach: We carried out a systematic literature review, answering the question: How does organizational learning influence the adaptation of agile methods? Results: We grouped the articles into five fields of research: Agile Learning; Organizational Learning in the implementation of Lean and Scrum methodologies: Implementation of Lean and Scrum methodologies; Learning of the individual in the organization and Organizational Learning. Originality/Value: This article seeks interests in the potential of applying agile projects and the organizational learning acquired from this new model.

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Sampaio, Américo, Alexandre Vasconcelos, and Pedro R. Falcone Sampaio. "Assessing agile methods: an empirical study." Journal of the Brazilian Computer Society 10, no. 2 (November 2004): 22–41. http://dx.doi.org/10.1590/s0104-65002004000300003.

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Griffin, Bernard, Mark Udall, Margaret Ross, and Elli Georgiadou. "Adopting Agile Methods for Graduate Employability." International Journal of Human Capital and Information Technology Professionals 4, no. 3 (July 2013): 1–10. http://dx.doi.org/10.4018/jhcitp.2013070101.

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The paper evaluates the impacts of using adaptive contemporary workplace methods for the enhancement of student motivation and learning, along with future employability. The interim effects of incorporating an ‘Agile’ project management approach within an established Activity-Based Learning strategy are considered for second year undergraduate students in Software Engineering and Computer Games Development environments. A range of observations and measurements are analysed to determine likely cause and effect relationships, supported by the university's virtual learning environment, as a key communications component. The findings suggest that student motivation may be significantly enhanced through online access to interactive multi-media materials in support of an incremental facilitated learning strategy. In addition, local employer interest in graduate recruitment has been increased.

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Beaumont, Mitch, Ben Thuriaux, Prashanth Prasad, Chandler Hatton, and Colin Davies. "Agile methods to achieve breakthrough innovation." IEEE Engineering Management Review 45, no. 4 (2017): 86–89. http://dx.doi.org/10.1109/emr.2017.8233299.

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Sampaio, Américo, Alexandre Vasconcelos, and Pedro R. Falcone Sampaio. "Assessing agile methods: An empirical study." Journal of the Brazilian Computer Society 10, no. 2 (June 2004): 21–48. http://dx.doi.org/10.1007/bf03192357.

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Woodward, E. V., R. Bowers, V. S. Thio, K. Johnson, M. Srihari, and C. J. Bracht. "Agile methods for software practice transformation." IBM Journal of Research and Development 54, no. 2 (March 2010): 3:1–3:12. http://dx.doi.org/10.1147/jrd.2009.2038749.

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Armitage, John. "Are agile methods good for design?" Interactions 11, no. 1 (January 2004): 14–23. http://dx.doi.org/10.1145/962342.962352.

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Skowronski, V. "Do Agile Methods Marginalize Problem Solvers?" Computer 37, no. 10 (October 2004): 120–19. http://dx.doi.org/10.1109/mc.2004.164.

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Fitroh, Fitroh, Fahmi Hudaya, and Muhamad Hanif. "UTILIZATION OF AGILE METHODS TO DEVELOP EMPLOYEE INTERPERSONAL SKILLS: A SYSTEMATIC LITERATURE REVIEW." JURTEKSI (Jurnal Teknologi dan Sistem Informasi) 9, no. 4 (September 2, 2023): 529–36. http://dx.doi.org/10.33330/jurteksi.v9i4.1915.

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Abstract: Interpersonal skills in employees are an important part of technology companies in achieving their goals through the development of skills in their employees. The application of agile methods for application development has been widely carried out by technology companies. The agile method has the main principle of communication between employees, requiring skills to face these principles. The method used in this study is the systematic literature review (SLR) method to know how the use of agile methods can develop interpersonal skills in karyawan. In the initial search conducted using the Publish or Perish application, 740 journals were found in the range of 2015 to 2022. Next, journal filtering and cluster search continued using Microsoft Excel, Zotero, Mendeley, and VOS Viewer applications, resulting in 53 journals selected based on Q1. In the final stage of screening, researchers re-screened 9 journals that were used as a reference regarding the use of agile methods to develop employee interpersonal skills. The results showed that the agile development method can affect the development of employee interpersonal skills. 11 skills develop because of the use of this agile development method including team working, emotional intelligence, negotiation and persuasion, problem-solving, communication skills, conflict resolution, decision making, time management, organizational skills, listening, and relationship building. Of the 11 skills, the most mentioned is team working. Keywords: agile development methods; interpersonal skills; literature review Abstrak: Interpersonal skill pada karyawan menjadi bagian penting bagi perusahaan teknologi dalam mencapai tujuannya melalui berbagai pengembangan keterampilan. Penerapan metode agile untuk pengembangan aplikasi sudah banyak dilakukan oleh perusahaan-perusahaan teknologi. Metode agile memiliki prinsip utama berupa komunikasi antar karyawan sehingga membutuhkan keterampilan untuk menghadapi prinsip-prinsip tersebut. Metode yang digunakan pada penelitian ini yaitu metode systematic literature review (SLR) dengan tujuan untuk mengetahui bagaimana pemanfaatan metode agile dapat mengembangkan interpersonal skill pada karyawan. Pada pencarian awal yang dilakukan menggunakan aplikasi Publish or Perish, ditemukan 740 jurnal pada rentang tahun 2015 sampai 2022. Selanjutnya, penyaringan jurnal menggunakan aplikasi Microsoft Excel dan Mendeley Desktop yang menghasilkan 53 jurnal yang dipilih berdasarkan penilaian kualitas. Pada tahap akhir penyaringan, peneliti menyaring kembali menjadi 9 jurnal yang digunakan sebagai acuan mengenai pemanfaatan metode agile untuk mengembangkan interpersonal skills karyawan. Hasil penelitian menunjukan bahwa metode agile development dapat mempengaruhi pengembangan interpersonal skill karyawan, faktanya terdapat 11 skill yang berkembang karena pemanfaatan metode agile development ini diantaranya adalah team working, emotional intelligence, negotiation and persuasion, problem solving, communication skills, conflict resolution, decision making, time management, organizational skill, listening, dan relationship building. Dari 11 skill tersebut yang paling banyak disebut yaitu team working. Kata kunci: interpersonal skills; metode agile development; literature review;

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Niemi-Grundström, Minna. "Developing, evaluating and managing library with agile methods." Library Management 35, no. 6/7 (August 5, 2014): 481–85. http://dx.doi.org/10.1108/lm-02-2014-0022.

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Purpose – Agile methods often refer to software development methodology and practices used in software industry but the elements and principles of agile methods have been used also for operational development in various organizations. In general, the agile development process means an incremental work process that promotes the importance of customer satisfaction, collaboration, communication, teamwork, good quality and planned follow-up practices. The paper aims to discuss these issues. Design/methodology/approach – This paper first presents an overview of agile methods after which it addresses the most relevant ones for developing, evaluating and managing the academic library. The paper discusses the utilization of these methods in the context of an academic library presenting the case of Tampere University of Technology Library. Findings – After a short practical experience of implementing agility into development processes, the following elements of agility can be considered the most effective and relevant: appreciating the needs of the customers, eliminating the waste, quality assurance, ability to redesign and make decisions fast and empowering the team. Practical implications – The library of Tampere Univeristy of Technology made an early adoption of the methods in its development projects during 2012. The paper refers to concrete initiatives that have already been taken to improve development processes as well as discuss the challenges when applying agile methods in order to change quite traditional working culture. Originality/value – The paper discusses what the library can achieve by adapting a fresh approach for developing, evaluating and managing its operations and how the library staff can benefit from the agile way of working.

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Pawlak, Robert. "Implementation aspects of agile methods in large organizations." e-mentor 90, no. 3 (July 2021): 64–72. http://dx.doi.org/10.15219/em90.1523.

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The aim of this article is to analyze the challenges and success factors on organizations’ path to agile transformation, as frequently discussed in the literature and encountered in business practice. The research conducted proved that large-scale agile transformations require a dedicated approach with set of tools and best practices in place. The implementation challenges and barriers have been categorized into method-, organization-, culture- and technology-oriented groups. As a result of an in-depth analysis carried on for the purpose of this paper, a dedicated methodology of agile transformation has been proposed to ease the implementation process.

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Zielske, Malena, Tobias Held, and Athanasios Kourouklis. "A Framework on the Use of Agile Methods in Logistics Startups." Logistics 6, no. 1 (February 23, 2022): 19. http://dx.doi.org/10.3390/logistics6010019.

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Background: The logistics industry has seen the emergence of many startups in recent years. Many of these logistics startups use new technologies to develop disruptive products, services or platforms that are based on software. This paper presents the results of a Delphi study and a survey that were consolidated in a framework. The purpose is to understand the benefits that logistics startups derive from using agile methods, the difficulties they face in using these methods and the evolution of logistics startups in terms of using agile methods. Methods: A Delphi study with 29 experts and a global survey with 95 participants was conducted to look at the implementation of agile methods. The largest group of participants were members of (top) management, agile coaches and team leaders. Results: The framework consolidates gathered data to demonstrate how logistics startups apply agile methods and practices based on the results of the Delphi study and the survey, and how the usage of agile methods changes over the age of logistics startups. The results indicate that younger logistics startups use agile methods predominantly to design product features and maximise customer value, whereas logistics startups older than five years focus more on the optimisation of internal processes. Conclusions: The value of the present study lies in its contribution to the hitherto hardly examined research field of agility in logistics startups and the notable views of the experienced participants.

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Alruwaili, Fatimah, Muna Alrajhi, and Kawther Saeedi. "How Agile Development and Its Tools Support Digital Transformation." INTERNATIONAL JOURNAL OF COMPUTERS & TECHNOLOGY 18 (February 1, 2019): 7440–50. http://dx.doi.org/10.24297/ijct.v18i0.8060.

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Digital transformation is the enabler for new reform of businesses, socialites and governments. It is also the platform to the 2030 Vision in Saudi Arabia and in many other countries. Agile Manifesto succeeded to manage software development in a rapid and reliable fashion. Furthermore, incremental delivery of software release ensure that software audiences are engaged while delivering the product, their comments are considered in every function and any changes in requirements are based on imperial use of the software. This ensure the delivery of functionalities matching customer demands as well as reduce project failure risk. For this reason, Agility has been adopted in most software companies as a guaranteed and easy way to implement the digital solutions for their companies. This paper examines the characteristics of agile frameworks, such as Scrum and XP, and Agile tools, such as Jira, Agilo, and others, that facilitate digital transformation. Then compare productivity and efficacy of agile frameworks with traditional SDLC methods. The paper is concluded with the features of agile framework that enable digital transformation such as incremental development, flexible requirements and customer engagement.

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Al Fannah, Jehan, Harith Al Harthy, Faryal Khamis, Salah T. Al Awaidy, and Qasem Al Salmi. "Agile Teams and Lean Methods in a Tertiary Care Hospital During COVID-19 Pandemic." Oman Medical Journal 37, no. 2 (March 22, 2022): e363-e363. http://dx.doi.org/10.5001/omj.2022.67.

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Objectives: To share the experience of Agile Teams using Lean Method to facilitate improvement projects during the COVID-19 pandemic. Methods: A tertiary hospital in Oman mobilized agile teams using lean methods to streamline the workflow during the early stages of COVID-19 pandemic in year 2020. Results: The collaborative network generated by the agile teams increased interdepartmental engagement within the hospital and trimmed workflows, thus improving patient care despite the pandemic. Conclusions: Agile teams using lean methods demonstrably enhance collaboration and efficiency in healthcare, leading to improved patient care.

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Gahroee, Tayebe Mohamadi, Taghi Javdani Gandomani, and Mohammadreza Soltan Aghaei. "The main pillars of Agile consolidation in newly Agile teams in Agile software development." Indonesian Journal of Electrical Engineering and Computer Science 26, no. 2 (May 1, 2022): 1216. http://dx.doi.org/10.11591/ijeecs.v26.i2.pp1216-1226.

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<span>Many software companies and teams use Agile methods as their main development approach. These methods promise higher team productivity, faster product delivery, a more flexible development process, and greater customer satisfaction. Nevertheless, a review of the literature shows that adapting to these methods, known as Agile transition, is not as easy as expected. However, several frameworks and models have been proposed to facilitate the Agile transition process. The challenging issue after the transition to agility is the behavior of companies and teams after the Agile transition and how to maintain agility in the long run. Very little research has been done on this issue, which has largely expressed concern. The present study tries to explore the hidden aspects of the transition to agility and provide a solution for Agile consolidation in newly Agile software teams. In this regard, using the grounded theory approach, the basic theory of Agile consolidation in these teams has been presented. Preliminary findings of the study indicate important factors that play an important role in Agile consolidation. Identification of challenges, facilitators, organizational culture structure, and human roles in Agile consolidation is the most important initial findings of this study.</span>

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Bławucki, Tomasz, Siarhei Ramanovich, and Maria Skublewska-Paszkowska. "Applications supporting utilization of agile methods in software development process." Journal of Computer Sciences Institute 14 (March 30, 2020): 8–13. http://dx.doi.org/10.35784/jcsi.1566.

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The article presents a comparison in terms of hardware requirements of applications that supports the agile software development processes. For research purposes, popular mobile and internet applications supporting agile software development were chosen. In order to determine the significance of individual technical requirements for end-users, a series of research experiments, based on scenarios of typical and boundary use was conducted. In addition to research, the application supporting agile software development process was implemented. The results of research were recorded by specialized monitoring and profiling tools. The results of performed work are presented in tabular form.

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Tura, Nina, Lea Hannola, and Mikko Pynnönen. "Agile Methods for Boosting the Commercialization Process of New Technology." International Journal of Innovation and Technology Management 14, no. 03 (May 8, 2017): 1750013. http://dx.doi.org/10.1142/s0219877017500134.

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Challenges in innovation processes have influenced the development of agile methods, which are lighter and nimbler tools for development projects. This study elucidates the possibilities of agile methods for enhancing the effectiveness of innovation processes with the aim of quickly and successfully commercializing new technology. The focus is on different process phases of commercialization, from identifying the business potential to finalizing the innovation commercialization plan. As a result of the study, a novel, rapid, and agile process was created to improve the effectiveness of the technology-based innovation process, supporting the creation of more sustainable and valuable business models.

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Carroll, Jami. "Agile Methods For Improved Cyber Operations Planning." European Conference on Cyber Warfare and Security 22, no. 1 (June 19, 2023): 108–15. http://dx.doi.org/10.34190/eccws.22.1.1138.

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Cyber Ranges provide an interactive simulated environment of hardware and software for simulation. This closed environment provides a safe and legal environment where cyber warfighters can refine their skills. They enable mock cyber mission rehearsal of operation playbooks. Simulated cyber capabilities in the cyber range parallel the intelligence, surveillance, and reconnaissance (ISR), Order of Battle (OOB), and battle damage assessment (BDA) in a closed, safe environment for experimentation. Scrum has been used in collegial cyber competitions with success because it has allowed Capture-the-Flag cyber games to create quicker simulations. Defense Innovation Units (DIUs) are using agile Scrum processes to numerous warfighting areas in order to make them more agile. This research argues that the agile software development processes could be used to optimize the planning and execution of offensive, defensive, and operation and maintenance (O&M) of cyber warfare simulations within cyber ranges. O&M can be done quicker, new exploitable modules can be includer more rapidly, and the capability can be reconstituted to the appropriate skill level for the next set of trainees quicker. The White team as maintainers of the networks, systems, applications and cyber tools select the CVE exploits and spend an enormous amount of time installing and configuring these capabilities for the next set of trainees. Quite often, there are different skill levels which require multiple builds and the ability to refresh the cyber range with varying levels of cyber trainee complexity. This requirement to restore the cyber range quickly with a variety of builds, varying levels of difficulty, and ensure the experiential learning is maximized with the best availability lends to agile methods such as Scrum could lend to improvements with cyber operations. This research will illustrate how a cyber range could leverage agile Scrum processes to provide an improved cyber range environment quicker and with more capabilities.

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Tian, Kun. "Adding More Agility to Software Product Line Methods." International Journal of Knowledge and Systems Science 5, no. 4 (October 2014): 17–34. http://dx.doi.org/10.4018/ijkss.2014100102.

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Software Product Line Methods (SPLMs) have been continuously gaining attention, especially in practice, for on one hand, they address diverse market needs while controlling costs by planned systematic reuse in core assets development (domain engineering), and on another hand, they reduce products' time-to-market, achieving a certain level of agility in product development (application engineering). More cost-effective and agile as they are than traditional development methods for producing families of similar products, SPLMs still seem to be heavy weight in nature. In SPLMs, significant up-front commitments are involved in development of a flexible product platform, which will be modified into a range of products sharing common features. Agile Methods (AMs) share similar goals with SPLMs, e.g., on rapidly delivering high quality software that meets the changing needs of stakeholders. However, they appear to differ significantly practices. The purpose of this work is to compare Agile and Software Product line approaches from fundamental goals/principles, engineering, software quality assurance, sand project management perspectives, etc. The results of the study can be used to determine the feasibility of tailoring a software product line approach with Agile practices, resulting in a lighter-weight approach that provides mass customization, reduced time-to-market, and improved customer satisfaction.

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Nord, R. L., and J. E. Tomayko. "Software architecture-centric methods and agile development." IEEE Software 23, no. 2 (March 2006): 47–53. http://dx.doi.org/10.1109/ms.2006.54.

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Robiolo, Gabriela. "Do Agile Methods Increase Productivity and Quality." American Journal of Software Engineering and Applications 3, no. 1 (2014): 1. http://dx.doi.org/10.11648/j.ajsea.20140301.11.

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Edin Grimheden, Martin. "Can agile methods enhance mechatronics design education?" Mechatronics 23, no. 8 (December 2013): 967–73. http://dx.doi.org/10.1016/j.mechatronics.2013.01.003.

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Campanelli, Amadeu Silveira, and Fernando Silva Parreiras. "Agile methods tailoring – A systematic literature review." Journal of Systems and Software 110 (December 2015): 85–100. http://dx.doi.org/10.1016/j.jss.2015.08.035.

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Cervone, H. Frank. "Understanding agile project management methods using Scrum." OCLC Systems & Services: International digital library perspectives 27, no. 1 (February 15, 2011): 18–22. http://dx.doi.org/10.1108/10650751111106528.

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Boehm, B. "Get ready for agile methods, with care." Computer 35, no. 1 (2002): 64–69. http://dx.doi.org/10.1109/2.976920.

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Lycett, M., R. D. Macredie, C. Patel, and R. J. Paul. "Migrating agile methods to standardized development practice." Computer 36, no. 6 (June 2003): 79–85. http://dx.doi.org/10.1109/mc.2003.1204379.

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Ince, Clark S. "Approaches and Benefits for Adopting Agile Methods." INSIGHT 18, no. 3 (October 2015): 18–20. http://dx.doi.org/10.1002/inst.12042.

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Journal articles on the topic 'Agile methods'

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