Relevant bibliographies by topics / Agile software development – management

Academic literature on the topic 'Agile software development – management'

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Published: 26 July 2024
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Journal articles on the topic "Agile software development – management"

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Noor, Rida, and Muhammad Fahad Khan. "Defect Management in Agile Software Development." International Journal of Modern Education and Computer Science 6, no. 3 (March 8, 2014): 55–60. http://dx.doi.org/10.5815/ijmecs.2014.03.07.

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Kim, tai-dal. "Software development project management using Agile methodology." Journal of the Institute of Internet Broadcasting and Communication 16, no. 1 (February 29, 2016): 155–62. http://dx.doi.org/10.7236/jiibc.2016.16.1.155.

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Zahedi, Mohammad Hadi, Alireza Rabiei Kashanaki, and Elham Farahani. "Risk management framework in Agile software development methodology." International Journal of Electrical and Computer Engineering (IJECE) 13, no. 4 (August 1, 2023): 4379. http://dx.doi.org/10.11591/ijece.v13i4.pp4379-4387.

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In software projects that use the Agile methodology, the focus is on development in small iterations to allow both frequent changes and client involvement. This methodology affects the risks that may happen in Agile software projects. Hence, these projects need a clear risk management process to reduce risks and address the problems before they arise. Most software production methodologies must use a framework for risk management, but currently, there is no such framework for the Agile methodology. Therefore, we present a risk management framework for projects that use the Agile methodology to help the software development process and increase the likelihood of the project’s success. The proposed framework states the necessary measures for risk management according to the ISO31000 standard at each stage of the Agile methodology. We evaluated the proposed framework in two running software projects with an Agile methodology by a number of expert experts. The results show that using our proposed framework increases the average positive risk reaction score by 49%.
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Obaid, Ali, and Khansaa Al-Husseini. "Monte Carlo Simulation for Risk Management in ِِِAgile Software Development." International Journal of Computers and Informatics 3, no. 3 (March 31, 2024): 63–78. http://dx.doi.org/10.59992/ijci.2024.v3n3p3.

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Agile development methodologies are becoming increasingly popular in agile development projects due to their iterative nature and adaptability. The Monte Carlo method is distinguished by its statistical technique of using random samples to obtain many satisfactory results for solving uncertainty. It can be used in agile software development by building different scenarios and measuring their impact on the project results through statistical operations. Its ability to meet significant challenges in managing risk and uncertainty mitigation. In this study, we propose a Monte Carlo simulation-based approach to measure and analyze risks in the agile development process. It provides a probabilistic framework for risk assessment by integrating the Monte Carlo simulation methodology to model the various development process variables. It was addressed by identifying the main risk factors within agile projects, such as tasks, availability of resources, and external dependencies. The proposed approach contributes to mitigating potential risks in agile software development using Monte Carlo theory, which provides a systematic framework that enables work teams and management to overcome risk and uncertainty associated with the agile development process in dynamic project environments.
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Wiesche, Manuel. "Interruptions in Agile Software Development Teams." Project Management Journal 52, no. 2 (March 1, 2021): 210–22. http://dx.doi.org/10.1177/8756972821991365.

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Agile approaches help software development project teams to better meet user needs and ensure flexibility in uncertain environments. But using agile approaches invites changes to the project and increases interactions between team members, which both cause interruptions in the workplace. While interruptions can help in task completion and increase process flexibility, they can also hinder employee productivity. We conducted an exploratory study of four agile software development teams. Our analysis identified (1) programming-related work impediments, (2) interaction-related interruptions, and (3) interruptions imposed by the external environment, which were managed by improved information retrieval and reduced team dependencies.
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Mupitra, Byan Haqi. "Risk Management of Process Moving from Traditional to Agile Software Development." ACMIT Proceedings 4, no. 1 (March 19, 2017): 46–51. http://dx.doi.org/10.33555/acmit.v4i1.57.

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Agile programming is the popular software project development method in this era. Many company moving from Traditional software development to agile software development. They move to agile to reduce delivery time, user gap and improve quality. When use traditional method, we usually find big gap when we deliver to user. The solution of this problem is agile method. In Agile, we frequently come to users to tell them what we have done to their requirements. So the gap is not too big and we can solve it fast. But moving to agile software development is not easy. There are some risks when we move to new method. The data for this study were drawn from PT. XYZ. This company trying to move from traditional method into agile method. This company wants to move of the development method in all business units. The notion of this paper is to propose the risk management when company moving their method from Traditional into Agile software development based on study PT XYZ.
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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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H. Kulkarni, Rajesh, P. Padmanabham, Manasi Harshe, K. K. Baseer, and Pallavi Patil. "Investigating Agile Adaptation for Project Development." International Journal of Electrical and Computer Engineering (IJECE) 7, no. 3 (June 1, 2017): 1278. http://dx.doi.org/10.11591/ijece.v7i3.pp1278-1285.

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Agile methodologies adaptation in software companies is an accepted norm.Rapid application development and efficient deliverables being the premise. The changing business needs, cost effectiveness and timely delivery are catered to by agile methods. Different software development models are in the literature and also are being used by the industry. Few companies have adopted agile, few are gearing up for and few are in transition. We investigated agile presence in a software company.Project management is an evolving art with innovative methods being added up.The aim of this paper is to tease about project management challenges, agile, agile transition in companies and a comparison of conventional software engineering practices with agile process model.This paper takes stock of the current status of quality in software projects and to add on quality process improvement strategies. The results presented here are after a qualitative interview study with one cross function team using streamline development framework in agile development.
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Varajão, João. "Software development in disruptive times." Communications of the ACM 64, no. 10 (October 2021): 32–35. http://dx.doi.org/10.1145/3453932.

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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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Dissertations / Theses on the topic "Agile software development – management"

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Cao, Lan. "Modeling Dynamics in Agile Software Development." Digital Archive @ GSU, 2005. http://digitalarchive.gsu.edu/cis_diss/4.

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Agile software development challenges the traditional way of software development and project management. In rapidly changing environments, changing requirements and tight schedule constraints require software developers to take a different approach toward the process of software development. However, beyond a few case studies, surveys and studies focused on specific practices such as pair programming, the effectiveness and applicability of agile methods have not been established adequately. The objective of my research is to improve the understanding of and gain insights into these issues. For this purpose, I develop a system dynamic simulation model that considers the complex interdependencies among the variety of practices used in agile development. The model is developed on the basis of an extensive review of the literature as well as quantitative and qualitative data collected from real projects in seven organizations. The development of the model was guided by dynamic hypotheses on customer involvement, refactoring and quality of design. The model was refined and validated using data from independent projects. The model helps in answering important questions on the impact of customer behavior, cost of making changes and economics of pair programming. Experimentation with the model suggests that the cost of change is not constant; instead, its value changes cyclically and increases towards the later phase of development. Also, the results of simulation show that with no pair programming, fewer tasks are delivered and it costs more to deliver a task when compared to development with pair programming. Further, customer behavior has a major impact on project performance. The quality of customer feedback is found to be very critical to the successful of an agile software development project. The primary contribution of this research is the simulation model of agile software development that can be used a tool to examine the impact of agile practices and management policies on critical project variables including project scope, schedule, and cost. This research provides a mechanism to study agile development as a dynamic system of practices rather than using a static view and in isolation. The results from this study are expected to be of significant interest to practitioners of agile methods by providing them a simulation environment to examine the impact of their practices, procedures and management policies.
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Bodicherla, Saikumar, and Divyani Pamulapati. "Knowledge Management Maturity Model for Agile Software Development." Thesis, Blekinge Tekniska Högskola, Institutionen för programvaruteknik, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-17659.

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Context: Knowledge is the major aspect of an organization which enables the enterprise to be more productive and to deliver the high complexity services. Knowledge management plays a key role in agile software development because it supports cultural infrastructure esteems like collaboration, communication, and knowledge transfer. This research aims to explore how organizations that adopts Agile Software Development (ASD) implement knowledge management utilizing practices that supports the key process areas. Several knowledge management maturity models have been proposed over a decade ago but not all of the models that is specially stated knowledge Management Maturity Model (KMMM) for Agile software development. To fulfil this research gap, we introduce the maturity model which emphasize knowledge management in ASD among the practitioners. This maturity model helps to assess their knowledge management in organization and provides a road map to the organizations for any further improvement required in their processes.  Objectives: In this thesis, we investigate the key process areas of knowledge management maturity models that could support agile software development. Through investigation about the key process areas, we found that the organizations should emphasis on key process areas and its practices in order to improve the software process. The objectives of this research include: Explore the key process areas and practices of knowledge management in the knowledge management maturity models.  Identify the views of practitioners on knowledge management practices and key process areas for Agile software development. To propose the maturity model for Knowledge management in Agile software development among the practitioner’s opinions.  Methods: In this research, we conducted two methods: Systematic mapping and Survey to fulfil our aim and objectives. We conducted Systematic mapping study through the snowballing process to investigate empirical literature about Knowledge management maturity models. To triangulate the systematic mapping results, we conducted a survey. From the survey results, we obtained the responses and were analyzed statistically using descriptive statistics. Results: From Systematic mapping, we identified 18 articles and analyzed 24 practices of Knowledge management maturity models. These practices are indicated in key process areas such as process, people, technology. Through the systematic mapping results, 9 KM practices that were found from KMMM literature were listed in the survey questionnaire and answered by software engineering practitioners. Moreover, 5 other new practices for agile have suggested in the survey that was not found in KMMM literature. To address the systematic mapping and survey results, we propose the maturity model which emphasize knowledge management practices in ASD among the practitioners. Conclusions: This thesis lists the main elements of practices that are utilized by the organization and also show the usage of maturity levels at each practice in detail. Furthermore, this thesis helps the organization's to assess the current levels of maturity that exist to each practice in a real process. Hence, the researchers can utilize the model from this thesis and further they can improve their Km in organizations.
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Ehlers, Kobus. "Agile software development as managed sensemaking." Thesis, Stellenbosch : University of Stellenbosch, 2011. http://hdl.handle.net/10019.1/6455.

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Thesis (MPhil (Information Science))--University of Stellenbosch, 2011.
ENGLISH ABSTRACT: The environment in which all organisations currently operate is undoubtably dynamic. Regardless of the nature, size or geographical location of business, companies are being forced to cope with a rapidly changing world and increasing levels of unpredictability. This thesis tracks the history of software development methodologies leading up to agile development (chapter 2). Agile development has appeared in response to the limitations of traditional development approaches and evolved to address the particular demands of a changing world (chapter 3). The theory of sensemaking is used to gain insight into the functioning of agile development. Sensemaking is introduced and a working definition of this concept is formulated (chapter 4). This research does not argue that agile development is the same as sensemaking, but rather that it can be better understood through sensemaking. Agile development can be seen as a type of sensemaking, but sensemaking is also a generic, universal cognitive ability. The structure and design of agile development is well aligned with sensemaking, and one can understand its nature and the type of management needed to support agile development better from this perspective. In fact, agile development directly supports and facilitates several important elements of the sensemaking process. For successful sensemaking to occur, certain organisational conditions need to be present. The term "managed sensemaking" is introduced to expand this notion. After performing an analysis of agile development (chapter 5), certain pertinent implications and challenges facing organisations are considered (chapter 6). By framing these implications in terms of sensemaking, practical management suggestions can be provided based on a good fit between the problem that agile development is meant to solve and the cognitive requirements of the process leading to a solution. The research conducted in this process opens the door to further research opportunities (chapter 7) and allows for the application of sensemaking in the context of software development methodologies. This study provides insight into the prevalence and functioning of agile methodologies, in software engineering contexts, by leveraging the theory of sensemaking to provide an explanation for the underlying worldview and processes constituting this approach.
AFRIKAANSE OPSOMMING: Die omgewing waarin alle organisasies tans funksioneer in ongetwyfeld dinamies. Maatskappye word genoop om die uitdagings van 'n vinnig-veranderende wêreld die hoof te bied, ongeag die aard, grootte of geografiese ligging van die besigheid. Hierdie tesis volg die geskiedenis van sagteware-ontwikkelingsmetodologiee tot by agile development (hoofstuk 2). Agile development het verskyn as 'n reaksie op die beperkings van tradisionele ontwikkelingsbenaderings en evolueer om aan te pas by huidige uitdagings (hoofstuk 3). Die teorie van sensemaking word gebruik om insig te verkry in die funksionering van agile development. Sensemaking word ingelei en 'n werksdefinisie word geformuleer (hoofstuk 4). Hierdie navorsing argumenteer nie dat agile development dieselfde is as sensemaking nie, maar eerder dat dit beter verstaan kan word deur sensemaking. Agile development kan wel gesien word as 'n tipe sensemaking, maar sensemaking is ook 'n generiese, universele kognitiewe vermoe. Die struktuur en ontwerp van agile development is goed belyn met sensemaking, en 'n mens kan die aard daarvan en tipe bestuur benodig om agile develop- ment te ondersteun beter verstaan vanuit hierdie perspektief. Tewens, agile development ondersteun en fasiliteer verskeie belangrike elemente van die sensemaking proses direk. Vir suksesvolle sensemaking om plaas te vind, word sekere organisatoriese toestande benodig. Die term "managed sensemaking" word ingelei om hierdie idee uit te brei. Na 'n analise van agile development (hoofstuk 5) word sekere dwingende implikasies en uitdagings, wat organisasies in die gesig staar, oorweeg (hoofstuk 6). Deur hierdie implikasies te plaas in sensemaking-terme kan praktiese bestuursvoorstelle aangebied word, gegrond op 'n goeie passing tussen die probleem wat agile development probeer aanspreek en die kognitiewe vereistes van die proses wat lei na 'n oplossing. Die navorsing wat onderneem is in hierdie proses ontsluit moontlikhede vir verdere studies (hoofstuk 7) en skep die moontlikheid vir die toepassing van sensemaking in die konteks van sagtewareontwikkelingsmetodologiee. Hierdie studie bied insig in die voorkoms en funksionering van agile methodologies in sagteware-ingenieurwese omgewings deur die teorie van sensemaking te hefboom om 'n verduideliking vir die onderliggende wereldbeeld en prosesse aan te bied.
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Rönn, Ellinor. "Designing a Project Management Application for Agile Software Development." Thesis, Umeå universitet, Institutionen för tillämpad fysik och elektronik, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-137174.

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Agile software development has emerged as a response to the rapidly changing software environment and the need to anticipate late change of requirements. An important tool for many agile methods is a projec tmanagement application with a task board to keep track of the progress. However, it can be difficult to find a project management applicationthat is suited for a workplace where development teams use different methods. The aim of this master thesis was to develop a prototype of a project management application adapted to Codemill AB where development teams use different agile methods. To achieve this, the work process of development teams were investigated, as well as existing project management applications, and the most important functionality and features from a user available point of view were identified. Two design concepts were developed based on the users’ needs. Both concepts were tested and compared by end users in order to develop a refined prototype with the best parts from both concepts. The results indicate that the development process in a workplace can vary a lot between different development teams even though their methods are inspired by the same framework. A project management application for agile software development must be flexible enough to handle these differences without becoming too complex and difficult to use. None of the investigated applications achieved this balance. This work aimed to develop a prototype of an application that fills this gap, with the users' needs in focus. The findings in this thesis are based on Codemill’s needs, however, they could also be considered by others with similar needs.
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Ouriques, Raquel. "Understanding and Supporting Knowledge Management in Agile Software Development." Licentiate thesis, Blekinge Tekniska Högskola, Institutionen för programvaruteknik, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-18509.

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Background. Agile Software Development (ASD) promises agility and flexibility in dealing with uncertainty by prioritizing interaction between people supported by informal communication and knowledge sharing. The lack of practices to manage the knowledge as a resource might jeopardize the application of knowledge in the production of goods and service. The utilization of Knowledge Management (KM) strategies can significantly support achieving and sustaining competitive advantage and brings several benefits to software development. However, how to manage knowledge in ASD is still not well understood or investigated.  Objectives. The main objective of this thesis is to contribute to the software engineering field by providing a different perspective on directions that KM can take to improve knowledge-based resource (KBR) management in ASD. The detailed objectives are: (i) Understand the current ASD environment regarding KM; (ii) Identify KBRs in ASD and its implications for KM; and (iii) Provide an initial set of variables to evaluate knowledge criticality of knowledge items in ASD.  Method. We used a mixed-methods approach to address the objective of this thesis. The methods selected to conduct the studies include systematic literature review, grounded theory, and improvement case study. The data collection comprised a literature review, semi-structured interviews, and practitioners’ feedback through static validation.  Results. From our SLR we observed that that KM strategies in ASD promote mainly knowledge transfer through practices that stimulate social interaction to share tacit knowledge in the project layer, increasing the risk of losing knowledge by keeping the knowledge localized inside a few individual’s minds. When it comes to coordination, practitioners utilize KBRs in their routines, through social collaboration within teams’ environment/settings. However, this process is nonsystematic, which brings inefficiency to KBR utilization resulting in knowledge loss. It can generate negative implications to the course of the software development, including meaningless searches in databases, frustration because of recurrent problems, and unawareness of knowledge sources. To support decision making related to knowledge retention, we have developed an initial version of the method to evaluate the criticality (KCEM) of a knowledge item, which is divided into two categories, relevance, and scarcity.  Conclusion. The current results of this thesis are of particular interest. However, we recognize that the work is unfinished. As a complement to this thesis, we have planned our long-term objective, which is to contribute to creating scalable KM solutions for companies adopting ASD.We divide this long-term objective into three studies: Carry out a complementary study to apply KCEM in different companies; explore efficient ways of storing codified knowledge in combination with the KCEM, and investigate how to define metrics to evaluate the outcomes of KM practices.
S.E.R.T.E.R.T. Research Profile
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Murray, Collin (Collin J. ). "Lean and agile software development : a case study." Thesis, Massachusetts Institute of Technology, 2008. http://hdl.handle.net/1721.1/43176.

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Thesis (S.M.)--Massachusetts Institute of Technology, System Design and Management Program, 2008.
"February 2008."
Includes bibliographical references (p. 89-90).
This paper looks at agile and lean development transitions for organizations that formerly used the waterfall style of development. There has been lots written about the positive aspects of agile software development and the anticipated benefits are widely touted. Through my research I became aware of significant obstacles that organizations can encounter when adopting an agile development method. The obstacles seem to be more applicable to organizations that use the waterfall development method and are compounded when legacy products exist. The intent of this thesis is to identify positive and challenging aspects for organizations that undertake a transition from waterfall development to agile development.
by Collin Murray.
S.M.
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Usta, Ahsen Serkan. "Tool Support For Distributed Agile Software Development." Master's thesis, METU, 2006. http://etd.lib.metu.edu.tr/upload/12607156/index.pdf.

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Agile Software Development has gained popularity with their people centric view and their common practices for developing software in today&rsquo
s volatile business world where change on requirements is unavoidable. However
the efficiency of the project depends on the communication and the collaboration of the team, which are supported by the co-location of the team. But in some cases colocation of the team cannot be realized, thus agile processes should also support distributed teams. This point was observed by Kircher, Jain, Corsaro, and Levine [31] and they suggested Distributed eXtreme Programming (DXP) after they prepared a study using offthe- shelf software products in order to replace the effect of face-toface communication on the efficiency of the application of agile processes with the aid gathered from tool support. In this study some available tool support for distributed agile software development is investigated and a tool is developed and presented in order to support software configuration management as well as increasing collaboration and communication of the team. The tool is then evaluated from a user&rsquo
s perspective and it is compared with some available software configuration management tools.
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Rathor, Shekhar. "Facilitators for Software Development Agility." FIU Digital Commons, 2016. http://digitalcommons.fiu.edu/etd/3059.

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Software development methodologies provide guidelines and practices for developing information systems. They have evolved over time from traditional plan-driven methodologies to incremental and iterative software development methodologies. The Agile Manifesto was released in 2001, which provides values and principles for agile software development. Over the last few years, agile software development has become popular because its values and principles focus on addressing the needs of contemporary software development. IT and Business teams need agility to deal with changes that can emerge during software development due to changing business needs. Agile software development practices claim to provide the ability to deal with such changes. Various research studies have identified many factors/variables that are important for agile software development such as team autonomy, communication, and organizational culture. Most of these empirical studies on agile software development focus on just a few variables. The relationships among the variables is still not understood. The dimensions of agility and the relationship between agility and other variables have not been studied quantitatively in the literature. Also, there is no comprehensive framework to explain agile software development. This research study addresses these research gaps. This study analyzed a comprehensive research model that included antecedent variables (team autonomy, team competence), process variables (collaborative decision making, iterative development, communication), delivery capability, agility, and project outcomes (change satisfaction, customer satisfaction). It presents key dimensions of agility and quantitatively analyzes the relationship between agility and other variables. The PLS analysis of one hundred and sixty survey responses show that process variables mediate the relationship between antecedent variables and delivery capability and agility. The findings show that the delivery capability of the teams contributes to agility, antecedents and process variables contribute to agility, and delivery capability for better customer satisfaction. These results will help IS practitioners to understand the variables that are necessary to achieve agility for better project outcomes. Also, these quantitative findings provide better conceptual clarity about the relationship between various key variables related to agile software development.
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Tkachuk, M. V., and T. F. Abbasov. "An operating model for dynamic requirements management in agile software development." Thesis, NTU "KhPI", 2018. http://repository.kpi.kharkov.ua/handle/KhPI-Press/38080.

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Sandén, Oscar. "Threat Management in Agile Organisations : Using the Results of a Threat Analysis in Agile Software Development." Thesis, Uppsala universitet, Institutionen för informationsteknologi, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-364635.

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A threat analysis of a computer system identifies and analyses threats to the systems and its assets. The process of handling the identified threats, verify the mitigations and to continuously discover new threats during agile development is difficult. By making use of the backlog to track threats and security-related tasks a transparent connection between the threats and their security controls is established.  In combination with other tools, a method of integrating the threat analysis into an agiledevelopment method is created. The method proposed in this thesis is a solution to the problem of integrating a threat analysis into a agile organisation and presents tools that can aid in a continuous threat-driven security work.
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Books on the topic "Agile software development – management"

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Krebs, Jochen. Agile portfolio management. Redmond, Wash: Microsoft, 2009.

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Moran, Alan. Agile risk management. New York: Springer, 2014.

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Schwaber, Ken. Agile Project Management with Scrum. Redmond: Microsoft Press, 2007.

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Agile project management: Creating innovative products. Upper Saddle River, NJ: Addison Wesley Professional, 2010.

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Agile project management: Creating innovative products. Boston: Addison-Wesley, 2004.

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Ambler, Scott W. Agile Database Techniques. New York: John Wiley & Sons, Ltd., 2003.

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Koskela, Juha. Software configuration management in agile methods. Espoo [Finland]: VTT Technical Research Centre of Finland, 2003.

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Agile database techniques: Effective strategies for the agile software developer. Indianapolis, IN, USA: Wiley, 2003.

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Agile project management for mission critical it projects. [Place of publication not identified]: Lulu Com, 2012.

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Appelo, Jurgen. Management 3.0: Leading Agile developers, developing Agile leaders. Upper Saddle River, NJ: Addison-Wesley, 2011.

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Book chapters on the topic "Agile software development – management"

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Steinhardt, Gabriel. "Agile Software Development." In Management for Professionals, 131–47. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-49998-7_13.

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Moran, Alan. "Agile Software Development." In Agile Risk Management, 1–16. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-05008-9_1.

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Grau, Rainer. "Requirements Engineering in Agile Software Development." In Management for Professionals, 97–119. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-31371-4_6.

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Mesjasz, Czesław, Katarzyna Bartusik, Tomasz Małkus, and Mariusz Sołtysik. "Adaptive Software Development and complexity-related ideas." In Agile Project Management and Complexity, 101–6. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003175032-8.

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Guckenbiehl, Pascal, and Sven Theobald. "Impediment Management of Agile Software Development Teams." In Product-Focused Software Process Improvement, 53–68. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-64148-1_4.

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Kittlaus, Hans-Bernd. "Software Product Management and Agile Software Development: Conflicts and Solutions." In Management for Professionals, 83–96. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-31371-4_5.

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Chemuturi, Murali. "REM in Agile Projects." In Requirements Engineering and Management for Software Development Projects, 217–32. New York, NY: Springer New York, 2012. http://dx.doi.org/10.1007/978-1-4614-5377-2_15.

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Andriyani, Yanti, Rashina Hoda, and Robert Amor. "Understanding Knowledge Management in Agile Software Development Practice." In Knowledge Science, Engineering and Management, 195–207. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-63558-3_17.

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Moe, Nils Brede, Marthe Berntzen, Astri Barbala, and Viktoria Stray. "Software Product Management in Large-Scale Agile." In Lecture Notes in Business Information Processing, 53–69. Cham: Springer Nature Switzerland, 2024. http://dx.doi.org/10.1007/978-3-031-61154-4_4.

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AbstractLarge-scale agile software development is increasingly being organized with product management. Although product management is familiar to software engineering, we need research-based knowledge about organizing product management in an agile development context. This study focuses on product management challenges and configurations in a Nordic fintech organization with 10,000 employees. We conducted 19 interviews with participants involved in core product management activities. The study identifies ten key factors that hinder product management performance in a large-scale agile product company. Further, we present six product management configurations used in the fintech organization. The most suitable setup depends on the product lifecycle stage, product size, and development team setup. Our summary of the product management configurations and challenges can guide software product managers working in large-scale agile companies.
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Freese, Tammo. "Software Configuration Management for Test-Driven Development." In Extreme Programming and Agile Processes in Software Engineering, 431–32. Berlin, Heidelberg: Springer Berlin Heidelberg, 2003. http://dx.doi.org/10.1007/3-540-44870-5_72.

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Conference papers on the topic "Agile software development – management"

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Ghanam, Yaser, Darren Andreychuk, and Frank Maurer. "Reactive Variability Management in Agile Software Development." In 2010 AGILE Conference. IEEE, 2010. http://dx.doi.org/10.1109/agile.2010.6.

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Dorairaj, Siva, James Noble, and Petra Malik. "Knowledge Management in Distributed Agile Software Development." In 2012 Agile Conference. IEEE, 2012. http://dx.doi.org/10.1109/agile.2012.17.

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de Alcântara, Pedro Thiago R., Edna Dias Canedo, and Ruyther Parente da Costa. "People Management in Software Agile Development." In the XIV Brazilian Symposium. New York, New York, USA: ACM Press, 2018. http://dx.doi.org/10.1145/3229345.3229396.

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Horlach, Bettina, Ingrid Schirmer, Tilo Böhmann, and Paul Drews. "Agile portfolio management patterns." In XP '18 Companion: 19th International Conference on Agile Software Development. New York, NY, USA: ACM, 2018. http://dx.doi.org/10.1145/3234152.3234179.

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Lin Xie and Wei Pan. "Personnel management of scrum agile software development." In 2010 International Conference on Future Information Technology and Management Engineering (FITME). IEEE, 2010. http://dx.doi.org/10.1109/fitme.2010.5655609.

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Hanschke, Sebastian, Jan Ernsting, and Herbert Kuchen. "Integrating Agile Software Development and Enterprise Architecture Management." In 2015 48th Hawaii International Conference on System Sciences (HICSS). IEEE, 2015. http://dx.doi.org/10.1109/hicss.2015.492.

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Hammad, Muhammad, Irum Inayat, and Maryam Zahid. "Risk Management in Agile Software Development: A Survey." In 2019 International Conference on Frontiers of Information Technology (FIT). IEEE, 2019. http://dx.doi.org/10.1109/fit47737.2019.00039.

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Schwarz, Daniela. "Effectiveness of agile frameworks in music management." In XP '18 Companion: 19th International Conference on Agile Software Development. New York, NY, USA: ACM, 2018. http://dx.doi.org/10.1145/3234152.3234162.

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Jeon, Sanghoon, Myungjin Han, Eunseok Lee, and Keun Lee. "Quality Attribute Driven Agile Development." In 2011 9th International Conference on Software Engineering Research, Management and Applications (SERA). IEEE, 2011. http://dx.doi.org/10.1109/sera.2011.24.

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Ahmed, A., S. Ahmad, N. Ehsan, E. Mirza, and S. Z. Sarwar. "Agile software development: Impact on productivity and quality." In 2010 IEEE International Conference on Management of Innovation & Technology. IEEE, 2010. http://dx.doi.org/10.1109/icmit.2010.5492703.

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Reports on the topic "Agile software development – management"

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Wayant, Nicole. Adapting agile philosophies and tools for a research environment. Engineer Research and Development Center (U.S.), September 2022. http://dx.doi.org/10.21079/11681/45442.

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There exist myriad project management methodologies, but none is focused solely on scientific research. Research projects are unique compared to other types of projects, including software development, manufacturing, and drug trials; research projects inherently have unplanned risks. These risks provide a challenge to managing resources, developing schedules, and providing team ownership while still achieving project goals. To help mitigate the risks and the challenges associated with scientific research, a methodology to manage research projects needs to be developed.
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Herring, Angela. Agile Project Management for Research Software. Office of Scientific and Technical Information (OSTI), January 2022. http://dx.doi.org/10.2172/1840871.

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Klasky, Hilda B., Paul T. Williams, and Bennett Richard Bass. Proposal: Application of Agile Software Development Process in xLPR. Office of Scientific and Technical Information (OSTI), November 2012. http://dx.doi.org/10.2172/1062630.

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Deshwal, Pinky, Bhanu Prakash Ila2, Naveen Mehata Kondamudi1, and Anmol Gaurav. Software parts classification for agile and efficient product life cycle management. Peeref, April 2023. http://dx.doi.org/10.54985/peeref.2304p5417007.

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Suryanarayana Ravi, Megha. Comparative analysis of Scrum and Kanban methodologies in agile software development. Ames (Iowa): Iowa State University, August 2023. http://dx.doi.org/10.31274/cc-20240624-389.

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Lewis, Grace A., Teeraphong Mahatham, and Lutz Wrage. Assumptions Management in Software Development. Fort Belvoir, VA: Defense Technical Information Center, August 2004. http://dx.doi.org/10.21236/ada443152.

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Nidiffer, Kenneth E., Suzanne M. Miller, and David Carney. Potential Use of Agile Methods in Selected DoD Acquisitions: Requirements Development and Management. Fort Belvoir, VA: Defense Technical Information Center, April 2014. http://dx.doi.org/10.21236/ada609864.

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Wright, Margaret B. Software Development Standards for Project Cost Management Information System. Fort Belvoir, VA: Defense Technical Information Center, December 1990. http://dx.doi.org/10.21236/ada231282.

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Gates, T. A., and M. B. Burdick. Small job development software project documentation for the activity management system. Revision 1. Office of Scientific and Technical Information (OSTI), September 1994. http://dx.doi.org/10.2172/10187652.

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IBSEN, T. G. Z-Plant material information tracking system (ZMITS) software development and integration project management plan. Office of Scientific and Technical Information (OSTI), September 1999. http://dx.doi.org/10.2172/798034.

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