Journal articles: '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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B, Prakash, and Viswanathan V. "Distributed Cat Modeling Based Agile Framework for Software Development." International Journal of Engineering Education 2, no. 1 (June 15, 2020): 20–32. http://dx.doi.org/10.14710/ijee.2.1.20-32.

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Software development is a hectic process that requires keen understanding and effective model such that the developed software inherits good quality, reliability, and achieves customer satisfaction towards achieving the goals effectively. The effective operation of the software is enabled by modifying the operating modules of the software through a model, like agile. In this paper, the catastrophic and distributed computing models are integrated into the software development step. The proposed model is termed as Distributed Cat model that is developed with the aim to handle the risk factors engaged in various developing stages of the agile model. The risk factors that affect the communication, planning, release, design, coding and testing modules of the agile modules are deeply learned and executed such that the risk factors are tackled by various modules present in the proposed Distributed Cat model. The effectiveness of the proposed model is analyzed based on the performance metrics, such as Index of Integration (IoI) and Usability Goals Achievement Metric (UGAM), for which five products including the hotel management system, Customer relationship Management system (CRM), Rainfall prediction system, Temperature monitoring system, and meta-search system, are employed and analyzed. The analysis is progressed using the parameters, like mean difference, variance, standard devaiation, correlation. The analysis proves that the proposed model offered a great deviation after applying the proposed model contributing a high degree of performance in software development.

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Leong, Jason, Kiu May Yee, Onalethata Baitsegi, Lingesvaran Palanisamy, and R. Kanesaraj Ramasamy. "Hybrid Project Management between Traditional Software Development Lifecycle and Agile Based Product Development for Future Sustainability." Sustainability 15, no. 2 (January 6, 2023): 1121. http://dx.doi.org/10.3390/su15021121.

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The purpose of this review is to look at the future sustainability of project management by combining agile methodology and product management. Digital transformation is evolving rapidly, and the question is whether traditional project management is sustainable. To ensure sustainability, a hybrid approach is taken by combining agile methodology to ensure the latest trend in software development approaches are maintained. Agile methodologies were crafted in 2000, but it has only been widely used since 2011 for software development. This paper will focus on the types of agile requirements engineering methods used in the agile framework, used and described in various articles, journals, and studies over the last six years, and how this can be applied together with traditional project management.

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Prisca Amajuoyi, Lucky Bamidele Benjamin, and Kudirat Bukola Adeusi. "Optimizing agile project management methodologies in high-tech software development." GSC Advanced Research and Reviews 19, no. 2 (May 30, 2024): 268–74. http://dx.doi.org/10.30574/gscarr.2024.19.2.0182.

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This review paper examines the challenges and limitations of traditional Agile methodologies in high-tech software development. It proposes enhancements to optimise efficiency and outcomes. Traditional Agile methodologies, such as Scrum and Kanban, have revolutionised software development practices but face scalability issues and struggle to adapt to rapid technological changes. To address these challenges, this paper proposes integrating DevOps practices, incorporating Lean principles, adopting hybrid Agile methodologies, and emphasising continuous feedback and iterative learning. These enhancements aim to streamline development processes, eliminate waste, tailor Agile practices to specific needs, and foster a culture of continuous improvement. The potential impact of these enhancements on improving efficiency and outcomes in high-tech software development projects is significant. However, further research and experimentation are needed to validate their effectiveness in real-world settings. Continuous improvement and adaptation are essential for organisations to stay competitive in the ever-evolving landscape of high-tech industries.

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Gidroets, M. O., and L. I. Grishanova. "SOFTWARE DEVELOPMENT METHODOLOGY." System analysis and logistics 4, no. 26 (December 17, 2020): 45–53. http://dx.doi.org/10.31799/2007-5687-2020-4-45-53.

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This article discusses the main methodologies for developing software products. The most common cascading and flexible methodologies are characterized. Considered the pros and cons of each methodology. The situations of expedient application of cascade and flexible approaches to software product development are determined. Key words: development methodologies, waterfall model, agile model, project management, planning, software product development.

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

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

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Muntés-Mulero, Victor, Oscar Ripolles, Smrati Gupta, Jacek Dominiak, Eric Willeke, Peter Matthews, and Balázs Somosköi. "Agile risk management for multi‐cloud software development." IET Software 13, no. 3 (June 2019): 172–81. http://dx.doi.org/10.1049/iet-sen.2018.5295.

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Khalil, Carine, and Sabine Khalil. "Exploring knowledge management in agile software development organizations." International Entrepreneurship and Management Journal 16, no. 2 (May 4, 2019): 555–69. http://dx.doi.org/10.1007/s11365-019-00582-9.

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Gudas, Saulius, and Karolis Noreika. "Causal Interactions in Agile Application Development." Mathematics 10, no. 9 (April 30, 2022): 1497. http://dx.doi.org/10.3390/math10091497.

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The Agile approach and tools are popular for the management of Enterprise Application Software (EAS) development. This article focuses on the issue of inconsistency between strategic business objectives and the functionality of the software developed. Agile management tools lack the functionality of EAS project activities coordination. This article aims to rethink Agile project management using the causal modelling approach. A causal model of Agile project management using a management transaction (MT) concept was developed. The notion of the space of processes was used to identify the MTs location along the axes of aggregation, generalization, and time and to formalize their interaction specifications. Taxonomy of the coordination meta-types and types was developed using the identifiers of the MTs. The modified Agile activities hierarchy was developed, and vertical and horizontal causal interactions between Agile activities were identified. This modified Agile management model helps to consistently track the integrity of EAS project content. Complexity indicators were introduced to evaluate the EAS project complexity and their average and normalized values are presented. Additional attributes in the Agile management tool Jira are proposed. Monitoring mismatch between strategic business objectives and development activities content helps to improve the success of EAS projects delivery.

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Liu, Tong. "Application of Agile Project Management in Software R&D Management of M Enterprise." Frontiers in Computing and Intelligent Systems 1, no. 3 (October 30, 2022): 85–87. http://dx.doi.org/10.54097/fcis.v1i3.2241.

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With the rapid development of information and network technology, the scale and complexity of software are becoming larger and larger, and the traditional software development process has become increasingly difficult to cope with the rapidly changing market. In the fierce market competition, more software development teams begin to use lightweight agile management methods to replace the traditional software project management process. Due to the incremental nature of agile methods and their emphasis on communication and people-centered values, some conventional software project management processes and methods cannot be applied. First of all, through the analysis of the current situation of software management projects and the quality problems in the agile process, the direction of quality improvement is clarified.

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Zaitsev, Anna, Uri Gal, and Barney Tan. "Coordination artifacts in Agile Software Development." Information and Organization 30, no. 2 (June 2020): 100288. http://dx.doi.org/10.1016/j.infoandorg.2020.100288.

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Kumar Nath, Udit, Satyasundara Mahapatra, Prasant Kumar Pattnaik, and Alok Kumar Jagadev. "Issues of lean-agile software development environment." International Journal of Engineering & Technology 7, no. 3.3 (June 8, 2018): 432. http://dx.doi.org/10.14419/ijet.v7i2.33.14204.

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The popular waterfall model is widely accepted approach for project management paradigm; however lean based agile model is the recent revolution to reduce work in progress items and makes transformation to better process by identifying and eliminating non-value-add activities and increase productivity with quality of deliverables. This paper includes the issues that involved in lean- agile process.

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Cao, Lan, Balasubramaniam Ramesh, and Tarek Abdel-Hamid. "Modeling dynamics in agile software development." ACM Transactions on Management Information Systems 1, no. 1 (December 2010): 1–26. http://dx.doi.org/10.1145/1877725.1877730.

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

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

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Kotler, Christensen K. "Enhancing US Software Companies' Competitive Edge with Agile Project Management." Journal of Entrepreneurship & Project management 7, no. 10 (October 18, 2023): 1–13. http://dx.doi.org/10.53819/81018102t4197.

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The primary purpose of this study was to examine how the adoption of Agile Project Management practices can help US-based software companies gain a competitive advantage in the rapidly evolving global marketplace. With ever-increasing customer demands and changing technology landscapes, it was crucial to assess whether agile methodologies could effectively address these challenges. The software industry in the USA faced challenges related to project delays, cost overruns, and difficulties in responding to changing customer requirements. Traditional project management approaches often proved inadequate in such dynamic environments. The study aimed to determine whether Agile Project Management could mitigate these issues and improve competitiveness. The research employed a mixed-methods approach. Quantitative data were collected through surveys distributed to software companies implementing agile practices. Qualitative insights were gathered through in-depth interviews with industry experts. Data analysis involved statistical techniques for quantitative data and thematic analysis for qualitative data. The findings revealed that Agile Project Management significantly improved software development processes. Agile adoption also fostered better collaboration among cross-functional teams. Moreover, Agile practices positively impacted software quality and customer satisfaction, ultimately contributing to a competitive edge. Based on the research findings, it can be concluded that Agile Project Management has a substantial positive impact on the competitiveness of US-based software companies. To enhance competitiveness, it is recommended that US software companies consider the adoption of Agile Project Management practices. Additionally, organizations should invest in training and cultural changes to facilitate a smooth transition to agile methodologies. Continuous improvement and alignment with agile principles are essential for sustained competitiveness. Keywords. Agile Project Management, Software Development, Competitiveness, Customer-Centric, US Software Companies

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Ojha, Trailokya Raj. "Critical Success Factors of Agile Software Development - A Systematic Literature Review." SCITECH Nepal 17, no. 1 (December 13, 2023): 49–57. http://dx.doi.org/10.3126/scitech.v17i1.60467.

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Agile software development has gained more popularity due to its capacity to manage constantly changing needs and generate high-quality software in less time. However, several success factors are required for an agile project to succeed. Agile development technique, delivery strategy, project team training, customer and staff involvement, management commitment, organizational culture, communication, and project management process are critical success factors (CSF) discovered in this study. This study's goal is to locate and evaluate these crucial elements of the agile software development methodology's success. A systematic literature review was conducted to study and analyze the previous studies to identify the CSFs in agile development. The findings of the literature review indicate that technical, people, organizational, and process factors are crucial for the success of agile projects. Each CSF falls into any one of these factors. Overall, this study's findings emphasize the significance of CSFs in the agile software development process. Organizations and software development teams can enhance their agile processes and raise the likelihood of project success by being aware of these aspects. Teams may create high-quality software in less time while simultaneously fulfilling the goals and expectations of the customer by concentrating on different success factors.

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

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

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Tøndel, Inger Anne, Martin Gilje Jaatun, Daniela Soares Cruzes, and Laurie Williams. "Collaborative security risk estimation in agile software development." Information & Computer Security 27, no. 4 (September 25, 2019): 508–35. http://dx.doi.org/10.1108/ics-12-2018-0138.

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PurposeToday, agile software development teams in general do not adopt security risk-assessment practices in an ongoing manner to prioritize security work. Protection Poker is a collaborative and lightweight software security risk-estimation technique that is particularly suited for agile teams. Motivated by a desire to understand why security risk assessments have not yet gained widespread adoption in agile development, this study aims to assess to what extent the Protection Poker game would be accepted by agile teams and how it can be successfully integrated into the agile practices.Design/methodology/approachProtection Poker was studied in capstone projects, in teams doing a graduate software security course and in sessions with industry representatives. Data were collected via questionnaires, observations and group interviews.FindingsResults show that Protection Poker has the potential to be adopted by agile teams. Key benefits include good discussions on security and the development project, along with increased knowledge and awareness. Challenges include ensuring efficient use of time and gaining impact on the end product.Research limitations/implicationsUsing students allowed easy access to subjects and an ability to collect rich data over time, but at the cost of generalizability to professional settings. Results from interactions with professionals supplement the data from students, showing similarities and differences in their opinions on Protection Poker.Originality/valueThe paper proposes ways to tackle the main obstacles to the adoption of the Protection Poker technique, as identified in this study.

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Aziz, Nik Sakinah Nik Ab, and Rusli Abdullah. "An Ontological Model of Experience-Based Knowledge Management in Agile Software Development Environment." Lecture Notes on Software Engineering 3, no. 1 (2015): 26–30. http://dx.doi.org/10.7763/lnse.2015.v3.159.

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Kashif Asad, Et al. "An AHP-Based Framework for Effective Requirement Management in Agile Software Development (ASD)." International Journal on Recent and Innovation Trends in Computing and Communication 11, no. 10 (November 2, 2023): 454–63. http://dx.doi.org/10.17762/ijritcc.v11i10.8509.

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In Agile changes may be made at any time throughout the project lifetime in agile projects. These changes, however, often lead to longer turnaround times and higher costs while having a substantial influence on the activities and quality of project management. The suggested framework's main goal is to increase the effectiveness and flexibility of the requirement engineering process by successfully managing requirements changes, particularly in contexts where Agile Software Development (ASD) is practiced. The Agile methodology has gained popularity as a strategy for developing software because it can adjust to changing requirements and deliver software gradually. To make sure that the software being produced satisfies stakeholder expectations and adds value to the firm, good requirement management is essential. Using the Analytic Hierarchy Process (AHP) to prioritize requirements based on their relative relevance and urgency, this article introduces a framework for requirement management in Agile Projects. The most important requirements are taken care of first thanks to this strategy, which enables a more organized and informed decision-making process. We demonstrate the actual use of our framework in real-world contexts and highlight its efficacy in solving the issues faced by Agile projects by including a case study and an accompanying table. The suggested framework also supports the three core tenets of the Agile approach—transparency, cooperation, and continuous improvement—to foster an environment of excellence and ongoing learning within the Agile team. By developing these fundamental ideas, our framework not only supports Agile teams' continual growth and development but also helps them manage and prioritize requirements more efficiently, which ultimately improves project results and increases organizational value.

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M. Randall, Robert. "Agile at IBM: software developers teach a new dance step to management." Strategy & Leadership 42, no. 2 (March 11, 2014): 26–29. http://dx.doi.org/10.1108/sl-01-2014-0003.

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Purpose – Explains how companies that are seeking to implement rapid innovation can adopt the Agile software development approach. In Agile, self-organizing teams work in short cycles called “sprints” and develop the features to enable the product to continuously evolve in the light of the experience they gain and through customer feedback. Design/methodology/approach – For insight into how Agile is being implemented at a leading software services firm with clients in hundreds of industries, Strategy & Leadership asked Rob Purdie, Agile Practice Lead for the IBM Design Lab, how Agile software development methods were contributing to the success of IBM's key digital marketing initiatives. Findings – The traditional approach to software development is to define, design, develop and test everything – before delivering anything. With Agile, managers can reduce waste by prioritizing features based on relative business value, evaluating and re-designing as the project proceeds. Practical implications – Agile requires leaders and teams to work and learn through problems, designs and options in an open and transparent environment. It places new demands on technical leaders in terms of negotiation and planning skills. Originality/value – Managers outside the software industry should note that Agile/Scrum is likely to be increasingly essential to the future of product development and manufacturing. Nowadays many products for consumers and businesses include embedded software systems, so developing products in the future will require deeper collaboration across multiple engineering disciplines and marketing teams and familiarity with the Agile approach.

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Brusov, Aleksandr. "AGILE: OPPORTUNITIES AND PERSPECTIVES OF APPLICATION IN PUBLIC ADMINISTRATION (LITERATURE REVIEW)." Public Administration Issues, no. 2 (2022): 134–58. http://dx.doi.org/10.17323/1999-5431-2022-0-2-134-158.

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The article provides an overview of publications on Agile methodology. In the literature Agile is generally understood to mean agile software development with regular feedback, ability to respond promptly to various changes and adjust the initial vision of the project at almost any moment. The paper reviews the values and basic principles of Agile, provides comparative characteristics of agile and traditional approaches to software development, describes the most popular Agile methods (Scrum, Kanban, Scrumban, eXtreme Programming (XP), Lean development). The review established that Agile is not only considered in terms of software development but also the project management approach. In addition, there are practices of implementing Agile in public administration. However, the authors point to IT project management problems in the public sector. Challenges relate to serious deficiencies in public procurement of software. The authors conclude that it is recommended to apply «Agile contracts» in public procurement. The Charter for the Agile Nations establishes a commitment to a more agile approach to legal regulation and will facilitate the implementation of Agile in public administration. Based on conducted analysis of publications the inference was made that Agile can also be viewed from a personnel management perspective. It has been suggested that implementation of Agile methodology to human resources management is a promising area and emerging trend of Agile development.

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Taylor, Katie Jane. "Adopting Agile software development: the project manager experience." Information Technology & People 29, no. 4 (November 7, 2016): 670–87. http://dx.doi.org/10.1108/itp-02-2014-0031.

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Purpose Early research into Agile approaches explored particular practices or quantified improvements in code production. Less well researched is how Agile teams are managed. The project manager (PM) role is traditionally one of “command and control” but Agile methods require a more facilitative approach. How this changing role plays out in practice is not yet clearly understood. The purpose of this paper is to provide insight into how adopting Agile techniques shape the working practices of PMs and critically reflect on some of the tensions that arise. Design/methodology/approach An ethnographic approach was used to surface a richer understanding of the issues and tensions faced by PMs as Agile methods are introduced. Ethnographic fiction conveys the story to a wider audience. Findings Agile approaches shift responsibility and spread expert knowledge seeming to undermine the traditional PM function. However, the findings here show various scenarios that allow PMs to wrest control and become more of a “gate-keeper”. Ethnographic fiction communicates a sense of the PMs frustration with the conflict between the need to control and the desire for teams to take more responsibility. Originality/value Stories provide insight and communicate the experiential feel behind issues faced by PMs adopting Agile to surface useful knowledge. The objective is not how to measure knowledge, but how to recognize it. These reflections are valuable to fellow researchers as well as practitioners and contribute to the growing literature on Agile project management.

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Stelmachenko, Mark. "THE ANALYSIS AND REVIEW OF AGILE PROJECT MANAGEMENT FRAMEWORKS FOR SOFTWARE DEVELOPMENT." Grail of Science, no. 39 (May 19, 2024): 165–67. http://dx.doi.org/10.36074/grail-of-science.10.05.2024.021.

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Considering the unceasing market competition in the software development industry, engineering organizations tend to regularly assess their approaches to project coordination, which consequently triggers the discovery of new facilitation methods that can enable teams to achieve maximum performance, efficiency, and flexibility. The appearance of Agile frameworks and methods can serve as a perfect example of the internal self-assessment and need-identification process that leads to the formation of practices that are designed not only to solve the existing pain points of specific groups but also to provide teams with a powerful tool that can support its long-term growth and processes enhancement. Global trends confirm that the best software engineering and coordination practices typically demonstrate a high adoption rate even outside of the initial environment, hence it is logical to assume that Agile is not an exception from this rule. Historically, the Agile way of thinking (so-called Agile manifesto) was created as a representation of a specific group’s values as related to workplace activities and was based on engineers’ prior experience with software development projects. Given that the Agile Manifesto defines a set of recommendations and policies that help software development teams keep a fair balance between technical aspects of the project and client-related endeavours, it potentially brings a number of methodical improvements for the sake of maximum adaptability [1]. Therefore, the cultivation and development of such an Agile-oriented mindset provides teams with a shortcut to enhanced workplace processes with an emphasis on value creation, adaptation, and versatility.

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Recker, Jan, Roland Holten, Markus Hummel, and Christoph Rosenkranz. "How Agile Practices Impact Customer Responsiveness and Development Success: A Field Study." Project Management Journal 48, no. 2 (April 2017): 99–121. http://dx.doi.org/10.1177/875697281704800208.

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Agile information systems development methods have become popular; however, which specific agile practice to use remains unclear. We argue that three types of agile practices exist—for management, development, and standards—which affect the customer responsiveness of software teams differently. We examine this theory in a field study of a large organization. We find that agile practices improve software team response effectiveness or efficiency, but not both. Agile standards do not improve response mechanisms but are still important to successful information systems development. Our findings help discriminating agile practices and yield insights into how information development projects should be managed.

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Kārkliņa, Kristīne, and Rūta Pirta. "Quality metrics in Agile Software Development Projects." Information Technology and Management Science 21 (December 14, 2018): 54–59. http://dx.doi.org/10.7250/itms-2018-0008.

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Nowadays, IT projects are becoming more complex and larger in scale. Stakeholders often experience difficulties assessing project quality attributes, such as progress, budget. Specifically adapted project metrics based on their descriptive features are beneficial tools for acquiring important information. The paper discusses metrics as an important project quality assessment method. It proposes using GQM method for selecting the most appropriate Agile project quality metrics. For metrics monitoring it explores popular cloud-based project management systems. An illustration of the approach is provided by two case studies with Agile projects in the public sector.

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Lalsing, Vikash. "People Factors in Agile Software Development and Project Management." International Journal of Software Engineering & Applications 3, no. 1 (January 31, 2012): 117–37. http://dx.doi.org/10.5121/ijsea.2012.3109.

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Amritesh and Subhas C. Misra. "Conceptual modeling for knowledge management to support agile software development." Knowledge Engineering Review 29, no. 4 (September 2014): 496–511. http://dx.doi.org/10.1017/s0269888914000198.

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AbstractAgile software development (ASD) has emerged as a result of consolidated values proposed under the lightweight methods of software engineering. Despite bearing some criticisms, the initial deployment and results observed in the practice environment represents its increasing domination over the traditional software development practices. Any ASD method, in particular, requires knowledge-intensive practices and typically employs multi-disciplinary expert team working extended periods of time for weeks on a nearly continuous basis. A huge amount of tacit knowledge creation and exchange happens in the entire process over the project lifecycle, which attracts the attention of research in the domain of knowledge management (KM). In this paper, first, we have mapped the agile values and agile principles, and in its support, we have argued upon and the need for integrated KM infrastructure and proposed a KM model that can be employed within the organization. We have also developed a conceptual framework for knowledge sharing and learning for the individual practitioners for the sustainability of agile team. We attempt to create an organizational learning framework for knowledge creation and exchange among the involved entities in a collaborative practice environment.

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

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

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Özkan, Deniz, and Alok Mishra. "Agile Project Management Tools: A Brief Comprative View." Cybernetics and Information Technologies 19, no. 4 (November 1, 2019): 17–25. http://dx.doi.org/10.2478/cait-2019-0033.

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Abstract Agile methodologies are becoming popular in software development. Managers are required to understand project’s progress and product quality without development documents. During Agile practices of the teams and organizations, Agile project management tools are frequently used. The use of such tools leads to achieving speed and efficiency, affects the quality of the software. The quality of final product is mostly related with to project management. Accordingly, the paper provides brief comparative perspective about the popular project management tools for agile projects. 16 popular Agile project management tools have been presented helping agile developers to plan and manage their tasks in an efficient manner. Taiga, Axosoft, Agielan, Planbox are more appropriate for start-up projects. The most twitted and most appreciated tools are reported as Jira, Trello, and VersionOne. SpiraTeam by Inflectra and Pivotal Tracker are other pricing and popular agile tools, providing flexibility to Agile developers and increase collaboration among team members.

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MUNTEANU, Valentin Partenie, and Paul DRAGOS. "A THEORETICAL VIEW ABOUT AGILE MANAGEMENT IN BANK SECTOR." ANNALS OF THE UNIVERSITY OF ORADEA. ECONOMIC SCIENCES 30, no. 2 (December 2021): 344–52. http://dx.doi.org/10.47535/1991auoes30(2)036.

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The adoption of Agile methodologies is one of the biggest topics in large organisations and many IT departments nowadays. Banks must introduce new flexible approaches to keep up with the changes in the market, especially regarding the new digital technologies. Large enterprises in all information system programs have implemented Agile approaches because of the widespread benefits. Unlike traditional development model, agile guidelines encourage businesses to follow a straightforward and data-oriented procedure and continually test and learn, rather than producing a final product before testing. This research aims to explore the benefits of Agile approaches in the banking industry and the problems with implementing such methods in product development processes. This study also leads to speedy marketing by offering a minimum viable product (MVP) that satisfies consumers’ needs and can be easily adapted. Although various studies explored the implementation of agile principles in multiple contexts, this research is based primarily on the banking software industry. The banking sector must transform itself, to become more digital. However, digital processes are not as simple as in other sectors because banks operate on regulated markets, making it even more challenging to adopt Agile methods. In conjunction with the Agile approaches, this study also illustrates the current management practices. This research is mostly theoretical and qualitative, attempting to complete an existing gap by thoroughly reviewing the existing literature on Agile methodologies for software development and reviewing the standards for banks’ software development life cycles. Managing the regulatory climate in which banks work is an essential challenge in optimizing agility. This paper’s findings contribute to the field by offering an insight into how Agile approaches can be implemented on the banking setting by analysing the existing literature, with a focus on financial software development.

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Pawlak, Michał, and Aneta Poniszewska-Marańda. "SOFTWARE TEST MANAGEMENT APPROACH FOR AGILE ENVIRONMENTS." Information System in Management 7, no. 1 (March 31, 2018): 47–58. http://dx.doi.org/10.22630/isim.2018.7.1.5.

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Software testing is a very broad term that includes a wide variety of topics. They range from technical like testing techniques and measurements, to more organizational like planning and management of testing. Ability to plan, design and create efficient tests is the most critical ability for any good tester. The paper presents Kungfu Testing, which is a testing approach based on advice and best practices advocated by experts in the field of testing. The method is intended to provide a step-by-step instruction of managing testing activities in a project environment. The presented approach was designed to work with and complement the agile development methodologies due to their widespread use and popularity.

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Misra, Subhas, Vinod Kumar, Uma Kumar, Kamel Fantazy, and Mahmud Akhter. "Agile software development practices: evolution, principles, and criticisms." International Journal of Quality & Reliability Management 29, no. 9 (October 5, 2012): 972–80. http://dx.doi.org/10.1108/02656711211272863.

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Hassan, Ali, Soayba Younas, and Amiya Bhaumik. "Agile Methodology in an SaaS Deployment Project." International Journal of Information Technology Project Management 12, no. 2 (April 2021): 1–29. http://dx.doi.org/10.4018/ijitpm.2021040101.

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Agile manifesto has proven its ability in managing and execution of projects in multiple industry sectors. Many researches have been conducted on the advantages and applicability of agile practices in software development and information technology industry. In this paper, empirical research has been conducted to identify the differences in agile management practices between software development and software as a service (SaaS) deployment projects. Case studies of a payment card industry (PCI) organization have been presented to identify key characteristics, tools, and methods of agile project management practices practically followed while implementing and managing of SaaS-based projects. Moreover, best suited agile management practices for pre- and post-deployment projects have also been discussed.

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Imhmed, Hisham, وخميس مسعود سالم احمد, يوسف اسويسي امحمد, and هازورة زولزاليل. "Leveraging Latent Natural Language Processing Techniques for User Story Management in Agile Software Development." Journal of Pure & Applied Sciences 22, no. 2 (October 15, 2023): 5–9. http://dx.doi.org/10.51984/jopas.v22i2.2599.

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User story management is a critical aspect of agile software development, as it involves understanding and prioritizing the needs of stakeholders, and translating them into actionable tasks for development teams. Furthermore, the identification of new activities within products is crucial for enhancing software quality assurance, and user story management is a crucial component of agile software development and software testing. Reusing manually written test steps would be a waste of time and effort for the testers because requirements in agile software development are continually changing and eventually becoming out-dated. Therefore, developers need to implement the necessary functions and write test steps for user stories to determine the desired behaviour or desired result of the program. In an agile world, the user story is the link between the customer and the development team, as well as the main pillar on which the development team relies to understand the product requirements. Therefore, developers need to implement the necessary functions and write test steps for user stories to determine the desired behaviour or desired result of the program. Since agile testing can detect defects early in the software life cycle and deliver a high-quality product, we propose our approach to generating test cases using natural language processing to analyse the user story. Therefore, Neural Language Processing (NLP) techniques help the development team to obtain clear data and achieve customer satisfaction.

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Obrutsky, Santiago, and Emre Erturk. "The Agile Transition in Software Development Companies: The Most Common Barriers and How to Overcome Them." Business and Management Research 6, no. 4 (November 1, 2017): 40. http://dx.doi.org/10.5430/bmr.v6n4p40.

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The purpose of this paper is to investigate the most common barriers facing the greater adoption of Agile approaches to project management, and ways to overcome these barriers during an Agile transition. First, based on a literature review, this paper describes the Agile approaches and practices in general. The review also covers the previous work around the adoption of Agile, which provides considerable information about the challenges of doing so. This includes some prerequisites, key decisions, transitional frameworks, and recommendations to overcome organisational, cultural, and structural barriers. Next, this paper reports on a recently conducted Agile project management survey. Using this method, this research project gathered information about the important issues that software development companies have to overcome in order to be successful in an Agile transition. The survey was given to Scrum masters, project managers, chief executive officers, and IT professionals, who have participated in companies that have migrated from a traditional methodology to an Agile methodology. Several barriers were highlighted: general organisational resistance to change, lack of user/customer availability, pre-existing rigid framework, not enough personnel with Agile experience, concerns about loss of management control, concerns about lack of upfront planning, insufficient management support, concerns about the ability to scale Agile, need for development team support, and the perceived time and cost to make the transition. Finally, the paper offers concise recommendations to overcome each of the barriers as well as ideas for future research.

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Md. Rejab, Mawarny, Mazni Omar, Mazida Ahmad, and Syahida Hassan. "Principles of reforming an agile-compliant performance appraisal." Indonesian Journal of Electrical Engineering and Computer Science 16, no. 2 (November 1, 2019): 1009. http://dx.doi.org/10.11591/ijeecs.v16.i2.pp1009-1017.

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This paper presents principles of reforming an Agile-compliant performance appraisal. In this study, several semi-structured interviews have been carried out and discovered eight principles for reforming an Agile-compliant performance appraisal for Agile teams. Performance appraisal for software engineers in an Agile software development environment is complex and different from the traditional software development. Performance appraisal should be aligned to Agile values, principles, and practices, which advocate interactions, collaborations, teamwork, and knowledge transfer among Agile team members. Therefore, a transition to Agile Software Development requires the implementation of Agile-compliant performance appraisal. These principles embark the proper practices and guidance to support management and Agile teams in deriving and implementing an Agile-compliant performance appraisal. Therefore, the emerged principles can be a baseline in generating an Agile-compliant performance appraisal to assess Agile team members in a fair and consistent manner. This indirectly increases motivation amongst team members and tends to produce capable workforce to perform at a higher level.

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Lechler, Thomas G., and Siwen Yang. "Exploring the Role of Project Management in the Development of the Academic Agile Software Discourse: A Bibliometric Analysis." Project Management Journal 48, no. 1 (February 2017): 3–18. http://dx.doi.org/10.1177/875697281704800101.

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The practical applications of agile methods and their impact on the productivity and efficiency of software development dominate the agile literature. We analyzed 827 academic articles with bibliometric techniques to explore the role project management research played in the development of the academic agile discourse. Bibliometric analyses over two time periods reveal that project management–related topics form a distinct stream of research in the second time period but not in the first. Furthermore, our results reveal that the academic agile discussion has been mainly unidirectional. This situation offers many opportunities for project management researchers to contribute to the agile discourse.

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

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

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Niederman, Fred, Thomas Lechler, and Yvan Petit. "A Research Agenda for Extending Agile Practices In Software Development and Additional Task Domains." Project Management Journal 49, no. 6 (October 11, 2018): 3–17. http://dx.doi.org/10.1177/8756972818802713.

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This article is intended to serve as an introduction to this special issue on agile practices. In doing so, we briefly survey a number of key issues that are emerging in the application of agile practices to software development (SWD) and, similarly, examine recent work on extending knowledge about these practices to other task domains. We note that the extant literature on agile practices has been criticized for lacking a theoretical basis and comment on various ways that a theory orientation can enhance the accumulation of knowledge in this area. We also address issues that expand our current understanding of agile practices as they apply to non-SWD tasks. We present a framework for surfacing and discussing some of these emergent issues. We comment on the articles in this special issue and situate them within the research framework. We discuss some of the topics we think are likely to become influential as agile practices move outside the SWD domain and, finally, we present some summarizing observations.

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Lee, Wen-Tin, and Chih-Hsien Chen. "Agile Software Development and Reuse Approach with Scrum and Software Product Line Engineering." Electronics 12, no. 15 (July 31, 2023): 3291. http://dx.doi.org/10.3390/electronics12153291.

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Agile methods and software product line engineering (SPLE) are widely recognized as practical approaches for delivering high-quality software, adapting to evolving stakeholder needs, and tackling complex problems. This study proposes a hybrid agile software development and reuse approach called SPLE-Scrum based on the activities of software product line engineering and Scrum. Within the SPLE process, we incorporate requirement engineering and design practices to create a reference architecture with reusable components called core assets by introducing a product management meeting. The core assets are reused to build a series of applications with various product lines. The product increments are delivered in each Sprint with the review and retrospective meetings based on Scrum lifecycle and practices. We present a case study involving a blockchain online store to demonstrate the practical application of SPLE-Scrum, highlighting the benefits of integrating Scrum and software product line engineering. The research hypotheses of the proposed approach were validated through a study of structured interviews with 5 experts and 44 software practitioners, showing that the key factors of product management, project requirements, and product architecture in the SPLE-Scrum approach have a beneficial impact on project success. The SPLE-Scrum approach provides valuable insights and practical guidance for organizations seeking to optimize their software engineering practices while incorporating agile development and software reuse capabilities.

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Journal articles on the topic 'Agile software development – management'

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