Journal articles: 'Lean and agile software'

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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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Poth, Alexander, Susumu Sasabe, Antònia Mas, and Antoni-Lluís Mesquida. "Lean and agile software process improvement in traditional and agile environments." Journal of Software: Evolution and Process 31, no. 1 (August 14, 2018): e1986. http://dx.doi.org/10.1002/smr.1986.

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Maritz, Andries, and Fatima Hamdulay. "ACSESim: Agile and Lean software development in practice." Emerald Emerging Markets Case Studies 8, no. 1 (February 6, 2018): 1–25. http://dx.doi.org/10.1108/eemcs-02-2017-0025.

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Subject area Agile software development, Knowledge workers and Lean thinking as a management system Study level/applicability The case lends itself to students of business management, or aspiring consultants, who have been exposed to operations management in general and Lean thinking specifically. It is an advanced case study, assuming prior knowledge in these subjects and approaches the subject matter from an organisational development point of view, rather than a pure operations point of view. It is thus well suited to an elective on operational excellence on an MBA or in executive education courses in Lean thinking Case overview The case starts with Mark, manager of a software development team, hearing that he will have budget for two new developers who will join his team in the coming year. While the extra help could be useful, he was considering what the impact of new people would be on the productivity of the team, which he felt was already stretched. Mark continues to consider the entire development chain and how code changes were implemented to ACSESim’s (the company’s primary product) graphical user interfaces. Having recently been acquired by an American company, he was also under pressure to start to adopt some of the parent company’s systems, which would constitute a fairly disruptive, but necessary, change, particularly for future collaborations with other developers in the parent company. With two new developers, experience taught Mark that development could slow down owing to training efforts. To minimise disruption, he was wondering about how to get the new developers up-to-speed quickly and streamline their operations within a changing corporate environment. The case highlights the different mechanisms that were in place at ACSESim, including the use of issue trackers; Kanban boards; version control software; automated systems; stand-up meetings, etc. Each of these mechanisms is discussed briefly and shows the value they added to the development practices that were in place. This also allows students to understand Agile practices and what Lean thinking might mean in a knowledge work environment and then to consider what the proposed changes might mean and how they could be deployed. Expected learning outcomes To gain an understanding of how Lean and Agile principles can be applied in a software development environment and Lean knowledge work in general To consider the best way to manage new hires so that they can become productive in a Lean or Agile software development environment, whilst dealing with pressures to migrate to new systems. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS: 9: Operations and Logistics.

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Jain, Parita, Arun Sharma, and Laxmi Ahuja. "Software Maintainability Estimation in Agile Software Development." International Journal of Open Source Software and Processes 9, no. 4 (October 2018): 65–78. http://dx.doi.org/10.4018/ijossp.2018100104.

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Agile methodologies have gained wide acceptance for developing high-quality products with a quick and flexible approach. However, until now, the quality of the agile process has not been validated quantitatively. Quality being important for the software system, there is a need for measurement. Estimating different quality factors will lead to a quality product. Also, agile software development does not provide any precise models to evaluate maintainability. Therefore, there is a need for an algorithmic approach that can serve as the basis for estimation of maintainability. The article proposes an adaptive neuro-fuzzy inference system (ANFIS) model for estimating agile maintainability. Maintainability is one of the prominent quality factors in the case of agile development. The proposed model has been verified and found to be effective for assessing the maintainability of agile software.

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Elmoselhy, Salah A. M. "Empirically Investigating a Hybrid Lean-Agile Design Paradigm for Mobile Robots." Journal of Intelligent Systems 24, no. 1 (March 1, 2015): 117–34. http://dx.doi.org/10.1515/jisys-2014-0024.

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AbstractLean design and agile design paradigms have been proposed for designing robots; yet, none of them could strike a balance between cost-effectiveness and short duration of the design process without compromising the quality of performance. The present article identifies the key determinants of the mobile robots development process. It also identifies empirically the mobile robot design activities and strategies with the most influence on mobile robot performance. The study identified statistically the mobile robot design activities and strategies most positively correlated with mobile robot performance. The results showed that 65% of typical mobile robot design activities and strategies are affiliated with the lean design paradigm, while the remaining 35% are affiliated with the agile design paradigm. In addition, it was found that 22% of the lean mobile robot design activities and strategies and 25% of the agile mobile robot design activities and strategies, significantly with 99% confidence, are among the design activities and strategies most positively correlated with improving mobile robot performance. A hybrid lean-agile design paradigm is thus proposed.

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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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Zorzetti, Maximilian, Ingrid Signoretti, Larissa Salerno, Sabrina Marczak, and Ricardo Bastos. "Improving Agile Software Development using User-Centered Design and Lean Startup." Information and Software Technology 141 (January 2022): 106718. http://dx.doi.org/10.1016/j.infsof.2021.106718.

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Róbert Modranský, Silvia Jakabová, Michal Hanák, and Albert Oláh. "Lean and Agile Project Management and the Challenges for its Implementation in SMEs in Czech Republic." Technium Social Sciences Journal 9 (July 8, 2020): 413–40. http://dx.doi.org/10.47577/tssj.v9i1.1145.

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The purpose of this paper is to investigate the possibilities, challenges and benefits of implementing Lean & agile project management in manufacturing SMEs. Lean & agile project management methods were originally developed for the software development industry, where they have revolutionized the way projects are managed. In the last decade, practitioners outside software development industry have started to realize the potential and benefits of implementing the agile approach. However, there are still only a few researches devoted to agile hardware development, and even fewer on the possibilities of its implementation in SMEs. By conducting a case study in the only manufacturing SMEs that has successfully implemented Scrum, analysing internal company’s documents and interviewing several employees and top managers from different sectors, who participated in the projects where Scrum was implemented, the lessons this organization has learned and that could be beneficial for both researchers and practitioners, are reported. The findings from this research show that although some adaptions of the Scrum framework were required, the applicability of the Scrum in this manufacturing SME was possible and beneficial.

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Iqbal, Tahir, Muhammad Shakeel Sadiq Jajja, Mohammad Khurrum Bhutta, and Shahzad Naeem Qureshi. "Lean and agile manufacturing: complementary or competing capabilities?" Journal of Manufacturing Technology Management 31, no. 4 (March 6, 2020): 749–74. http://dx.doi.org/10.1108/jmtm-04-2019-0165.

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PurposeLean (TQM and JIT) and agile manufacturing (AM) are viewed as strategic capabilities that can help firms to meet diverse set of market demands. However, the question whether lean manufacturing and AM are complementary or competing capabilities is still open to discussion. This research proposes an integrated research framework that draws on complementary theory, theory of systems, and concept of fit to examine this question regarding these two strategic capabilities.Design/methodology/approachData are collected from 248 apparel exporting firms, and the proposed model is evaluated using structural equation modeling.FindingsResults show that lean manufacturing, AM, and supporting management and infrastructural practices have positive and complementary effects on firm's performance. Further, results depict that lean manufacturing and AM complementarity is a complete organizational synergistic phenomenon, and piecemeal implementation of these initiatives may lead to suboptimal or unsatisfactory results. Results also indicate that there is no significant direct (correlated and uncorrelated) relationship of management, infrastructure, lean manufacturing, and AM practices with firm's performance and support that lean manufacturing and AM are not competing paradigms.Research limitations/implicationsThis research is based on cross-sectional data from one industry. Future research should collect data from diverse sectors in different countries.Practical implicationsThis study provides a key insight for manufacturing managers that piecemeal implementation of lean manufacturing and AM does not yield optimal outcomes. In addition, study suggests that lean manufacturing and AM complementarity builds on strong foundation of strategic management and internal and external infrastructure. Therefore, managers should focus on development of skilled and empowered human resources, technological advancements, and learning and virtually integrated organizations for effective implementation of lean manufacturing and AM.Originality/valueProposed framework is one of the first, if not the first, that seeks to resolve the question: whether lean manufacturing and AM are complementary or competing capabilities. Complementary effects of lean manufacturing and AM along with management, internal infrastructure, and common external infrastructure practices have positive impact on performance. This study also segregated infrastructure practices into internal and common external infrastructure practices.

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El Mokadem, Mohamed. "The classification of supplier selection criteria with respect to lean or agile manufacturing strategies." Journal of Manufacturing Technology Management 28, no. 2 (March 6, 2017): 232–49. http://dx.doi.org/10.1108/jmtm-04-2016-0050.

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Purpose The purpose of this paper is to investigate how manufacturing strategies could affect the supplier selection criteria used by business firms. Design/methodology/approach Survey strategy was used to empirically understand the research argument. First, principal component factor analysis was employed to validate the underlying structure of the supplier selection criteria. Then, simple regression analysis was employed to test the research hypotheses. Findings Organizations pursuing lean strategies will emphasize factors that improve their efficiency when selecting their suppliers, while organizations pursuing agile strategies will assert factors that improve their ability to respond to customer unique requirements when selecting their suppliers. Research limitations/implications This study provides new insight for researchers to understand the effect of manufacturing strategies on the classification of supplier selection criteria. However, the small sample size might limit the ability to generalize research findings. Further research is required to confirm the findings using a wider sample. Practical implications This research provides practitioners with useful insights into how to select their suppliers based on their manufacturing strategies. Originality/value This paper classifies supplier selection criteria into three distinct groups: lean, agile, and common capabilities. Lean capability refers to the list of criteria that are highly relevant in selecting suppliers for lean implementers. Agile capability refers to the list of criteria that are highly relevant in selecting suppliers for agile implementers. Finally, common capability refers to the list of criteria that have comparable relevance in selecting suppliers for both lean and agile implementers.

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Birgün, Semra, and Burcu Tanrikut Çerkezoğlu. "A Systematic Approach for Improving the Software Management Process." International Journal of Innovation and Technology Management 16, no. 04 (June 2019): 1940006. http://dx.doi.org/10.1142/s0219877019400066.

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Information technology is an indispensable element in applications in today’s industrial era. In addition to modern management approaches, software just as well as hardware is of great importance to ensure competitive advantage if the company needs to keep pace with industrial requirements. Information sector can be seen as a competition opportunity for emerging countries. To be able to exploit this opportunity, companies need to be agile and innovative. In this paper, we suggest a process innovation which is intended to be a new model for designing an efficient and effective software process. The model was applied at a software company, and the results of this study are reported here. Lean and agile approaches were used, and as a result, the firm achieved significant improvements in cost, time, labor force, quality, internal and external customer satisfaction, speed, reliability and productivity.

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Batra, Dinesh, Weidong Xia, and Shekhar Rathor. "Agility Facilitators for Contemporary Software Development." Journal of Database Management 27, no. 1 (January 2016): 1–28. http://dx.doi.org/10.4018/jdm.2016010101.

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Agile software development generally refers to popular practices that are supposed to adhere to the Agile Manifesto with its values and principles. Empirical studies on agile software development have mainly focused on organizational adoption and impacts of agile practices. Furthermore, the literature on agile software development has mostly centered on small, co-located projects. However, agility is needed for software development projects of varied sizes in different organizations across industries. The general nature of agile values and principles and the procedure-driven nature of specific agile methods make it difficult for organizations to determine what they can do to effectively facilitate agility in their software development process. To bridge that literature gap and based on an evolved grounded-theory approach, this study identifies nine agility facilitators and their corresponding dimensions that extend beyond small, co-located projects to software projects of any size and distribution. These agility facilitators are further grouped into two categories: organizational foundation and project processes. In addition, the authors identify four dimensions of agility. The authors propose a framework that describes the organizational mechanisms through which the nine categories of facilitators lead to software development agility.

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Lesser, Eric, and Linda Ban. "How leading companies practice software development and delivery to achieve a competitive edge." Strategy & Leadership 44, no. 1 (January 18, 2016): 41–47. http://dx.doi.org/10.1108/sl-11-2015-0083.

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Purpose – Increasingly companies recognize that effective and rapid software development – from ideation to delivery – is crucial to achieving competitiveness. This article looks at how leading companies are establishing an enterprise capability for accelerated software delivery to differentiate themselves in the market. Design/methodology/approach – This research looks at how leading software organizations focus on software investments that efficiently and speedily deliver marketplace results. Findings – Successful companies build comprehensive skills in Agile and lean software development methods and for fostering extensive collaboration among business users, IT professionals and customers throughout the software development and delivery lifecycle. Practical implications – Advanced organizations are more likely to apply more mature development practices, such as service-oriented architecture (SOA) and Agile iterative development methods. Originality/value – Advanced organizations collaborate much more with customers and business partners to improve software development outcomes.

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

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

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Lee, Khai Loon, and Teh Xing Qi. "The Effect of Lean and Agile Practices on Supply Chain Operational Performance in Malaysia Manufacturing Industry." International Journal of Industrial Management 12, no. 1 (November 29, 2021): 319–40. http://dx.doi.org/10.15282/ijim.12.1.2021.6639.

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This study investigates the influence of lean and agile practices on supply chain operational performance in Malaysia manufacturing industry. The lack of IT flexibility, little information sharing, poor delivery performance, and low product quality affect responsiveness, reliability, agility, and cost of supply chain operational performance Malaysia manufacturing industry. This study has utilized the Resource-Based View (RBV) theory to strengthen the framework of this study. The research objectives in this study are to investigate the effect of lean practices and analyzed the effect of agile practices on supply chain operational performance in Malaysia manufacturing industry. To achieve the research objectives, a quantitative research approach is necessitated. The population of this study is 3626 manufacturing companies in Malaysia. The minimum sample size is 107, suggested by a G-power statistical analysis software. Besides, the cluster random sampling technique is used in sample selection. Furthermore, a total of 550 online questionnaires was distributed by email to the manufacturing industry in Malaysia and received a return of 112 responses from respondents representing a 20.36% response rate. Besides, Smart-PLS 3.0 was chosen as the software used for data analysis. Based on research findings, all of the eight hypotheses were supported. The theoretical and practical implication was presented before, the limitations and recommendations were discussed. In conclusion, lean and agile practices play a significant role in improving supply chain operational performance in the Malaysia manufacturing industry.

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Wang, Xiaofeng, Kieran Conboy, and Oisin Cawley. "“Leagile” software development: An experience report analysis of the application of lean approaches in agile software development." Journal of Systems and Software 85, no. 6 (June 2012): 1287–99. http://dx.doi.org/10.1016/j.jss.2012.01.061.

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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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Denning, Stephen. "How to make the whole organization “Agile”." Strategy & Leadership 44, no. 4 (July 18, 2016): 10–17. http://dx.doi.org/10.1108/sl-06-2016-0043.

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Purpose Agile is the umbrella term for a family of management practices, which include Scrum, Kanban, and Lean. To investigate Agile management as it was being practiced in large firms, in 2015 Scrum Alliance, whose mission is “to transform the world of work,” launched a Learning Consortium for the Creative Economy (LC), composed of a group of firms that included Microsoft, Ericsson, Magna International, Riot Games and others. Design/methodology/approach The group conducted site visits to learn from each other’s experiences with Agile. The questions to be explored included: To what extent are Agile management practices in fact occurring at scale in old and new firms? How effective are these management practices? Is it possible for the whole firm, particularly older firms with entrenched bureaucratic cultures, to become Agile? Findings The LC found that Agile management is already taking hold in large-scale implementations in both new and old firms. The LC observed that some firms were implementing Agile for large-scale, complex business challenges in areas beyond software, including operations where reliability is an issue. Practical implications Agile was seen as a different way of understanding and acting in the world. The successful firms were “being Agile,” not merely “doing Agile” within their existing management framework. Originality/value In the world of Agile management, delivering value to customers is the goal of every individual in the organization. Profits are seen as the result, not the goal. The Learning consortium sites visit offer managers an opportunity to study this philosophy in practice.

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Nidagundi, Padmaraj, and Leonids Novickis. "Introduction to Lean Canvas Transformation Models and Metrics in Software Testing." Applied Computer Systems 19, no. 1 (May 1, 2016): 30–36. http://dx.doi.org/10.1515/acss-2016-0004.

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Abstract Software plays a key role nowadays in all fields, from simple up to cutting-edge technologies and most of technology devices now work on software. Software development verification and validation have become very important to produce the high quality software according to business stakeholder requirements. Different software development methodologies have given a new dimension for software testing. In traditional waterfall software development software testing has approached the end point and begins with resource planning, a test plan is designed and test criteria are defined for acceptance testing. In this process most of test plan is well documented and it leads towards the time-consuming processes. For the modern software development methodology such as agile where long test processes and documentations are not followed strictly due to small iteration of software development and testing, lean canvas transformation models can be a solution. This paper provides a new dimension to find out the possibilities of adopting the lean transformation models and metrics in the software test plan to simplify the test process for further use of these test metrics on canvas.

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Al-Refai, Mohammed, Basem Zughoul, Yousef Al-Raba’nah, Mohammad Alauthman, and Ahmad Muraish. "Software Development by Merging Prototyping and Agile Approaches." International Journal of Advanced Research in Computer Science and Software Engineering 7, no. 9 (October 31, 2017): 47. http://dx.doi.org/10.23956/ijarcsse.v7i9.410.

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during the past four decades, new software development approaches were presented to going with new trends of the software development companies and developers. Nowadays most software companies search to customise short period and minimal costs to produce valuable software products. These productions are within unstable, changing environments. Agile Methodologies were thus introduced to achieve the new requirements of the software development companies. Agile development invented for handling change. The key benefit of agile methodology is used to simplify the change-oriented software engineering process, but agile methodology needs to take more consideration to user point of view. Although the weaknesses of prototyping approach have, it can be used effectively by end users to describe requirements that developers may not have considered. This paper presents a proposed framework based on merge prototyping and agile approaches not only to cure the weaknesses of agile development and prototype methodology but to enrol the user in every single step, which will lead to faster and much accepted overall results.

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Ahmad, Muhammad Ovais, Lucy Ellen Lwakatare, Pasi Kuvaja, Markku Oivo, and Jouni Markkula. "An empirical study of portfolio management and Kanban in agile and lean software companies." Journal of Software: Evolution and Process 29, no. 6 (November 2, 2016): e1834. http://dx.doi.org/10.1002/smr.1834.

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Srivastava, Abhishek, P. K. Kapur, Deepti Mehrotra, and Rana Majumdar. "Modelling Fault Detection Using SRGM in Agile Environment and Ranking of Models." Journal of Cases on Information Technology 21, no. 2 (April 2019): 1–20. http://dx.doi.org/10.4018/jcit.2019040101.

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Today's software applications deployed in an enterprise to cater to the complex business processes, integrate various business units and address requirements of a global customer base. The traditional methodology of software engineering succumbs to the changing need of customer and technology advancement. On the behest of the customer, a software system should be designed in a way that it goes in concert with the present user needs. Agile methodology targets complex systems with its iterative, incremental, and evolutionary approach. There are numerous factors attributing towards the successful implementation of agile methodology. This led to adopting an approach of agile based on ‘lean' principles over the traditional software development life cycle (SDLC) approach. Collaborative work is done with the project team on a priority list. The implementation is done through “SCRUM” an empirical framework for learning. It has multiple sprints which are deliverable products. This idea has substantially reduced the ‘time to market' as the customer can decide which features of the software they would like to be delivered on a priority basis. To model trends of fault detection in each sprint, a growth model of software reliability is used. This research article presents a framework to analyze and measure the cumulative errors in an Agile Testing Process, the authors have applied modeling on various SRGMs to prove acceptability in an agile development process and finally compares these models using the Mahalanobis Distance Formula for Model ranking. The Mahalanobis distance criteria is easy to compute and that can be utilized to get the ranks and select the best model in view of an arrangement of contributing criteria.

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Rahiminezhad Galankashi, Masoud, and Syed Ahmad Helmi. "Assessment of hybrid Lean-Agile (Leagile) supply chain strategies." Journal of Manufacturing Technology Management 27, no. 4 (May 3, 2016): 470–82. http://dx.doi.org/10.1108/jmtm-08-2015-0069.

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Purpose – The purpose of this paper is to propose a new assessment tool for Leagility. Design/methodology/approach – This research was carried out to systematically propose the operational activities of Leagile supply chains (SCs) with regard to SC drivers. Particularly, SC logistic (facility, transportation and inventory) and cross-functional drivers (information, sourcing and pricing) were selected to classify all operational activities of Leagile SCs. Findings – This study proposed a new framework to evaluate the operational activities of Leagile SCs. Operational activities of Leagile supply chain strategy were determined and categorized with regard to SC drivers. These activities were ranked using an analytic hierarchy process and were then categorized using a cycle view of SC. Originality/value – This study contributed in proposing operational activities of Leagile SC based on its major drivers. The result of this study assist managers, scholars and practitioners to construct new Leagile SCs or assess their Leagility level.

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Sharma, Pankaj, and Makarand S. Kulkarni. "Bayesian belief network for assessing impact of factors on army’s lean–agile replenishment system." Journal of Military Studies 7, no. 1 (December 1, 2016): 11–23. http://dx.doi.org/10.1515/jms-2016-0002.

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Abstract A dynamic time-separated lean–agile spare part replenishment system can prove beneficial to the army by being efficient (cost saving) during peace and effective (assured availability) during war. The logistics echelons must have certain attributes in order to implement such a dynamic replenishment system. The purpose of this article is to identify the factors/attributes that are necessary in a spare part replenishment system of vehicles and weapon platforms in order to implement a time-separated lean–agile strategy through a systematic literature review. Furthermore, the article will investigate the impact of these factors/attributes, individually and collectively, on overall system performance. This will enable logistics managers to focus only on the factors that have greater impact on the system. A model explaining the effects of various contributory factors/attributes on the overall logistics system has been developed through a comprehensive literature review, experts’ judgments and inputs from practising logisticians in the military field. The article then models the system using a Bayesian belief network (BBN) on Netica software. After the development of the model using Netica, a sensitivity analysis based on the mutual information criterion is conducted to identify the critical factors that most significantly affect a dynamic lean–agile spare part replenishment system. The study addresses the identified need of applying BBN to model an uncertain and complex military logistics domain.

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Ghobakhloo, Morteza, and Adel Azar. "Business excellence via advanced manufacturing technology and lean-agile manufacturing." Journal of Manufacturing Technology Management 29, no. 1 (January 15, 2018): 2–24. http://dx.doi.org/10.1108/jmtm-03-2017-0049.

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Purpose The purpose of this paper is to contribute to the existing knowledge about the relationships between advanced manufacturing technology (AMT), lean manufacturing (LM), agile manufacturing (AM), and business performance. Design/methodology/approach A questionnaire-based survey was performed to collect data from 189 Iranian automobile part manufacturers. Statistical analysis of hypothesized relationships was conducted via partial least squares structural equation modeling. Findings AMT significantly contributes to the development of both LM and AM. These manufacturing systems can co-exist in one system, and LM is a precursor to AM. LM contributes to operational performance whereas AM improves marketing performance and financial performance. Research limitations/implications Relying on the cross-sectional data of this research, and lack of generalizability of findings are key limitations. An interesting direction for future research would be to empirically offer a hybrid lean-agile approach and further map the mechanism through which this hybrid approach can be achieved in practice. Practical implications Both LM and AM are information-intensive and highly supported by AMT. They contribute to different aspects of business performance. Pursuing both cost-leadership strategy and product mix flexibility is viable via hybridizing the lean and agile systems. Originality/value This study is among the first to address issues related to the lean-AM relationship among developing countries. This study is unique in the sense it shows the mechanism through which the value of AMT is truly transformed to performance improvement.

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Harris, Mike. "We are Here to Learn, Make a Difference and Have Fun." ITNOW 64, no. 4 (November 21, 2022): 60–61. http://dx.doi.org/10.1093/combul/bwac134.

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Elmoselhy, Salah A. M. "Hybrid lean–agile manufacturing system technical facet, in automotive sector." Journal of Manufacturing Systems 32, no. 4 (October 2013): 598–619. http://dx.doi.org/10.1016/j.jmsy.2013.05.011.

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Duncan, Scott. "SAFe 4.0 Distilled: Applying the Scaled Agile Framework for Lean Software and Systems Engineering. 2017." Quality Management Journal 25, no. 1 (January 2, 2018): 66. http://dx.doi.org/10.1080/10686967.2018.1404375.

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Kupiainen, Eetu, Mika V. Mäntylä, and Juha Itkonen. "Using metrics in Agile and Lean Software Development – A systematic literature review of industrial studies." Information and Software Technology 62 (June 2015): 143–63. http://dx.doi.org/10.1016/j.infsof.2015.02.005.

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Howard, W. R. "Lean – Agile Software Development: Achieving Enterprise Agility20103Alan Shalloway, Guy Beaver and James R. Trott. Lean – Agile Software Development: Achieving Enterprise Agility. Reading, MA: Addison‐Wesley Professional (www.informit.com)304 pp., ISBN: 0‐321‐53289‐9." Kybernetes 39, no. 5 (June 15, 2010): 844–45. http://dx.doi.org/10.1108/03684921011043314.

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K. Durrani, Usman, Zijad Pita, and Joan Richardson. "Coexistence of agile and SCM practices." Journal of Systems and Information Technology 16, no. 1 (March 4, 2014): 20–39. http://dx.doi.org/10.1108/jsit-09-2013-0045.

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Purpose – The purpose of this paper is to present the findings of Phase 1 of the research and to identify Australian agile software development organizations having such coexistence of agile and software configuration management (SCM) practices. This study employed “organization size” variable to study the phenomenon and used theory of Lean Thinking as a lens to analyse implementation variations of agile and SCM practices. Design/methodology/approach – For this study, the research design was comprised of three phases. In Phase 1, a quantitative study using an online survey was performed to answer RQ using various statistical techniques. In Phase 2, an initial conceptual model based on a literature review was developed, and then a qualitative study was performed using one longitudinal case study. In Phase 3, another online survey was performed using various parametric statistical techniques to validate and generalize the findings of Phase 1 and 2 and the proposed SLAM traceability model. The scope of this paper is to discuss only Phase 1 and its associated findings. Findings – The results of the analysis indicated that organizations, regardless of their size, frequently use agile practices for their software development operations. On the other hand, larger organizations use SCM practices comparatively more than medium and small organizations. However, traces of customized SCM process were found in most of the respondent (large, medium, and small) organizations, which indicates the coexistence of agile and SCM practices. Research limitations/implications – As there is no known listing or database available for such specialized criteria, a non-probabilistic sampling method was used, in the sense that the selection of members of the sample was arbitrary and subjective instead of a non-random selection from the pool of all agile practitioners in the field. Originality/value – By using the quantitative method approach, this study aims to generate empirical evidence to contribute to the body of knowledge in the relevant areas. On the practical side, this research can also provide support to IT businesses in general, and software development organizations in particular, with the streamlining of the internal operational environment for the facilitation of an adaptable process and the resulting coexistence of value-added agile and SCM practices.

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Kashani, F. H., and S. Baharmast. "Effect of Supply Chain Information Systems on Firm Performance: An Empirical Case Study." Engineering, Technology & Applied Science Research 7, no. 2 (April 24, 2017): 1552–58. http://dx.doi.org/10.48084/etasr.1017.

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This study evaluates the effect of supply chain information systems on firm performance in IKAMCO as a empirical case study. For this purpose, The 132 IKAMCO employees selected by simple random sampling responded to a questionnaire. Content validity of the questionnaire has been confirmed by experts in this field; its reliability has been confirmed by using Cronbach's alpha and Fisher’s test. Kolmogorov-Smirnov test is used to ensure normality of the data obtained from questionnaire. The hypotheses are tested using SmartPLS software. Results show that the model is well fitted to the data. Findings show that a lean and agile supply chain is effective on supply chain performance and supply chain performance is effective on firm performance. Efficiency of information systems moderates the effect of lean supply chain on supply chain performance and firm performance. However, flexibility of information systems does not moderate the effect of agile supply chain on supply chain performance and firm performance.

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Caballero, Leydi, Ana M. Moreno, and Ahmed Seffah. "How Agile Developers Integrate User-Centered Design Into Their Processes: A Literature Review." International Journal of Software Engineering and Knowledge Engineering 26, no. 08 (October 2016): 1175–201. http://dx.doi.org/10.1142/s0218194016500418.

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The lack of user engagement, the absence of user feedback, incomplete and continuously changing user requirements are among the critical concerns that cause projects to fail. User-centered design (UCD) and agile software development are two iterative approaches that have been proposed to overcome such concerns. UCD is a design process focusing on user research, user interface design and usability evaluation. Introduced by software engineering practitioners, agile refers to a number of iterative and incremental software development practices that emphasize people’s needs, communication between developers and stakeholders and the ability to adapt to change. In both the agile and UCD communities, however, a full understanding of user requirements is often seen as incompatible with early and quick development iterations. We performed a literature review aiming to identify how agile teams have integrated UCD tools into their agile software development process to a better understanding of the user requirements without losing sight of the agile values and principles. UCD tools adaptations and minimal-up-front design applied in agile development are among the approaches discovered in this study. The findings could lead to a comprehensive user-centric software engineering that will overcome inherent problems faced by agile teams to understand user needs, priorities and goals.

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Nurdiani, Indira, Jürgen Börstler, and Samuel A. Fricker. "The impacts of agile and lean practices on project constraints: A tertiary study." Journal of Systems and Software 119 (September 2016): 162–83. http://dx.doi.org/10.1016/j.jss.2016.06.043.

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Kaempf, Tobias. "Lean and White-Collar Work: Towards New Forms of Industrialisation of Knowledge Work and Office Jobs?" tripleC: Communication, Capitalism & Critique. Open Access Journal for a Global Sustainable Information Society 16, no. 2 (November 8, 2018): 901–18. http://dx.doi.org/10.31269/triplec.v16i2.1048.

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After revolutionising manufacturing in the 1980s, the ideas of lean production are becoming increasingly significant for today’s white-collar work. Drawing on extensive empirical fieldwork, this article shows the fundamental changes in knowledge and office work as a result of new lean concepts. Two case studies are compared: the implementation of lean in the administration of a traditional industrial company and the reorganisation of software development by combining lean with Agile methods in a leading IT company. Lean is becoming a pioneer for new forms of industrialisation of white-collar work. The spectrum extends from a ‘factory approach’ with rigid work flows in administration to new development models in knowledge-intensive areas that go well beyond Tayloristic approaches. Based on the possibilities of digitisation, lean opens up new ways for the valorisation of knowledge work in modern capitalism, best described with the Marxian notion of ‘real subsumption’ of labour under capital.

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Zahedi, Mohammadreza, Morteza Abbasi, and Shayan Naghdi Khanachah. "Providing a lean and agile supply chain model in project-based organisations." Annals of Management and Organization Research 1, no. 3 (February 4, 2020): 213–33. http://dx.doi.org/10.35912/amor.v1i3.440.

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Purpose: One of the differences between project-oriented and routine organisations is the difference in their supply chain. This leads to the use of distinct and new approaches to its management. In this article, according to the existing problems, a conceptual model of lean and agile supply chain in project-oriented organisations is presented by examining the lean functions and agility of supply chain discussion. Research methodology: This research is descriptive-analytical in terms of method and applied in terms of purpose. This study's statistical population includes all managers and supply chain experts of project-based organisations and the statistical sample includes 105 people who have been selected using a purposive sampling method. After presenting the conceptual model, a researcher-made questionnaire was used to collect information and to examine the intended model, the structural equation approach with PLS software was used. Results: The research findings indicate that the 114 identified items for the research model significantly explain their related components. The results of the model fit study showed that based on the convergent validity indices, Cronbach's alpha and Cronbach's alpha, and the subscription validity index and the exponential or redundancy validity index, the model is in the desired condition. Limitation: This research only described Knowledge Based Centre. Contribution: Organisations realised that relying on existing knowledge alone was not enough to compete in a competitive environment, and went beyond the boundaries of their organisation to acquire knowledge. Organisations considered customers as a very useful and knowledgeable resource, and activities should be done to interact with customers in leading organisations.

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Heroux, Michael A., and James M. Willenbring. "A New Overview of The Trilinos Project." Scientific Programming 20, no. 2 (2012): 83–88. http://dx.doi.org/10.1155/2012/408130.

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SinceAn Overview of the Trilinos Project[ACM Trans. Math. Softw. 31(3) (2005), 397–423] was published in 2005, Trilinos has grown significantly. It now supports the development of a broad collection of libraries for scalable computational science and engineering applications, and a full-featured software infrastructure for rigorous lean/agile software engineering. This growth has created significant opportunities and challenges. This paper focuses on some of the most notable changes to the Trilinos project in the last few years. At the time of the writing of this article, the current release version of Trilinos was 10.12.2.

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Zoppi, Matteo, Mohammed Aamir Khan, Felix Schäfer, and Rezia Molfino. "Toward lean minimally invasive robotic surgery." Robotica 28, no. 2 (September 2, 2009): 185–97. http://dx.doi.org/10.1017/s0263574709990348.

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SUMMARYDeveloped minimally invasive surgical (MIS) robots are large multi-arm, multipurpose systems requiring significant investments that limit their availability in hospitals. A larger distribution of MIS robots with benefit for patients might be achieved improving their modularity and scalability so that smaller hospitals or medical centers could decide for a simpler and lower cost setup for a limited number of treatments only, while centers with higher funding could have more systems dedicated to different classes of operations. In line with this statement the paper proposes the paradigm of lean MIS system comprising a scalable set of modular, agile, small size single-instrument robots with limited life cycle cost. Miniaturization of instruments can further reduce invasiveness of procedures and one promising research direction is needle laparoscopic surgery, which can be applied to classes of operations on small regions requiring small force interaction with the patient. In the paper the development of a lean single-instrument manipulator for needlescopic surgery is presented and a new master concept for accurate restitution of surgical force proposed and discussed.

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Leite, Marco, and Vanessa Braz. "Agile manufacturing practices for new product development: industrial case studies." Journal of Manufacturing Technology Management 27, no. 4 (May 3, 2016): 560–76. http://dx.doi.org/10.1108/jmtm-09-2015-0073.

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Purpose – For decades multiple management philosophies directed toward lean production and mass were assumed as to respond to process inefficiencies and rampant consumerism, optimizing operation costs. However, new customization and flexible productions philosophies have been gaining ground in some industries, such as the agile manufacturing. From a literature review that addresses the history of this philosophy, it is clear that agile manufacturing is not fully comprehended, with very scarce information about practical cases. The paper aims to discuss these issues. Design/methodology/approach – In this paper the authors describe an exploratory methodology approach, with three semi-structured case study interviews. The goal is to study which of agile manufacturing practices are being applied in the studied companies and what is the perceived effect that these have on operational performance. Since most of these companies develop highly customized products, the role of agility on new product development can have a huge impact on their operational performance. Findings – Agile manufacturing is not yet a widespread philosophy of managing for the companies studied, being virtually unknown as a global concept. However, it was found that many of the practices of agile manufacturing are already implemented in these companies without association with this philosophy. It was also concluded, by the finding through respondents opinions, that agile practices contribute positively to the studied companies operating performance. Originality/value – The novelty of this research derives from observation of agile manufacturing practices in SMEs. This research is useful to SMEs implementing agile manufacturing principles.

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Ullah, Ihsan, Jaweria Kanwal, Fatima Gillani, and Iqra Shahzad. "Role of Agile Methodologies for Ensuring Quality in Complex Systems: A Systematic Literature Review." Vol 4 Issue 4 4, no. 4 (November 5, 2022): 1042–54. http://dx.doi.org/10.33411/ijist/2022040409.

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In software development, the selection of a software process model set the base for the success of a software product. An inappropriate selection may lead to a delay in project release, introduce defects and make the project difficult to update. This lack of quality characteristics may lead to the risk of losing customer expectations as well as the failure of the project itself. In the case of complex systems, the problems become more severe. To meet such expectations, agile methodologies are used to ensure quality in software and meet customers’ expectations. There is currently no literature that gives insights into the role of agile methodologies in ensuring quality in complex systems. The purpose of this paper is to evaluate the effectiveness and the impact of agile methodology in achieving the quality of complex systems. For this, we perform a Systematic Literature Review (SLR) and define a review protocol. By performing a thorough search and screening, we selected 39 papers related to agile methods and complex systems. Our analysis shows that complex systems have various requirements of quality attributes some of the complex systems mainly focus on security, reliability, and efficiency whereas other emphasizes safety, response time, and maintainability. Our analysis also shows that agile methodologies are widely used for the development of complex systems because ensuring the quality requirements of complex systems is not possible with the use of traditional methods of software development.

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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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Shafiq, Shagufta, Yaser Hafeez, Sadia Ali, Naila Iqbal, and Muhammad Jamal. "Towards Scrum Based Agile Framework for Global Software Development Teams." Mehran University Research Journal of Engineering and Technology 38, no. 4 (October 1, 2019): 979–98. http://dx.doi.org/10.22581/muet1982.1904.11.

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Organizations are moving their workforce to guarantee matters of trade and profit where accounts are expected to be less expensive and provide better quality products with the accessibility of skilled labor. With the evident benefits, distributed teams often face challenges with reliable and efficient communication coordination patterns that lead towards project failure. In the rapidly growing software industry, it becomes critical for any business to have better management activities to acquire right processes and practices. Agile methods are considered as a remedy for mitigating distributed teams’ challenges, with their consistent focus on communication. Here, we intend to propose a tailored Scrum based solution for distributed teams that empowers anticipated communication and coordination throughout the development process. In the first phase of framework development we have evaluated the state of agile practices from both literature and industry; based on collected evidence and suggestive guidelines a scrum based agile framework was formulated. The Scrum is a project management method in Agile Methods family. Scrum is an iterative process that asks for incremental development of the product, includes cross functional development and testing teams. Evaluation results show that the proposed framework contributes positively to improve development process quality. We have performed theoretical as well as empirical evaluation to validate proposed framework. We have eight project managing rising aspects in DSD (Distributed Software Development) to evaluate the proposed framework.

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van Oorschot, Kim E., Kishore Sengupta, and Luk N. Van Wassenhove. "Under Pressure." Project Management Journal 49, no. 6 (October 15, 2018): 78–102. http://dx.doi.org/10.1177/8756972818802714.

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The iterative cycles used in agile software development create a series of deadlines for project teams. We investigate the optimal iteration length under behavioral conditions for agile software projects. Based on system dynamics simulation, we argue that both very long (as in sequential development) and very short (monthly) iterative cycles create huge and disruptive fluctuations in schedule pressure experienced by the team. These lead to poor performance in terms of quality, as well as costs and time compared with optimal iterative cycles of two to three months. The monthly cycles used in many agile practices might be too short to ensure optimal performance.

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Lermen, Fernando Henrique, Paula Kvitko de Moura, Vanessa Becker Bertoni, Paola Graciano, and Guilherme Luz Tortorella. "Does maturity level influence the use of Agile UX methods by digital startups? Evaluating design thinking, lean startup, and lean user experience." Information and Software Technology 154 (February 2023): 107107. http://dx.doi.org/10.1016/j.infsof.2022.107107.

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Poth, Alexander, Mario Kottke, Kerstin Middelhauve, Torsten Mahr, and Andreas Riel. "Lean integration of IT security and data privacy governance aspects into product development in agile organizations." JUCS - Journal of Universal Computer Science 27, no. 8 (August 28, 2021): 868–93. http://dx.doi.org/10.3897/jucs.71770.

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This article deals with the design of a product development-specific framework to support lean and adequate governance. This framework is based on layers of product-specific standards and regulations. The layers can be merged into a specific set to address the demands of a product to fit the state-of-the-art requirements of its domain. For the product domain, specific layers are presented with examples from IT security and data privacy for the software development phase. The approach is generic and can be extended to other domains like finance services or embedded products and their life-cycle phases.

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Fagerholm, Fabian, Marko Ikonen, Petri Kettunen, Jürgen Münch, Virpi Roto, and Pekka Abrahamsson. "Performance Alignment Work: How software developers experience the continuous adaptation of team performance in Lean and Agile environments." Information and Software Technology 64 (August 2015): 132–47. http://dx.doi.org/10.1016/j.infsof.2015.01.010.

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Durrani, Usman Khan, Zijad Pita, and Joan Richardson. "The Tetrad Influences." International Journal of Strategic Decision Sciences 5, no. 2 (April 2014): 30–42. http://dx.doi.org/10.4018/ijsds.2014040103.

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The Software Configuration Management (SCM) process with its origin in hardware development was first applied to the software development environment in the 1950's. Since then many IT dynamics associated with this process have evolved, such as, software development methodologies, software process improvement standards, computing environments, and organizational needs. Through the observation of these IT dynamics, which the researchers called “the tetrad influences”, it is now apparent that there is a need to look into new adaptable approaches to apply the SCM process for traceability and governance. In this paper, we will present a conceptual framework highlighting the tetrad influences on the SCM process and will propose a Software configuration Adaptable Lean Agile Management “SALAM” model as a solution. We contribute a case study of a large Australian IT project where hybrid project teams delivered a consolidated software product in a hybrid cloud computing environment.

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Alazzam, Malik Bader, Fawaz Alassery, and Ahmed Almulihi. "Development of a Mobile Application for Interaction between Patients and Doctors in Rural Populations." Mobile Information Systems 2021 (December 9, 2021): 1–8. http://dx.doi.org/10.1155/2021/5006151.

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This study describes the process of construction and evolution of the software development of the mobile application that allows patient-doctor-specialist interaction in rural areas of Iraq and helps the patient receive prompt medical guidance without the need for unnecessary transfers because the doctor, general or specialist, can provide it through the application. The construction of the application was carried out using the Design Thinking process to obtain the MVP3 (minimum viable product) and the Running Lean process to perform the iterations and reach the application that adds value to the user. For the application software development, the evolutionary development model and some activities of the agile scrum framework were applied.

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Velinov, Emil, Vasko Vassilev, and Igor Denisov. "Holacracy and Obliquity: contingency management approaches in organizing companies." Problems and Perspectives in Management 16, no. 1 (March 20, 2018): 330–35. http://dx.doi.org/10.21511/ppm.16(1).2018.32.

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The paper aims to examine the development of modern innovative management methods and practices such as Holacracy, Obliquity, Adhocracy and Sociocracy, which are novelty in the Management science and practice. The study illustrates contingency approaches in designing, managing and developing agile companies from wide varieties of industries. The paper sheds light on contemporary methods in organizing, planning and setting goals of companies in a post-knowledge era. It is like an operating system for business that requires the installation of different applications as applications for hiring employees, for setting salaries, for planning or logistics. In the paper, literature review on management innovations is conducted and subsequently statistical operationalization through STATA software has been employed to examine how particular organizations design and set up their organizational structures such as lean, agile or scrum. Paper results show that smaller companies are more agile and they tend to acquire Holacratic Management models thanks to the fact that self-managing teams exist internally and their organizational structures are flatter and more adaptive in comparison to the multinational corporations. Consequently, the paper concludes with suggestions on innovative management implementations for future development of companies and emphasizes the need for further research on what is the impact of Holacracy and Obliquity on shaping the organizational culture of companies.

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Jyothi, V. Esther, and K. Nageswara Rao. "Effective Implementation of Agile Software Development with a Framework, Metric Tool, and in Association with Cloud and Lean Kanban." International Journal of Advanced Engineering Research and Science 4, no. 3 (2017): 132–37. http://dx.doi.org/10.22161/ijaers.4.3.20.

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Journal articles on the topic 'Lean and agile software'

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