Scrum and Agile

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Context: Development of software-intensive products and services increasingly occurs by continuously deploying product or service increments, such as new features and enhancements, to customers. Product and service developers must continuously find out what customers want by direct customer feedback and usage behaviour observation. Objective: This paper examines the preconditions for setting up an experimentation system for continuous customer experiments. It describes the RIGHT model for Continuous Experimentation (Rapid Iterative value creation Gained through High-frequency Testing), illustrating the building blocks required for such a system. Method: An initial model for continuous experimentation is analytically derived from prior work. The model is matched against empirical case study findings from two startup companies and further developed. Results: Building blocks for a continuous experimentation system and infrastructure are presented. Conclusions: A suitable experimentation system requires at least the ability to release minimum viable products or features with suitable

With the increasing popularity of Agile Methods, many software organisations are moving away from traditional methods to adopt Agile development methodologies. Instead of being predictive, Agile is rather adaptive and people-focussed. It advocates a ...

Construction projects in Egypt are categorized with high uncertainties. Coping with change in construction projects is such a big challenge that a project manager could face in managing a project. Change is something evitable specially when addressed from the owners’ side. In this certain situation and the dynamic environment of construction projects, flexibility and elasticity are needed to tackle change. The aim of this thesis is to develop a methodology to react to change easily. Agile project management is introduced to the construction sector in Egypt, as it has proven its success in the IT industry all over the world. Triangulation of different methods where used to gather data about agile project management. More specifically, interviews with experts from the field, a questionnaire to get respondents opinions about integrating agile methods to the construction projects and finally developing a medium sized project with the agile practice to test out the findings all together. Agile can be determined to react to change efficiently and effectively in construction projects with some amendments to cope with the characteristics of this enormous field. In conclusion, agile methods are a catalyst for changes in construction projects in the dynamic environment of Egypt, with expanding the methodology in alliance to cope with construction management features. Agile project management works is shorter cycles than traditional project management besides more creative and dependent teams. Client involvement in managing a project is one of the major factors that speeds up a project. Applying agile methodologies will decrease time, cost and escalate customer satisfaction in the construction field in the Egyptian economy.

Sabe aquela hora que bate uma dúvida de como priorizar as atividades em seu sistema kanban? Se você usa o Sistema Kanban e quer priorizar suas atividades e não sabe como, veja como as classes de serviço podem te ajudar.

Para ficar mais claro como funciona a priorização de atividades no Sistema Kanban, vou ilustrar um exemplo real de como funciona a priorização de atividades do Sistema Único de Saúde (SUS).

No SUS a priorização de atividades é realizada a partir de uma classificação de risco, que é um instrumento para melhor organizar o fluxo de pacientes que procuram as portas de entrada de urgência/emergência.

Ajudando a identificar os que necessitam de atendimento médico imediato. Segue abaixo como são priorizadas as atividades de saúde devido o seu risco.

Agility is nothing new; it has a long history. The study of Agility is a science; the military has been studying it for centuries. Using Agility can help organizations and people succeed in their efforts, but doing Agility well requires mastery, study, and practice.

Business Agility é a capacidade de uma empresa se adaptar rapidamente às mudanças do mercado, independentemente de as mudanças serem internas ou externas.

Se a organização puder navegar por essas mudanças de maneira produtiva e econômica, sem comprometer a qualidade, poderá atravessar qualquer tempestade competitiva.

The rapid evolution of technology has changed the way organizations operate and increased the competition along with the customers’ demands. Many organizations have turned to agile management methodologies in order to adapt and follow the market needs through quick development of products and services. In theory, these methods facilitate better communication compared to the traditional ones. However, there is a lack of comprehensive and adequate research on communication in agile teams, especially from the team’s perspective. This thesis focuses on the scrum agile methodology and more specifically on the scrum team members’ point of view regarding communication. Through exploratory research, it investigates how co- located scrum teams in small and medium-sized enterprises experience the communication model and how they value the quality of their team’s communication. Our results suggest that scrum team members have positive experiences, feelings and opinions about their team's internal and external communication. However, they believe that improvements are needed in both directions. Further studies on the field could reveal current issues and identify suggestions for improvements.

Lean Six Sigma Measure Phase Tollgate Templates are a guide to Lean Six Sigma Green Belt, Lean Six Sigma Black Belt, and Lean Six Sigma Master Black Belt Projects. Lean Six Sigma Practitioners use the DMAIC (Define, Measure, Analyze, Improve, and Control) Phases. The Lean Six Sigma Measure Phase Tollgate Templates include the most common tools used in the Measure Phase. There are Backup Slides that include the tools and templates of Optional or less often tools. There are guidelines in the notes section. These templates are used to document Lean Six Sigma Projects as they are executed. There are checklists and guides to ensure the Measure Phase is completed and approved before moving to the next process improvement phase. I wish you well on your projects. Steven Bonacorsi, Lean Six Sigma Master Black Belt.

In many industries, the key to success lies in the ability to attract and accomplish projects. In some domains, attracting and performing projects require that several partners work together. A typical example is in the construction sector. Public-private partnerships (PPPs) between a government agency and private-sector company can be used to finance, build, and operate projects, such as public transportation networks, parks, and convention centers.

This paper presents the case of the implementation of an agile project to a critical part of a PPP evaluation, how it is managed better by using the change methods in the APM, like envision and explore versus plan and do. It also details the initial project business case, how the project was planned in an agile mode and the environment of the organization, and detail the significant impediments envisioned on this phase and how it has been addressed utilizing APM ceremonies.

Many organizations are improving both the efficiency and effectiveness of their software development
efforts by implementing an agile software development methodology. Agile methodologies including
eXtreme programming (XP), Scrum, and Crystal Methods. This article is intended to point out the decisions
and actions taken by organizations that have successfully implemented an agile software development
methodology. Organizations that want to improve their chances of success should: select the right
methodology for their organization, train their staff on the selected methodology while providing them
access to external resources, involve upper management in the methodology implementation, and make any
necessary changes to their office facilities to support the intense interaction required by agile development.
Keywords: Agile Software Development, Effectiveness of software development, Efficiency of software
development, Agile Methodologies, eXtreme programming (XP), Scrum, and Crystal Methods.
Introduction

Current Agile methodology doesn’t put into
consideration the effect of the variability of skills required to perform
the tasks of the project. Furthermore, it does not account. In advance,
for the availability of those skills among the agile team of the
developers at the proper time they are needed. Narrow view of
current sprint requirements and their tasks hide the future need of
those skills, hence wasting valuable resources that might have been
used in earlier stages of the development. Consequently, a waste of
resources usually exist that needed to be accounted for in every Agile
project using the current methodologies. The proposed CESP process
will have global project view that will help to eliminate waste of
resources in those earlier stages by rearranging the tasks that will
required in earlier stages. Hence, reduces the overall projects time
and cost. All that while maintaining the agility and flexibility desired
by adopting the Agile methodology.
KEYWORDS- Agile;Scrum; Kanban;Scrumban; Scrumbanfall ;
L-Scrumban ,Cost,Efficiency

W  artykule omówiono zastosowanie zwinnej metodyki scrum w  organizacji pracy w  samozarządzających się zespołach projektowych na
zajęciach uniwersyteckich. Przedstawiono w  nim przede wszystkim
założenia procesu uczenia się, charakter i skalę adaptacji metodyki do
potrzeb realizacji projektów społecznych we współpracy z interesariuszami zewnętrznymi uczelni oraz główne wyzwania związane z wdrożeniem nowego modelu pracy dla studentów I roku studiów. Do pracy
badawczej wykorzystano model AQAL (all quadrants, all levels) Kena
Wilbera. Integralne podejście do problematyki zastosowania agile
w obszarze edukacji wyższej pozwoliło na wyciągnięcie wielokontekstowych wniosków i  zaproponowanie rekomendacji dla akademików
chcących urozmaicić swój warsztat dydaktyczny, dla władz uczelni szukających nowatorskich rozwiązań w zakresie budowy sieci kontaktów
na linii nauka-biznes oraz dla przedsiębiorców planujących wdrożyć
zwinne metodyki rozwiązywania problemów i/lub samozarządzające
się modele organizacji pracy.

Słowa kluczowe: zwinne metodyki agile, scrum w edukacji, samozarządzające się zespoły, uczenie się bazujące na wartościach

Agile software development (ASD) resulted from widespread professional discontent with traditional approaches; development projects' high failure rates; and, most important, the need for speedy, responsive delivery of software for Internet businesses. Many practitioners have embraced ASD, which commentators often extol as a faster, better, and cheaper development approach. However, a recent high-profile failure of an ASD project and the discontinued use of ASD in a software company have drawn attention to ASD's possible risks. Before we can manage such risks, we must identify them and understand why they arise. Researchers conducted interviews with 112 people in 28 organizations and with 25 ASD contractors and consultants. The interviews revealed key ASD risks that require careful management to achieve the desired project outcomes.

When I was a kid, I heard this story. Once upon a time, there was a king. One day the king called the astrologist to ask about his future. After doing the calculation astrologist replied, that all of the king's relatives will die in front of his eyes, which made the king angry and he decided to punish him. The next day King called another astrologist to do the same. However, after the calculation, the second one replied that the King will have the longest age among all of his relatives. As a result, this time king became pleased and awarded that astrologist. This is a perfect story for reframing. Although both astrologists articulated the same, but with two different frames. Reframing is all about change the point of view of the situation. I can't find any other simple, yet interesting example to explain what the reframing is. In addition, the famous Chines Taoist story "The old man and his horse" is also a perfect demonstration of reframing example. Moreover, here is a renowned quote illustrate the reframing.

There is still lack of confidence of the overall success in the SW development projects or of the outputs coming out from the IT project delivery. Typical management approach strengths on using proper project management (PM) methods to leverage the success rate of projects and programs. Not-selected and not-tailored implementation and application of worldwide PM methods such as PRINCE2, PMI and IPMA in many cases are not the right factor of the potential success of the final IT project output. This research paper is addressing main problems in IT project delivery by adopting agile principles on main selected issues.

Project methodologies have grown with time when there is a need for a project if satisfying that model will have lasted. There are multiple SDLC Models available but no one fits perfectly, as all of them have some drawbacks. Considering a larger organization, where daily productivity, hours of work done, no of resources used, and progress made in the project are monitored on a day to day basis. Picking up the correct SDLC model for the project is very crucial because when the work gets started, there is no way to alter it back. The Agile methodology does it all, it provides matrices, reports, progress, and the backlogs. Everything is being monitored very closely, throughout the development and testing of the product. This paper addresses the problem which is encountered during the testing of an application when a failed test case or defect is added to product backlog since no more fixes can be made to it.

Most studies of the IT projects implemented either internationally or locally shows that the error factor affecting the project implementation which is either measured by the project timeline affected by one or more of the project processes delay or the scope un-clarity and wrong definition which affects the whole project processes and deliverables.
Modern IT Frameworks are most commonly used to help solving the risk factors detected but implemented incorrectly due to lack of training or skills which results in major risks that outcome the risk management dedicated for the project.
However, Selecting the right methodology and practices, and applying them adequately determine the success of IT Project implementation. In this paper an enhanced study is carried out among the critical factors of success choosing the right methodology from previous studies to discuss the factors of success that matches with their relative principles to illustrate the most valuable factors for modern IT management approach success.

Il existe une forte perception au sein de l’industrie du développement logiciel voulant qu’une entreprise ou une équipe de développement qui doit se conformer à un modèle de maturité, par exemple le Capability Maturity Model Integration (CMMI), ne peut en même temps être agile.

L’hypothèse de cet essai est que cette perception est en grande partie erronée. L’essai vise à déterminer, par une analyse rigoureuse limitant toute subjectivité apparente, s’il est possible d’établir une concordance entre des objectifs d’un modèle de maturité et des pratiques, soit entre le domaine de processus CMMI Project Planning et les pratiques Scrum.

La mesure de l’atteinte d’un objectif s’établit par la qualification de la rencontre des éléments essentiels avec la production des artefacts de la pratique et par la capacité de prouver cette atteinte. Cette qualification s’effectue entre les pratiques et chacun des éléments composant les objectifs CMMI, représentée sous la forme d’une matrice.

Une fois complétée, l’analyse proposée permet d’affirmer qu’il existe bel et bien une concordance entre certaines pratiques Scrum et les buts préalablement choisis soit, Établir les estimations, Développer un plan de projet et Obtenir l’engagement envers le plan, et ce, même si l'un des éléments du deuxième but, soit la « Liste des dépendances entre les objectifs», n’est que partiellement et indirectement rencontré.

L’exercice même de l’application de la matrice est utile et bénéfique. Il est possible de l’utiliser pour établir une concordance entre les buts CMMI et les pratiques Scrum si, toutefois, il est entendu que ces pratiques fonctionnent en symbiose et qu’une dépendance des pratiques reste à établir afin de déterminer de façon absolue que seules l’une ou l’autre des pratiques ainsi exposées est réellement nécessaire pour atteindre les buts CMMI.

Que ce soit par les définitions ou par la réponse aux questions posées, ou même par le choix des questions, l’intérêt envers la méthode proposée dans le cadre de cet essai est qu’elle s’expose aux critiques et à l’amélioration. La définition des termes peut être débattue ; l’accent est mis sur l’élimination des malentendus et sur la clarification des ambiguïtés qui sont la source de nombreuses frustrations et interprétations douteuses. Finalement, le but ultime de cet essai est d’améliorer le plus possible la méthode proposée.

Las metodologías de desarrollo ágil se caracterizan por su flexibilidad y adaptabilidad a los cambios que surgen a lo largo del proyecto, buscando así reducir costos y aumentar la productividad, resaltando los métodos iterativos e incrementales que son parte esencial del desarrollo ágil.  El desarrollo ágil busca mediante la dirección estratégica definir el porqué del desarrollo del producto, cuál es su fin y la forma en la que este mismo se fabricara, buscando una visión de dicho producto la cual debe mostrar como este cubre las necesidades expuestas por el usuario.  Para cumplir parte de estas características esta metodología sigue ciertos principios y valores que aseguran la colaboración entre desarrolladores y usuarios además de garantizar que un cambio en el entorno no afectara a gran medida el avance de nuestro producto.  Un marco de trabajo dentro del cual se emplean técnicas y procesas basándose en la teoría de control de procesos empíricos, adquiridos en la práctica es el: SCRUM, capaz de ayudarnos a resolver problemas complejos basándose en 3 pilares fundamentales: Transparencia, Inspección y Adaptación.  Parte esencial del funcionamiento de este marco de trabajo es el Scrum team constituido por el product owner, development team y scrum master, quienes además de ser organizados y multifuncionales cada uno de ellos desempeña tareas que llevan al buen funcionamiento de estos procesos para el desarrollo del producto, haciéndose notar la característica que estos equipos del scrum no son dirigidos por personas externas al proyecto, logrando así una entrega iterativa e incremental.

A web based course monitoring report system is required to be developed. The CMR requires roles
for various number of users such as the Course Leader, Course Moderator, Pro-Vice Chancellor
and Director of Learning and Quality. Each user has specific functions in the system to carry out
in order to the course monitoring report to be approved.
A Course Leader enters details in to the CMR form for a certain course. The CMR Report has to
be created for every academic year. Once the CMR is created, the system sends the Course
Moderator the report for approval. Once the CMR Report is approved by the Course Moderator
the Pro-Vice Chancellor and Director of Learning and Quality can view the report. The Director
of Learning and Quality can comment a report. The system contains an Administrator who can
access and view the overall system. The system contains a guest account which displays reports.

With the increasing popularity of Agile Methods, many software organisations are moving away from traditional methods to adopt Agile development methodologies. Instead of being predictive, Agile is rather adaptive and people-focussed. It advocates a small and collaborative team that work closely together. But team size is a factor that is in turn constrained by people factors. When implementing Agile, these key factors are often overlooked. This study aims at identifying the underlying people factors to consider when adopting Agile for a team to be effective. The method used is the study of three different sized Agile teams developing products based on the same technologies and using Scrum. Both objective and subjective measures were used and the results are supported by a survey. The results clearly show that for agile methodologies to work well, it is crucial to select the right people for the right team.

This article presents a case study of adopting the Scrum process for Java development using tools coming from the open source software world. The approach is focused on small to medium sized software enterprises, which can sometimes be intimidated by the introduction of formal processes and quality management systems. The paper describes agile practices, Scrum process, and tools selection aimed at software development using Java. Each selected tool is described and put into the context of the Scrum process and implementation of a quality management system. The paper introduces ISO 9001 standard and discusses benefits of the implementation of a quality management system. Finally, the case study illustrates how t he selected tools and Scrum artefacts can be used for the adoption of a quality management system, which leads to a successful ISO 9001:2008 certification. (Accepted, In Press)

Abstract—Mobile application is trendy and receives high demand
in marketplace. Thus, mobile technology has been identified as a
potential delivery alternative since it is able to provide services
anywhere anytime. Basically, most of the university’s services are
provided through web-based systems, including Universiti
Teknologi MARA (UiTM). However, due to the increasing
demand from the students and university, mobile application is
proposed as an alternative channel for these services. Therefore,
the feasibility studies are needed before continuing the mobile
requirement engineering and development process. This study
aims to delineate the guidelines for mobile application
development from feasibility studies in terms of technical aspect
and integration issues of web services from the existing systems.
A case study in UiTM, which is an alternative mobile service for
student portal, is carried out. The feasibility studies in terms of
technical aspect are derived in detail and the architecture of the
mobile application is examined to get better understanding.
Technical aspects include mobile type application, mobile
operating system, web services, mobile application architecture
are analyzed to be a guideline in any future mobile application
development in the future in UiTM.

E-commerce nowadays has expanded in the past years, and it is substituting the traditional brick and mortar stores. And most of the brands now have their own web or mobile application so the users can shop online, it is easier and faster. Building an e-commerce application is like any other software it goes through phases in the SDLC. This paper is going to be a guide to adapt the Agile mythology in the development of the mobile e-commerce application.

Agile innovation methods have revolutionized information technology. Over the past 25 to 30 years, they have significantly increased success rates in software development, improved quality, and speed to market, and boosted the motivation and productivity of IT teams. Now agile methodologies—which involve new values, principles, practices, and benefits and are a radical alternative to command-and-control-style management—are spreading across a broad range of industries and functions and even into the C-suite.

This paper presents the case of John Deere, which uses agile methodologies to develop new software for its machines. It introduces the necessity of faster development and rapid customer feedbacks to increase company value. In the same way, is presented some modifications they introduced during implementation and the results. Finally, the paper presents a framework for implementing agile in the organization as a whole.

"We present the application of software process modeling and simulation using an agent-based approach
to a real case study of software maintenance.
The original process used PSP/TSP; it spent a large amount of time estimating in advance maintenance requests, and needed to be greatly improved. To this purpose, a Kanban system was successfully implemented, that demonstrated to be able to substantially improve the process without giving up PSP/TSP.
We customized the simulator and, using input data with the same characteristics of the real ones, we were able to obtain results very similar to that of the processes of the case study, in particular of the original process. We also simulated, using the same input data, the possible application of the Scrum process to the same data, showing results comparable to the Kanban process."

SOFTWARE DESIGN AND ARCHITECTURE
1-YAZILIM MÜHENDİSLİĞİNE GİRİŞ (INTRODUCTION TO SOFTWARE ENGINEERING )
2- YAZILIM YAŞAM DÇNGÜSÜ VE SÜREÇ MODELLERİ ( SOFTWARE LIFE CYCLE AND PROCESS MODELS )
3- BİRLEŞİK SÜREÇ VE ÇEVİK YAZILIM SÜREÇ MODELLERİ (UNIFIED PROCESS AND AGILE SOFTWARE PROCESS MODELS )
4- PLANLAMA VE SİSTEM ÇÖZÜMLEME ( PLANNING AND SYSTEM ANALYSIS )
5- YAZILIM TASARIMI (SOFTWARE DESIGN )
6- NESNEYE YÖNELİK ÇÖZÜMLEME VE TASARIM (OBJECT-ORIENTED ANALYSIS AND DESIGN )
7-MİMARİ TASARIM (ARCHITECTURAL DESIGN )
8- MİMARİ TASARIM VE ÇÖZÜMLEMESİ (ARCHITECTURAL DESIGN AND ANALYSIS )
9- ALT DÜZEY TASARIM (LOWER LEVEL DESIGN )
10- MİMARİ STİLLER (ARCHITECTURAL STYLES )
11- GERÇEKLEŞTİRİM (IMPLEMENTATION )
12- DOĞRULAMA VE GEÇERLEME (VERIFICATION AND VALIDATION )
13-YAZILIM MİMARİLERİ (SOFTWARE ARCHITECTURES )

With the advent of agile development methods such as SCRUM, the unpredictable and dynamic process of software development has for the first time become manageable in an efficient manner. It is no surprise that these developments have resulted in an increased interest in the expansion of agile principles to other domains. One of these domains is product management, which involves mainly the elicitation, selection and prioritization of requirements as input for the development process. Up until now, sparse literature has ...

Scrum modellerinde performans ölçüm yaklaşımı geleneksel yöntemlerden farklıdır ve uygun bir şekilde yeniden tasarlanmalıdır. Müşterek hedeflerin bireysel başarının önüne geçtiği, ürün bakış açısıyla oluşturulmuş birçok Scrum metriğinin takım performans sonucu üretme durumunun değerlendirildiği ve takımların şeffaflığının ve Scrum’ ın temel değerlerinin korunduğu bir performans ölçümü yaklaşımının sunulması şarttır. Bu amaçla bu çalışmanın akışında, ilk olarak ölçüm kavramları hakkında bilgiler sunulmuş ve Scrum’ ın kendine özgü yapısı ve bu yapının ölçüm penceresinden değerlendirilmesi ele alınmıştır.
Ardından genel kabul görmüş Scrum metrikleri takım performansı ölçümünde kullanım açısından incelenmiş ve uygun kabul edilenler detaylandırılmıştır. Son olarak, organizasyonların ilgili metrikleri kullanımları ile ilgili yol gösterici bir yaklaşım önerilmiştir.