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Thematische Bibliographien / Agile methods / Zeitschriftenartikel

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Zeitschriftenartikel zum Thema „Agile methods“

Autor: Grafiati

Veröffentlicht am 4. Juni 2021

Zuletzt aktualisiert am 25. Juli 2025

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

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

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

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

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

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

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

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

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Tahir, Khan and Atal. "Performance Assessment of Agile Methods." Kardan Journal of Engineering and Technology 1, no. 1 (2019): 11–22. https://doi.org/10.31841/KJET.2021.2.

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With the passage of time, there are numerous agile software developed all around the globe contributing to the development of new and improved software methods. This study analyzed and compared three different agile software methods, which can be used by the management of different organizations. The arguments of different scholars have been used for presenting the analysis and overcoming the responsibilities of critical review. The discussion is on three different software agile methods, and software tools, which can be used by the management of organizations through comparative analysis. The

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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 (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 pref

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

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Background: Agile practices have gained popularity in the 21st century. There is also a growing body of research on agile methods. While some earlier research on agile practices and organizational culture exists with the assumption that the optimal combination of agile practices and organizational culture exists, we examine how agile methods and organizational culture interact and are mutually adjusted. Method: To find out how agile methods and organizational culture are related in practice, we conducted 50 semi-structured interviews with software and embedded software developers from five Jap

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

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

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

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Gromova, Elizaveta, and Eduardo Tomé. "Research Methods – is Agile different ?" European Conference on Research Methodology for Business and Management Studies 23, no. 1 (2024): 115–20. http://dx.doi.org/10.34190/ecrm.23.1.2530.

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: The fourth industrial revolution was a radically new round in the evolution of many processes in society, including management processes. The digital revolution has provoked the development of new management models and concepts. Agile manufacturing is one of such managerial production concepts that meets modern challenges and requirements of the business environment. Literature review as a research method plays an important role in the studies. This paper presents a systematic literature review of the papers published in SCOPUS and Web of Science database about agile manufacturing since 2000

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

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

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AbstractThis study provides empirical evidence to the body of knowledge in Agile methods adoption in small, medium and large organizations in international context. This research explores the factors involved in the adoption of Agile methods in software development organizations. A survey was conducted among Agile professionals to gather survey data from 52 software organizations in seven countries across the world. Statistical techniques are applied towards empirical assessment. Organizational culture, team structure and management support are found to be crucial success factors whereas lack

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

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The selection of a software development methodology is vital activity in any software project. It has a great impact on customer satisfaction and business welfare. Normally the selection is based on experience or in some cases a rational. This paper provides an overview of the agile methods, and describes comparative studies where analysis and comparison of methodologies has been carried out. Then a comparative study is described which was carried out on five agile methods in order to address the question ‘what is an agile method’? The objective to this paper to describe the five agile methods

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

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Agile development methods are widely used among business enterprises. Since the introduction of the Agile Manifesto in 2001, several agile methods have been implemented, first in single-team set-ups and later in larger multi-team set-ups for complex Information Technology (IT) system development. However, the adoption of agile methods has been slow in the public sector. This is also reflected in the academic literature, as there are only a few studies discussing agile adoption in public organizations. This paper contributes to research on the use of agile practices specifically in the context

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Zhen, Zhaoda. "Research and Practice of Agile Software Development Methods." Applied and Computational Engineering 114, no. 1 (2024): 186–90. https://doi.org/10.54254/2755-2721/2024.18284.

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In the rapidly changing software development environment, agile methods have gradually become the key to improving project efficiency and quality. This study arises from the challenge posed by traditional development models, which struggle to adapt to swiftly changing market demands. It focuses on the theme of agile software development and aims to explore its application advantages in practical projects. Through literature review and comparative analysis, this research delves into the core principles and practical applications of agile methods. The research results show that agile methods can

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Kalfat, Hind Wissam, Mourad Oussalah, and Azeddine Chikh. "Bridge Between Agile and Traditional Methods: Agile Requirements Documentation Structuring (ARDocS)." Ingénierie des systèmes d information 29, no. 6 (2024): 2091–104. https://doi.org/10.18280/isi.290601.

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

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

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Agile methods have taken software development by storm but have been primarily applied to projects in what is referred to as the “agile sweet spot,” which consists of small collocated teams working on small, non-critical, green field, in-house software projects with stable architectures and simple governance rules. These methods are being used more and more on large projects, but little documentation is available in the academic literature. This article investigates the adoption and adaptation of agile methods for use on large projects in large organizations. The empirical study is based first

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

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Many software companies and teams use Agile methods as their main development approach. These methods promise higher team productivity, faster product delivery, a more flexible development process, and greater customer satisfaction. Nevertheless, a review of the literature shows that adapting to these methods, known as Agile transition, is not as easy as expected. However, several frameworks and models have been proposed to facilitate the Agile transition process. The challenging issue after the transition to agility is the behavior of companies and teams after the Agile transition and how to

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Li, Haibo. "Application and Practice of Agile Methods in Project Management." Journal of Applied Economics and Policy Studies 7, no. 1 (2024): 71–74. http://dx.doi.org/10.54254/2977-5701/7/2024076.

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. In the rapidly changing business environment, traditional project management methods often struggle to cope with high uncertainty and swiftly changing demands. Agile methods, known for their adaptability and flexibility, have become an effective tool to address this issue. This paper deeply analyzes the core principles of agile methods and, combined with practical cases across multiple industries, discusses their application and effectiveness in project management. The research finds that agile methods not only improve project adaptability and team collaboration but also significantly enhanc

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Iqbal, Ahmed. "Systematic review on evaluating planning process in agile development methods." TELKOMNIKA Telecommunication, Computing, Electronics and Control 18, no. 6 (2020): 2970~2976. https://doi.org/10.12928/TELKOMNIKA.v18i6.16425.

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Agile development methods have been catering the need of faster delivery of the ever-demanding domain of software engineering. These methods are able to deliver value to users and businesses via fast, reliable, and repeatable process. Planning requirements and processes takes the driving seat in a dynamic environment because the value proposition rapidly changes. This paper exhibits a systematic literature review of planning processes implemented by various agile methods in order to find the best suited agile method in terms of robust planning. It was found that Scrum is the best suited agile

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

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Produzierende Unternehmen intensivieren aufgrund zunehmend volatiler Kundenbedürfnisse die Anwendung agiler Produktentwicklungsansätze. Ziel des Beitrags ist die Einführung eines Konzepts zur Befähigung dieser dynamischen Produktentwicklung in der Montage. Der integrative Lösungsansatz basiert auf der wirtschaftlichen Optimierung des Agilitätsgrades von Montagesystemen sowie dem selektiven Einsatz agiler Methoden in der traditionell plangetriebenen Montageplanung als Teil der Fabrikplanung. &nbsp; To meet more volatile customer needs, manufacturing companies increasingly make use of agile

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

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The aim of the paper is to analyze how agile management practices are being adopted by specialists from software development technology companies in Brazil, identifying actions that contribute to the success of software implementation, aiming to ensure the survival of organizations in the market. The study counted with a literature review to support the field research with software development specialists who use the agile methodology and work in Brazil in the states of Rio de Janeiro and São Paulo. The results were analyzed through a descriptive statistics and content analysis. The research i

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

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“Agility in the Archives” affirms the importance of project management in special collections and archives, demonstrating how agile project management methods can augment success in archival processing projects. Shein, Robinson, and Gutierrez present criteria commonly used to measure project success and examine agile project management factors that have been correlated with project success in other disciplines. The authors introduce agile principles and provide practical insight on how agile factors can be adopted to support project success in archives. Drawing examples from a grant-funded pro

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Kansy, Dominika. "Agile values in a modern organization." Scientific Papers of Silesian University of Technology. Organization and Management Series 2024, no. 214 (2024): 121–35. https://doi.org/10.29119/1641-3466.2024.214.9.

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Purpose: The reason for writing this paper was the growing popularity of the Agile concept in the IT environment. Since the Agile Manifesto, this concept has been used in project methodology as a substitute for Waterfall solutions, of course taking into account the specificity of IT projects. Design/methodology/approach: This paper focuses on values of the Agile1 in the context of changes in a modern organization. The basic features (distinguishers) of this concept, such as flexibility, decentralization and adaptability, are presented in this paper. The mentioned features are reflected in inno

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

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

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The paper evaluates the impacts of using adaptive contemporary workplace methods for the enhancement of student motivation and learning, along with future employability. The interim effects of incorporating an ‘Agile’ project management approach within an established Activity-Based Learning strategy are considered for second year undergraduate students in Software Engineering and Computer Games Development environments. A range of observations and measurements are analysed to determine likely cause and effect relationships, supported by the university's virtual learning environment, as a key c

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Radwan, Shaher. "Risk Management in Agile Software Methods." International Journal of Computers and Informatics 3, no. 8 (2024): 50–66. http://dx.doi.org/10.59992/ijci.2024.v3n7p2.

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Project risk is the problems, which have not happened yet, that could cause some loss or threaten the success of the project, whereas risk management is the application of appropriate tools and procedures to contain risk within acceptable limits. Risk management is the application of appropriate tools and procedures to contain risk within acceptable limits. In this paper, the authors apply risk management to software development that uses extreme programming approach. A risk tool is designed and developed using Microsoft Excel. The tool is simple to use and would help risk analysis of the twel

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

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

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

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

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

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

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Abstract In an increasingly volatile environment, the importance of agile management, which should be based on flexible procedures and agile strategy, is increasing. The purpose of the study was to analyze the trend of development, level of knowledge and implications with the application of agile methods, techniques in project, program and manufacturing process management tools, as well as to identify areas of activity of foundry companies in the context of increasing the efficiency of their operations through the use of agile project approach. The completed research indicated that the knowled

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

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Objective: This article aims to understand the influence of organizational learning on adaptation during the implementation of agile methods in the project management environment in companies. The study focuses on changing project management processes from the traditional “waterfall” to agile management models to meet the needs of organizations. It aims to identify how the organization based on traditional project management migrates to a new process, adapting the new agile methodology to its day-to-day activities. Design/methodology/approach: We carried out a systematic literature review, ans

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

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Abstract: Interpersonal skills in employees are an important part of technology companies in achieving their goals through the development of skills in their employees. The application of agile methods for application development has been widely carried out by technology companies. The agile method has the main principle of communication between employees, requiring skills to face these principles. The method used in this study is the systematic literature review (SLR) method to know how the use of agile methods can develop interpersonal skills in karyawan. In the initial search conducted usin

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

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Purpose – Agile methods often refer to software development methodology and practices used in software industry but the elements and principles of agile methods have been used also for operational development in various organizations. In general, the agile development process means an incremental work process that promotes the importance of customer satisfaction, collaboration, communication, teamwork, good quality and planned follow-up practices. The paper aims to discuss these issues. Design/methodology/approach – This paper first presents an overview of agile methods after which it addresse

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

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

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

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Background: The logistics industry has seen the emergence of many startups in recent years. Many of these logistics startups use new technologies to develop disruptive products, services or platforms that are based on software. This paper presents the results of a Delphi study and a survey that were consolidated in a framework. The purpose is to understand the benefits that logistics startups derive from using agile methods, the difficulties they face in using these methods and the evolution of logistics startups in terms of using agile methods. Methods: A Delphi study with 29 experts and a gl

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

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Digital transformation is the enabler for new reform of businesses, socialites and governments. It is also the platform to the 2030 Vision in Saudi Arabia and in many other countries. Agile Manifesto succeeded to manage software development in a rapid and reliable fashion. Furthermore, incremental delivery of software release ensure that software audiences are engaged while delivering the product, their comments are considered in every function and any changes in requirements are based on imperial use of the software. This ensure the delivery of functionalities matching customer demands as wel

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

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<span>Many software companies and teams use Agile methods as their main development approach. These methods promise higher team productivity, faster product delivery, a more flexible development process, and greater customer satisfaction. Nevertheless, a review of the literature shows that adapting to these methods, known as Agile transition, is not as easy as expected. However, several frameworks and models have been proposed to facilitate the Agile transition process. The challenging issue after the transition to agility is the behavior of companies and teams after the Agile transition

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КУШАКОВА А.И., КУШАКОВА А. И., РОМАНОВСКИЙ Н. А. РОМАНОВСКИЙ Н.А., and ЗАРИПОВА Р. С. ЗАРИПОВА Р.С. "FLEXIBLE METHODS OF PROJECT MANAGEMENT: EXPERIENCE AND APPLICATION." Экономика и предпринимательство, no. 5(166) (June 28, 2024): 749–52. http://dx.doi.org/10.34925/eip.2024.166.5.149.

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Статья посвящена гибким методам управления проектами. В современном мире динамичная бизнес-среда требует от организаций постоянной адаптации и эффективного управления проектами для достижения успеха. Современные руководители все чаще прибегают к применению гибких методов, которые позволяют адаптироваться к условиям и процессам в организации. В статье приведен обзор современных методик управления проектами с акцентом на гибкие подходы. Рассматривается опыт применения гибких методов, таких как Scrum, Kanban, Lean и Six Sigma, в контексте современной деловой среды. Выявлены преимущества данных ме

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

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

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Behl, Gunjan, Hemachandra Padalikar, Suhasini Vijaykumar, Purvi Pujari, and Baljeet Kaur. "Optimizing agile adoption in virtual learning environments : A framework for classification and prioritization." Journal of Information and Optimization Sciences 45, no. 6 (2024): 1705–16. http://dx.doi.org/10.47974/jios-1706.

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This research presents a classification and prioritization framework for agile methods in virtual learning environments. The framework uses adaptive agile modeling principles and machine learning techniques to categorize agile methods into three tiers: Essential Agile Methods, Desired Agile Methods, and Deferred Methods. This system aids in informed decision-making regarding adopting and implementing Agile practices, ensuring alignment with educational goals and learner preferences. Essential Agile Methods include core practices like iterative development, continuous feedback, and collaboratio

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

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

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