Relevant bibliographies by topics / Agilists

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Agilists'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "Agilists"

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Hernády, Balázs. "Az agilitás szerepe a biztosítási szektorban." Biztosítás és Kockázat 7, no. 3-4 (2020): 50–75. http://dx.doi.org/10.18530/bk.2020.3-4.50.

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A világ átalakulóban van, és ehhez új kihívások és követelmények is tartoz-nak. Az egyik ilyen követelmény az agilis működésre vonatkozik, amely az elmúlt években egyre több vállalatnál került a figyelem középpontjába, egy teljesen új szemléletmódot beemelve a menedzsmentek mindennapjaiba. Kutatásunkban azt vizsgáljuk, mi is az agilitás, milyen értelmezései, rétegei vannak, és milyenné kell nekünk személyesen és szervezeti szinten válnunk, ha agilisak szeretnénk lenni. Nem gondoljuk, hogy az agilitásra valaha is születhet olyan leírás, amelyet követve egy szervezet könnyen és gyorsan agilissá válhat. Ez egy folyamat, amelyet mindenkinek magának kell végigjárnia. Azonban azt gondoljuk, hogy a biztosítási szektor előtt álló kihívások miatt a szektor résztvevőinek agilissá kell válniuk, amihez érdemes ismerni az agilitás témaköreit és alapelveit. Ezeket igyekszünk bemutatni e cikkben. Minden nagyobb szervezetnek ajánljuk, hogy ezeket az új megközelítéseket először kis csapatban próbálják ki, saját jó megoldásaikat kikísérletezve, majd utána ennek tanulságait levonva menjenek tovább az agilitás útján, és változtassák meg a teljes szervezet működését.
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Fauroni, R. Lukman, and Mujahid Quraisy. "Pesantren Agility in Community Economic Development." Muqtasid: Jurnal Ekonomi dan Perbankan Syariah 10, no. 2 (December 1, 2019): 155–68. http://dx.doi.org/10.18326/muqtasid.v10i2.155-168.

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Abstract This study aims to elaborate on the pesantren agility viewed from the aspects of sources and its implementation in the community economic development. The research uses the case study method. The research finds that pesantren agility is sourced from the traditional intellectual pesantren, the implemented integration of Islamic teaching and values in social-economic fields. Pesantren agility is the epicenter for the strength of socioeconomic functions, particularly the development of the community’s economy through the transformation and expansion of pesantren institutional services. The pesantren agility has been applied in community economic development according to the economic needs.AbstrakKajian ini bertujuan mengelaborasi agilitas pesantren dari aspek sumber dan implementasinya dalam pengembangan ekonomi komunitas. Metode penelitian menggunakan studi kasus. Ditemukan agilitas pesantren bersumber dari modal intelektual tradisi pesantren dan implementasi integrasi ajaran agama Islam dalam bidang sosial ekonomi. Agilitas pesantren merupakan episentrum bagi kekuatan fungsi sosial ekonomi khususnya dalam pengembangan ekonomi komunitas melalui transformasi perluasan fungsi kelembagaan pesantren. Agilitas pesantren diaplikasikan dalam pemberdayaan ekonomi komunitas sesuai kebutuhan dasar ekonominya.
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Latt, Zaw K., San S. Yu, Ei P. Kyaw, Tin M. Lynn, May T. Nwe, Wai W. Mon, and Kyaw N. Aye. "Using Cellulolytic Nitrogen Fixing Bacterium, Azomonas agilis for Effective Degradation of Agricultural Residues." Open Microbiology Journal 12, no. 1 (May 31, 2018): 154–62. http://dx.doi.org/10.2174/1874285801812010154.

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Introduction:Azomonas agilis, a nitrogen-fixing bacterium, was isolated from rhizospheric soil in central Myanmar.Methods & Materials:The nitrogen-fixing activity of this bacterium was detected by plate screening method using glucose nitrogen free mineral medium and ammonium test-kit Cellulolytic activity was screened by plat assay and detected by Dinitrosalicyclic acid method (DNS).Results & Discussion:The isolatedA. agilisgrew in media containing 3-12% of NaCl, although the growth became poor when NaCl concentrations increased. Among various carbon sources, sucrose was the best source for ammonium accumulation of this bacterium, whereas arabinose was not the suitable carbon source. Although the nitrogen-fixing activity ofA. agiliswas highest after one week incubation, cellulase enzyme production was highest after 2-3 days of incubation. It was observed that cellulase enzyme activity ofA. agilisfor cellulose and sodium carboxymethyl cellulose (CMC) was almost the same. Three agricultural wastes were used to detect the cellulase enzyme activity ofA. agilis, cellulase activity was better on filter paper as a substrate when compared to rice-straw and sawdust.Conclusion:So, the isolatedA. agilishas high potential as an effective bacterial strain to use in sustainable agriculture and degradation of some agricultural residues.
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Permana, Erwin, Margo Purnomo, Rukun Santoso, and Syamsurizal Syamsurizal. "PENGARUH AGILITAS STRATEGIS TERHADAP SUSTAINABILITY COMPETITIVE ADVANTAGE MELALUI AKSI KOMPETITIF BISNIS SICEPAT EXPRESS." AdBispreneur 6, no. 1 (June 28, 2021): 79. http://dx.doi.org/10.24198/adbispreneur.v6i1.32584.

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The Covid-19 pandemic has suppressed almost all business and economic sectors. However, the Sicepat Courier service business actually shows a competitive advantage over other business organizations. This study aims to analyze how strategic agility is able to form a sustainable competitive advantage through the competitive action of Sicepat's courier services. The sampling technique used purposive sampling. The research respondents were 63 middle managers of Sicepat Express. The analysis technique uses the Structural Equation Model (SEM) with SmartPLS. This study proves that competitive actions by companies increase strategic agility in forming a sustainable competitive advantage. This study contributes to strengthening the view that strategic steps cannot be separated from competitive action to form competitive advantage. The results of this study recommend the Sicepat courier service company to constantly increase its competitive action. In the future, research is needed that involves a more detailed competitive action construct with a wider coverage of respondents so that the results of this study become a more established concept. Pandemik Covid-19 menekan hampir seluruh sektor bisnis dan ekonomi. Namun bisnis jasa kurir Sicepat justru menunjukkan keunggulan bersaing dibanding organisasi bisnis yang lain. Penelitian ini bertujuan untuk menganalisis bagaimana agilitas strategis mampu membentuk sustainabilitas competitive advantage melalui aksi kompetitif jasa kurir Sicepat. Teknik sampling menggunakan purposive sampling. Responden penelitian adalah middle managers Sicepat Express sebanyak 63 orang. Teknik analisis menggunakan Structural Equation Model (SEM) with SmartPLS. Penelitian ini membuktikan bahwa aksi – aksi kompetitif yang dilakukan perusahaan meningkatkan agilitas strategis dalam membentuk sustainabilitas keunggulan bersaing. Penelitian ini memberikan kontribusi untuk memperkuat pandangan bahwa langkah strategis tidak dapat dipisahkan dengan aksi kompetitif untuk membentuk keunggulan bersaing. Hasil penelitian ini merekomendasikan kepada perusahaan jasa kurir Sicepat untuk senantiasa meningkatkan aksi kompetitifnya. Kedepan diperlukan penelitian yang melibatkan konstruk aksi kompetitif yang lebih detail dengan cakupan responden yang lebih luas sehingga hasil penelitian ini menjadi sebuah konsep yang lebih mapan.
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Hendriyani, Chandra, and Sam un Jaja Raharja. "STRATEGI AGILITAS BISNIS PEER-TO-PEER LENDING STARTUP FINTECH DI ERA KEUANGAN DIGITAL DI INDONESIA." AdBispreneur 4, no. 1 (June 10, 2019): 19. http://dx.doi.org/10.24198/adbispreneur.v4i1.20595.

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Technological developments have encouraged financial technology literacy where Fintech startups came into the world of peer to peer lending to bridge the gap between conventional banking and those who cannot get capital from banks. The technology allows the process of financial facilitation to become more convenient, faster, and more cost-efficient. Fintech has a big opportunity in Indonesia and the government has protected customers by the regulation of Authority of Financial Services Number 77/POJK.01/2016 Indonesian Fintech about money lending services based on information technology. This study is intended to illustrate a strategy business agility in financial technology companies that perform peer-to-peer lending. The method used in this study was qualitative research with descriptive approach. The data collection technique applied is literature study. The results show that P2P lending companies have already performed a strategy business agility to grab customers in the era of digital financial in Indonesia by using platform technology that they have made which is a simple application for gaining competitive advantages.Perkembangan teknologi telah mendorong percepatan teknologi keuangan di mana startup Fintech peer to peer lending muncul untuk mengambil peluang pasar konsumen yang tidak bisa mendapatkan modal dari bank konvensional. Teknologi yang diterapkan membuat fasilitas keuangan menjadi lebih nyaman, cepat dan lebih hemat biaya. Fintech memiliki peluang besar di Indonesia dan pemerintah telah melindungi pelanggan dengan peraturan Otoritas Jasa Keuangan Nomor 77 / POJK.01 / 2016 Fintech Indonesia tentang layanan peminjaman uang berbasis teknologi informasi. Penelitian ini dimaksudkan untuk menggambarkan strategi agilitas bisnis di perusahaan teknologi keuangan yang melakukan peer to peer lending. Metode yang digunakan dalam penelitian ini adalah penelitian kualitatif dengan pendekatan deskriptif. Teknik pengumpulan data yang digunakan adalah studi literatur. Hasil penelitian menunjukkan bahwa perusahaan peer to peer lending telah melakukan strategi agilitas bisnis untuk meraih pelanggan di era keuangan digital di Indonesia dengan menggunakan platform teknologi dan membuat aplikasi sederhana untuk mendapatkan keunggulan kompetitif.
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Joiner, Bill. "Leadership Agility for Organizational Agility." Journal of Creating Value 5, no. 2 (September 13, 2019): 139–49. http://dx.doi.org/10.1177/2394964319868321.

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Organizational agility has become an imperative for companies around the globe, who want to be competitive and add value in today’s business environment of hyper change and complexity. Yet, executives and academics alike agree that the current level of agility in the vast majority of companies is not nearly what it needs to be. To develop a level of organizational agility suited to turbulent environmental conditions, executives need to place an emphasis on three areas: strategic agility, operational agility (including culture as well as structures and systems), and leadership agility. This article highlights the central role that leadership agility plays in creating agile organizations, and it presents a framework for understanding and developing leadership agility.
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Skyrius, Rimvydas, and Justina Valentukevičė. "Business Intelligence Agility, Informing Agility and Organizational Agility: Research Agenda." Informacijos mokslai 90 (December 28, 2020): 8–25. http://dx.doi.org/10.15388/im.2020.90.47.

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In assuring organizational agility, informing activities play a key role by sensing the environment for important changes. A special part has to be assigned to business intelligence (BI) activities, since their exact task is to monitor the environment and detect important issues to provide ground for well-informed responses. In turbulent business environment, BI function has to adjust dynamically to maintain the quality of produced insights. A survey on published research has shown that many sources stress the importance of agile BI on organizational agility in general. However, the importance of managerial and especially cultural factors for the role of informing in building up agility competencies is under-researched. The technology factors of agile informing that create preconditions for organizational agility are much better researched and evaluated than their human and managerial counterparts. There appears to be a need for consistent research approach in favor of the less researched human and managerial factors. The goal of this paper is to define research framework by addressing agility issues at three levels: organizational, information and BI agility. This framework is going to serve as a foundation for planned research on the factors of BI agility.
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Clark, Kathryn. "Agility." BSAVA Companion 2017, no. 10 (October 1, 2017): 12–14. http://dx.doi.org/10.22233/20412495.1017.12.

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David, Julie Smith, William E. McCarthy, and Brian S. Sommer. "Agility---." Communications of the ACM 46, no. 5 (May 2003): 65–69. http://dx.doi.org/10.1145/769800.769803.

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Hruschka, Peter. "Agility." Informatik-Spektrum 26, no. 6 (December 1, 2003): 397–401. http://dx.doi.org/10.1007/s00287-003-0342-0.

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Dissertations / Theses on the topic "Agilists"

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Chidyiwa, Octavia. "An investigation of the best-practices for implementing an Ecommerce software engineering project comparing two common methodologies, viz. Agile and Traditional." University of the Western Cape, 2020. http://hdl.handle.net/11394/7925.

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Masters of Science
In a world where technology is advancing at a very rapid pace, global competition has significantly increased, and this is putting pressure on software companies to produce quality software. It has therefore become critically important to manage well the implementation of software engineering projects by employing effective methods that ensure the best product is produced. The most popular software project implementation methodologies are the Traditional methods and Agile methods. This research explored these two methodologies by comparing the strength and weakness of both approaches. The research was conducted using a constructionist epistemology with a critical inquiry using the grounded theory methodology, applying both quantitative and qualitative methods to the case studies. Findings were collected through participant observation using a designed questionnaire targeting a selected sample of the study population. This sample of the population consisted of Ecommerce organizations in the Western Cape province of South Africa to establish which of the Traditional or Agile methods would best lead to the successful implementation of Ecommerce software engineering projects. The research results showed that the Agile methodology was the preferred and recommended approach. Very few participants of the research supported the Traditional approach to still be considered and used for projects with well-known end goals. An Ecommerce website prototype for a local Cape Town business was constructed as following the Agile approach to measure and validate the findings of the research. The prototype was built successfully from conception to the final delivery product and on time confirming the Agile approach as best for Ecommerce software development. In conclusion, the Agile methodology is the choice approach based on reviewed literature, the research results, and the prototype construction. These results will help in critical decision making regarding an appropriate development methodology to follow for the Ecommerce industry in the Western Cape.
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Sqalli, Hammad. "Conceptualisation de l’agilité au sein d’une organisation de grande taille : la pratique d’un grand groupe minier et industriel marocain, l’Office Chérifien des Phosphates." Thesis, Aix-Marseille, 2013. http://www.theses.fr/2013AIXM4364.

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Depuis l’avènement des environnements dits turbulents, une réflexion a vu le jour puis s’est développée autour du type de comportement stratégique et de compétences clés à adopter afin d’en limiter les effets négatifs. Cette réflexion a élevé le débat sur les processus d’adaptation en continu des organisations par rapport aux fluctuations exogènes. Ces perturbations peuvent également provenir de facteurs endogènes qui remodèlent les activités et les trajectoires organisationnelles. Les organisations sont alors contraintes à reconfigurer leurs processus pour mieux intégrer les changements. Mieux appréhender les fluctuations amène les organisations à plus d’anticipation, à plus de rapidité d’exécution, à plus de flexibilité et à plus d’apprentissages pour soutenir leurs projets de développement sur la durée. L’ensemble de ces mutations amènent ainsi les décideurs de tous bords à reconsidérer les hommes, les structures et les capacités organisationnelles dans une visée « agile ». L'agilité organisationnelle, entendue comme l’aptitude à se mouvoir promptement et justement dans des environnements incertains nécessite selon nous une investigation qualitative dans une perspective de meilleure compréhension du concept, car l’incomplétude de la littérature évacue les limites d’une notion qui semble figée. Notre investigation explore ainsi les représentations différenciées de la part des acteurs du concept, son opérabilité –complexe- dans les organisations, et vise enfin à élargir l’existant en apportant de nouveaux éléments de compréhension tels que la proximité, l’entrepreneuriat, la redéfinition de l’articulation du triptyque réactivité-flexibilité-proactivité…
Since the beginning of the so-called turbulent environments, thought has appeared and has developed around the type of strategic behaviour and key skills to be adopted in order to limit their negative effects. This thinking process has lifted up the debate to the ongoing adaptation processes of organisations according to exogenous fluctuations. These disturbances can also stem from endogenous factors that remodel activities and organisational paths. Organisations are therefore compelled to rearrange their processes to better integrate changes. A better approach to fluctuations leads organisations to more anticipation, quicker implementation, more flexibility and more learning that will enable them to sustain their development projects in the long run. All these alterations bring decision makers from all spheres of activity to reconsider men, structures and organisational capacities from an “agile” point of view.Organisational agility understood as the ability to move swiftly and rightly within uncertain environments requires according to this research a qualitative examination leading to a better understanding of the concept since it appears from the review of literature that the theoretical object of agility is described as rigid whereas it has its limits. This research thus explores the differentiated representations that the actors of agility make of the concept, its effectiveness, its (complex) functioning inside organisations. Finally, it also aims at enlarging the state-of-the-art by bringing new elements of understanding as proximity, entrepreneurship, redefinition of the triptych articulation: reactivity-flexibility-pro-activity
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Diaz, Vargas Diego Armando. "L'agilité comme outil pour la gestion de projets d'ingénierie des systèmes." Thesis, Toulouse, INSA, 2019. http://www.theses.fr/2019ISAT0007.

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La performance d'un projet est considérée comme un facteur important pour en assurer le succès. Les entreprises s'intéressent à l'utilisation de pratiques efficaces au moyen de méthodes et d'outils efficaces pour concevoir et offrir des produits et des services novateurs et réduire le temps de mise sur le marché. La durée, les coûts et le rendement du projet sont des aspects qui font normalement face à des changements au cours de l'élaboration du projet. Ces changements doivent être traités en utilisant des processus adaptés et optimisés afin de mieux contrôler, coordonner, gérer et améliorer les projets. Les méthodes agiles semblent être efficaces pour la gestion de projets réussis, mais elles sont surtout utilisées dans les entreprises où le domaine d'activité est le logiciel. Les méthodes agiles ont récemment suscité un intérêt croissant de la part de l'industrie et sont maintenant bien acceptées et déployées en génie logiciel. Cette thèse aborde donc l'intérêt de transférer les méthodes agiles du logiciel à l'ingénierie des systèmes, et les enjeux qui y sont induits.Le travail de thèse introduit d'abord la notion d'agilité et la naissance du mouvement agile ainsi que les principes et les valeurs du développement logiciel agile. Il présente également les principales méthodes agiles, ainsi que d'autres philosophies qui partagent un certain nombre de similitudes avec l'agile. Il y a des attributs de projet, dans la littérature, qui aident à caractériser les projets agiles, ces attributs de projet sont décrits et utilisés pour comparer différentes méthodes agiles pour identifier les différences entre elles. Agile et Lean sont comparés pour déterminer pourquoi Lean est utilisé dans le développement logiciel, et en quoi il diffère des autres méthodes agiles. Enfin, nous identifions plusieurs problèmes de transfert de méthodes agiles dans le contexte de l'ingénierie des systèmes.Nous nous concentrons ensuite sur la compréhension de l'agilité en ingénierie des systèmes. Deux sens d’agile se retrouvent dans la littérature. Considérant que l'agilité est centrée sur le changement rapide de processus de produits et de systèmes convaincants, conçus et mis en œuvre de manière simple, nous explorons la question de l'introduction de l'agilité en ingénierie des systèmes. Une première analyse est menée pour identifier toute notion d'agilité dans les normes d'ingénierie des systèmes. Les résultats de cette analyse nous aident à mettre en évidence les enjeux et les défis du transfert de l'agilité dans l'ingénierie des systèmes. En nous concentrant sur les enjeux, nous présentons ensuite une méthodologie de recherche en quatre étapes. La première étape vise à définir un modèle contextuel pour le développement de l'ingénierie des systèmes. Le modèle contextuel contient les facteurs organisationnels et les attributs des projets d'ingénierie. Ensuite, la sélection d'une méthode agile qui pourrait être utilisée pour la gestion de projets d'ingénierie est proposée à l'étape deux. La troisième étape introduit l'utilisation de Scrum. Les pratiques Scrum sont définies et évaluées en fonction des attributs de projet pour les projets d'ingénierie. Les difficultés sont identifiées et répertoriées lors de l'utilisation des pratiques Scrum dans les projets d'ingénierie. Enfin, la quatrième étape propose des alternatives pour résoudre un ensemble de difficultés.Ce travail propose enfin l'utilisation des pratiques Scrum dans deux projets d'ingénierie. Un projet éducatif est d'abord analysé. Ce projet vise à développer un robot connecté. En partant du modèle contextuel pour le développement de l'ingénierie des systèmes, nous caractérisons le projet pour identifier le type de projet, puis nous proposons l'utilisation de la vue graphique de Scrum pour planifier le développement du robot. Suivant le même schéma, un deuxième projet industriel est analysé. Le second projet vise à développer une application automobile pour la gestion du moteur
Project performance is considered as an important factor to ensure the success of a project. Companies are interested in the use of efficient practices through efficient methods and tools to design and deliver innovative products and services and decrease the time to market. Project duration, costs, and performance are aspects that normally face changes during the project development. These changes should be treated by using adapted and optimized processes in order to better control, coordinate, manage, and improve projects. Agile methods seem to be efficient for the management of successful projects, however they are mainly use in companies where the business domain is software. Agile methods recently received a growing interest from industry and now are well accepted and deployed in software engineering. This thesis thus tackles the point of transferring the agile methods from software to systems engineering, and issues that are induced.The report first introduces the notion of agility and the birth of the agile movement as well as the principles and values of agile software development. It also presents the main agile methods, as well as other philosophies that share a number of similarities with Agile. Project attributes can be defined, from the literature, to help contextualizing agile projects; we describe and use these project attributes to compare different agile methods and identify the differences between them. Agile and Lean are compared to determine why Lean is used in software development, and how it differs from other agile methods. Finally, we identify several issues to transfer agile methods in the context of systems engineering.We then focus on the understanding of agility in systems engineering. Two meanings of "agile" are found in literature. Considering that agility is focused in the rapid change of convincing, designing, and implementing processes of products and systems in an easy way, we explore the question of introducing agility in systems engineering. A first analysis is led to identify any notion of agility in systems engineering standards. The results of this analysis help us to highlight the issues and challenges of transferring agility into systems engineering. Focusing on the issues, we then present a four steps research methodology. The first step aims to define a contextual model for systems engineering development. The contextual model contains the organizational factors and the project attributes for engineering projects. This contextualization lead us to identify if and which agile method could be used for the management of engineering projects (step two). The step three justifies our selection of the Scrum Framework, between agile methods, for the management of engineering projects. Scrum Practices are defined and evaluated in the project attributes for engineering projects. However, several difficulties are identified and listed while using the Scrum Practices in engineering projects. Finally, the step four proposes some solutions to solve a set of difficulties.This work finally proposes the use of Scrum Practices in two engineering projects. An educational project is analyzed first. This project aims to develop a connected robot. By starting from the contextual model for systems engineering development (cf. section III.4.2.d), we characterize the project to identify what type of project is, then we propose the use of the graphical view of the Scrum Framework to plan the development of the robot. Following the same schema, a second industrial project is analyzed. The second project aims to develop an automotive application for engine management
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Blomqvist, Björn, and Rickard Axelsson. "Business Agility." Thesis, KTH, Industriell ekonomi och organisation (Avd.), 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-99563.

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Thompson, Brian G. "Aircraft agility." Thesis, This resource online, 1992. http://scholar.lib.vt.edu/theses/available/etd-09192009-040436/.

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Eklund, Viktor. "Effects of a short training programme on reaction time, agility and speed performance in adolescent football players. : Effekterna av ett kort träningsprogram för reaktionsförmåga, agility och snabbhet på fotbollsspelande tonåringar." Thesis, Umeå universitet, Idrottsmedicin, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-111302.

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Prestation i fotboll beror på många olika fysiska faktorer som exempelvis styrka, uthållighet och snabbhet. Snabbheten kan delas upp i många olika faktorer exempelvis sprinter rakt fram och agility. Det finns även något som kallas reaktiv agility vilket betyder att man reagerar på ett visuellt stimuli och därefter reagerar med ett beslut. En förmåga som verkar bli mer central i fotbollen. Syftet med denna studie var att utvärdera ett kort träningsprograms påverkan på de olika snabbhetsfaktorerna, raka sprint, agility och reaktiv agility samt beräkna korrelationer mellan de olika variablerna. Metod: Före- och eftertester gjordes på 19 ungdomar från svenska U17 allsvenskan. Testpersonerna delades därefter upp i en interventionsgrupp(IG)(N=9) och en kontrollgrupp(KG)(N=10). Testerna som utfördes var Reactive agility test(RAT), Agility 5-0-5 och 10- 20- 30 meter sprint. IG fick efter testerna utföra ett träningspass i veckan under fem veckor bestående av två parövningar med fokus på reaktionssnabbhet, sprint och agility. Resultat: Inga statistisk signifikanta skillnader fanns mellan grupperna efter träningsperioden. Konklusion: Resultaten pekade mot att interventionsprogrammet inte hade någon påverkan. Däremot går det att ifrågasätta resultatet då eftertesterna utfördes på ett mindre bra sätt.
Performance in soccer can be defined in various different factors, like strength, endurance and quickness. Quickness can be divined in different sub factors for example straight sprints and agility. There is also something called reactive agility, which means that you react to a visual stimulus and therefore react and take a decision. The purpose: of this study was to investigate the effects of a short training programme that focus on the different quickness factors, straight sprints, agility and reactive agility. Method: Pre- and post-tests were made on 19 adolescents from the Swedish U17 Allsvenskan. The subjects were later divided into an intervention group (IG) and a control group (CG). The performed tests were: reactive agility test (RAT), agility 5-0-5 and 10- 20- 30 m sprint. After the tests the IG performed a five week long training programme containing two different duo exercises with focus on reaction ability, agility and sprint. Result: No statistical significant difference was detected between the groups after the training period in any of the tested variables. Conclusion: The results suggest that the intervention programme had no effect. It can, however, be challenged due to methodological issues that occurred during testing.
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Nyberg, Torbjörn, and Eric Johansson. "Digitalt tidtagningssystem för Agility." Thesis, Mälardalens högskola, Akademin för innovation, design och teknik, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-11291.

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Sandberg, Joakim, and Jon Skagersten. "Hjulvinkelinställningar på Agilis." Thesis, KTH, Maskinkonstruktion (Inst.), 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-171973.

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Agilis, en av KTH:s så kallade ”Eco cars” har haft problem med styrningen. Tidigare harbilen styrts, drivits och bromsats på det enda bakhjulet. Detta har visat sig medföra vissa problem. Styrningen har varit hackig och svårkontrollerad. En ny lösning för styrningen har tagits fram där det istället är de två framhjulen som svänger, medan drivningen fortfarande är på det bakre hjulet som nu sitter fast. Den nya framhjulsstyrningen behöver optimerade hjulvinklar med avseende på rullmotstånd och köregenskaper. En liten projektgrupp på två stycken studenter vid Maskinkonstruktion på KTH har därför tilldelats uppgiften att ta fram en rekommendation på vilka vinklar som Agilis bör använda sig av. En litteraturstudie angående vilka vinklar som finns och hur de påverkar ett fordonsrullmotstånd och körförmåga har genomförts. Utifrån denna samt resonemang angående vinklarna har projektgruppen kommit fram till att de olika vinklarna hos Agilis borde vara: • Cambervinkel = 0° • Castervinkel = 3° • Toevinkel = 0° • Thrustvinkel = 0° En ändring av nuvarande lösning föreslås också, där en castervinkel erhålls som går att variera om ett spår fräses ut ur styrfästet istället för att hål borras. Maximalt tryck i däcken bör eftersträvas då kontaktytan mellan däcket och marken då blir mindre. Metoder för verifiering av vinklar har även tagits fram. Dessa är enkla då ingen avancerad mätutrustning krävs för att ta reda på vilken vinkel som erhållits.
Agilis, one of KTH’s so called ”Eco cars” has been having problems with its steering. Earlier the car has been steered, driven and braked on the only rear wheel. This has caused some problems. The steering has been uneven and hard to control. A new solution for the steering has been developed where the two front wheels handles the turning, while the driving is still on the rear wheel which is now fastened. The new front wheel steering requires optimized wheel angles in regards to friction resistance and driving performance. A small project group of two students at Maskinkonstruktion at KTH has been given the task to present a recommendation on which angles Agilis should be using. A literature study regarding wheel angles and their effect on cars friction resistance and driving performance has been carried out. From this and reasoning about the angles, the group has come to the conclusion that Agilis should use the following angles: • Camber angle = 0° • Caster angle = 3° • Toe angle = 0° • Thrust angle = 0° A change of the current solution is also suggested, where you get a caster angle which is changeable by cutting out a profile in the “styrfäste” instead of drilled holes. Maximum pressure in the tires should be utilized because of its reducing of the contact area between the tire and the ground. A method of verifying the angles has also been suggested. These methods are easy in their way of doing, and don’t require any advanced measuring equipment to figure out which angleis received.
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Flodberg, Marcus. "IMS Agility for Customer Responsiveness." Thesis, KTH, Maskinkonstruktion (Inst.), 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-49622.

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Detta examensarbete är en analys av utvecklingsprocessen för tre utvecklingsnoder på en produktutvecklingsavdelning inom Ericsson, kallad PDU IMS. Arbetet har baserats på en kartläggning av arbetsprocessen, en ledtidsanalys samt en kartläggning av de wastes som finns inom avdelningen. Syftet med arbetet är att effektivisera utvecklingsprocessen och därmed förkorta ledtiden. För att Ericsson ska vara ett konkurrenskraftigt företag krävs en snabb respons från kundkrav till färdig produkt. Inom industrin har det blivit vanligt att man använder sig av Agila metoder, bland annat Lean Software Development. Examensarbetet har fokuserat på att analysera och förbättra utvecklingsprocessen. Arbetet bygger på en grundlig förstudie där bland annat metoder för att mäta ledtider och Agila arbetsmetoder har undersökts. Även metoder för att identifiera och analysera olika typer avwastes har undersökts. Datainsamlingen har till största del baserats på intervjuer med nyckelpersoner. För att kartlägga arbetsprocessen har även befintliga utvecklingsmodeller studerats. Vid ledtidsanalysen har även data från två interna databaser använts, för att sammanställa statistik. För kartläggningen av de wastes som uppstår vid utvecklingsprocessen har även befintligt material studerats. Resultatet visar att det finns potential för att effektivisera utvecklingsprocessen och därmed minska ledtiden. Flera wastes har identifierats inom de fyra olika områdena inom Ericsson PDUIMS. Resultatet har bland annat visat att större delen av ledtiden används för testning av produkterna. Resultatet visade även att en stor del av utvecklade produkterna aldrig kommer till användning hos en kund. Denna studie visar att Ericsson har stor potential för att minska ledtiden för utveckling av nya produkter och därmed öka sin konkurrenskraft. Slutsatsen är att Ericsson bör fortsätta med denna typ av undersökning och kartläggning för att kontinuerligt förbättra och effektivisera utvecklingsprocessen. En rekommendation är att Ericsson bör använda sig av ett verktyg där all status för alla krav och features rapporteras, vilket ger en total överblick över utvecklingsprocessen. Ericsson bör även införa en Agile utvecklingsmodell i full skala.
This master thesis is an analysis of the development process for three different node development organizations at a product development unit at Ericsson in Stockholm, called PDUIMS. This work is based on a mapping of the work flow, a lead-time analysis and a mapping of the wastes within the organization. The purpose of this master thesis is to make the development process more effective and thus shorten the lead-time. To maintain its competitiveness Ericsson is required to have quick customer responsiveness from a requirement to a developed product. Within the industry, Agile methods are the latest trend addressing this issue, including Lean Software Development. This master thesis has focused on analyzing and improving the development process. The work is based on a comprehensive theoretical framework where e.g. methods for lead-time analysis and Agile methods have been studied. Methods for identifying and analyzing different types of waste have also been studied. The data collection is primarily based on interviews with key persons. For the mapping of the work flow, existing models have also been studied. The lead-time analysis was also based on data from two internal databases, to create statistics. For the waste mapping, existing material was also studied. The result shows that there is a potential for improving the development process and thus shorten the lead-time. Several wastes have been identified within the four areas of Ericsson PDU IMS.The results have shown, inter alia, that a majority of the lead-time is spent on testing the products. The results also indicated that a large proportion of the developed features are never used by an end-customer. This study shows that Ericsson has a great potential to shorten the lead-time for developing products and thus increase its competitiveness. The conclusion for Ericsson is to continue with this type of investigation and mapping to continuously improve the development process. A recommendation for Ericsson is to use a tool were the status for the requirements and features are reported, which gives a total overview of the development process. Ericsson should also adopt a full scale Agile methodology.
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Cashin, Timothy P. "A study of aircraft agility." Thesis, This resource online, 1994. http://scholar.lib.vt.edu/theses/available/etd-09052009-040648/.

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Books on the topic "Agilists"

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Mueller-Eberstein, Mark, ed. Agility. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2012. http://dx.doi.org/10.1002/9781119200390.

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Joiner, Bill. Leadership Agility. New York: John Wiley & Sons, Ltd., 2006.

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Evans, Nicholas D. Business Agility. Upper Saddle River: Pearson Education, 2007.

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Hruschka, Peter, Chris Rupp, and Gernot Starke. Agility kompakt. Heidelberg: Spektrum Akademischer Verlag, 2009. http://dx.doi.org/10.1007/978-3-8274-2204-0.

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J, Kreis E., ed. Sports agility. Nashville, Tenn: Taylor Sports Pub., 1993.

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Book, Matthias, Volker Gruhn, and Rüdiger Striemer. Tamed Agility. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-41478-2.

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Gravett, Linda S., and Sheri A. Caldwell. Learning Agility. New York: Palgrave Macmillan US, 2016. http://dx.doi.org/10.1057/978-1-137-59965-0.

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Chatwani, Neha. Organisational Agility. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-17249-7.

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Hugos, Michael H. Business Agility. New York: John Wiley & Sons, Ltd., 2009.

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Dog agility. 2nd ed. Hauppauge, NY: Barron's Educational Series, 2009.

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Book chapters on the topic "Agilists"

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Smite, Darja, Marius Mikalsen, Nils Brede Moe, Viktoria Stray, and Eriks Klotins. "From Collaboration to Solitude and Back: Remote Pair Programming During COVID-19." In Lecture Notes in Business Information Processing, 3–18. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-78098-2_1.

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AbstractAlong with the increasing popularity of agile software development, software work has become much more social than ever. Contemporary software teams rely on a variety of collaborative practices, such as pair programming, the topic of our study. Many agilists advocated the importance of collocation, face-to-face interaction, and physical artefacts incorporated in the shared workspace, which the COVID-19 pandemic made unavailable; most software companies around the world were forced to send their engineers to work from home. As software projects and teams overnight turned into distributed collaborations, we question what happened to the pair programming practice in the work-from-home mode. This paper reports on a longitudinal study of remote pair programming in two companies. We conducted 38 interviews with 30 engineers from Norway, Sweden, and the USA, and used the results of a survey in one of the case companies. Our study is unique as we collected the data longitudinally in April/May 2020, Sep/Oct 2020, and Jan/Feb 2021. We found that pair programming has decreased and some interviewees report not pairing at all for almost a full year. The experiences of those who paired vary from actively co-editing the code by using special tools to more passively co-reading and discussing the code and solutions by sharing the screen. Finally, we found that the interest in and the use of PP over time, since the first months of the forced work from home to early 2021, has admittedly increased, also as a social practice.
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Weik, Martin H. "agility." In Computer Science and Communications Dictionary, 33. Boston, MA: Springer US, 2000. http://dx.doi.org/10.1007/1-4020-0613-6_421.

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Böning, Dieter, Michael I. Lindinger, Damian M. Bailey, Istvan Berczi, Kameljit Kalsi, José González-Alonso, David J. Dyck, et al. "Agility." In Encyclopedia of Exercise Medicine in Health and Disease, 37–40. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-540-29807-6_222.

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Lankhorst, M. M., M. M. Zoet, W. P. M. Janssen, and W. A. Molnar. "Agility." In The Enterprise Engineering Series, 17–40. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-28188-4_2.

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Gravett, Linda S., and Sheri A. Caldwell. "What is Learning Agility?" In Learning Agility, 1–8. New York: Palgrave Macmillan US, 2016. http://dx.doi.org/10.1057/978-1-137-59965-0_1.

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Gravett, Linda S., and Sheri A. Caldwell. "Why Organizations Should Concentrate on Learning Agility." In Learning Agility, 9–17. New York: Palgrave Macmillan US, 2016. http://dx.doi.org/10.1057/978-1-137-59965-0_2.

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Gravett, Linda S., and Sheri A. Caldwell. "Interviewing and Testing for Learning Agility." In Learning Agility, 19–35. New York: Palgrave Macmillan US, 2016. http://dx.doi.org/10.1057/978-1-137-59965-0_3.

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Gravett, Linda S., and Sheri A. Caldwell. "Developing and Fostering an Environment for Learning Agility." In Learning Agility, 37–69. New York: Palgrave Macmillan US, 2016. http://dx.doi.org/10.1057/978-1-137-59965-0_4.

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Gravett, Linda S., and Sheri A. Caldwell. "Metrics and R.O.I. of Learning Agility." In Learning Agility, 71–77. New York: Palgrave Macmillan US, 2016. http://dx.doi.org/10.1057/978-1-137-59965-0_5.

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Gravett, Linda S., and Sheri A. Caldwell. "Applying Learning Agility: Some Case Studies and Role-Plays." In Learning Agility, 79–94. New York: Palgrave Macmillan US, 2016. http://dx.doi.org/10.1057/978-1-137-59965-0_6.

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Conference papers on the topic "Agilists"

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Kumar, Shreya, and Charles Wallace. "Among the agilists." In ICSE '16: 38th International Conference on Software Engineering. New York, NY, USA: ACM, 2016. http://dx.doi.org/10.1145/2897586.2897609.

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Snapp, Mary Beth, and Diane Dagefoerde. "The Accidental Agilists: One Team's Journey from Waterfall to Agile." In Agile 2008 Conference. IEEE, 2008. http://dx.doi.org/10.1109/agile.2008.68.

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VEIRA, Lise. "Présentation de la conférence. Adaptabilité, flexibilité, agilité des systèmes informationnels." In ADAPTABILITE, FLEXIBILITE, AGILITE DES SYSTEMES INFORMATIONNELS. ADAPTABILITY, FLEXIBILITY, AGILITY OF INFORMATION SYSTEMS. Médiations, Informations, Communication, Arts - Université Bordeaux Montaigne, 2019. http://dx.doi.org/10.46608/eutic2018.1.

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Howard, Kenneth Robert. "The Covert Agilist." In 2009 Agile Conference (AGILE). IEEE, 2009. http://dx.doi.org/10.1109/agile.2009.37.

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Coldewey, Jens, Johannes Link, and Klaus Marquardt. "Agility unlimited?" In Companion to the 22nd ACM SIGPLAN conference. New York, New York, USA: ACM Press, 2007. http://dx.doi.org/10.1145/1297846.1297877.

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Cord, Thomas J., and Jeffrey A. Beck. "Agility Potential." In Aerospace Atlantic Conference & Exposition. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 1992. http://dx.doi.org/10.4271/921016.

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Kirchherr, Hanna, and Friedrich Holotiuk. "Organizational Agility." In SIGMIS-CPR '17: Computers and People Research Conference. New York, NY, USA: ACM, 2017. http://dx.doi.org/10.1145/3084381.3084420.

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Skyrius, Rimvydas, Mindaugas Krutinis, Svetlana Nemitko, Justina Valentukevičė, Norbert Andžej Gulbinovič, and Marija Sanosianaitė. "Informing Agility in the Context of Organizational Changes." In InSITE 2021: Informing Science + IT Education Conferences. Informing Science Institute, 2021. http://dx.doi.org/10.28945/4779.

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Aim/Purpose: This paper, although conceived earlier than the emergence of COVID-19 pandemic, addresses the problem of informing agility as part of organizational agility that has become a rather important issue for business survival. Background: While the general issues of business informing, and business intelligence (BI) in particular, have been widely researched, the dynamics of informing, their ability to act in accord with changes in business and preserve the key competencies has not been widely researched. In particular, the research on BI agility is rather scattered, and many issues need to be clarified. Methodology: A series of in-depth interviews with BI professionals to determine relations between organizational agility and BI agility, and to round up a set of key factors of BI agility. Contribution: The paper clarifies a candidate set of key factors of BI agility and gives ground for future research in relations with areas like corporate and BI resilience and culture. Findings: The interview results show the relations between organizational changes, and changes in BI activities. BI has limited potential in recognizing important external changes but can be rather helpful in making decision choices and detecting internal problems. Lack of communication between business and IT people, existence of data silos and shadow BI, and general inadequacy of organizational and BI culture are the key factors impairing BI agility. Recommendations for Practitioners: There are practical issues around BI agility that need solving, like the reason-able coverage of standards or creation of a dedicated unit to care about BI potential. Recommendations for Researchers: The research is still in its starting phase, but additional interesting directions start to emerge, like relations between BI agility, resilience and corporate agility, or the role of informing culture and BI culture for BI agility issues. Impact on Society: Agile business, especially in times of global shocks like COVID-19, loses less value and has more chances to survive. Future Research: Most likely this will be focused on the relations between BI agility, resilience, and corporate agility, and the role of informing culture and BI culture for BI agility issues. NOTE: This Proceedings paper was revised and published in Informing Science: The International Journal of an Emerging Transdiscipline , 24, 19-30. Click DOWNLOAD PDF to download the published paper.
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CLIFF, EUGENE, and BRIAN THOMPSON. "Aircraft agility maneuvers." In Astrodynamics Conference. Reston, Virigina: American Institute of Aeronautics and Astronautics, 1992. http://dx.doi.org/10.2514/6.1992-4489.

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Hoda, Rashina, Philippe Kruchten, James Noble, and Stuart Marshall. "Agility in context." In the ACM international conference. New York, New York, USA: ACM Press, 2010. http://dx.doi.org/10.1145/1869459.1869467.

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Reports on the topic "Agilists"

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Alberts, David S. Agility Quotient (AQ). Fort Belvoir, VA: Defense Technical Information Center, April 2014. http://dx.doi.org/10.21236/ada605273.

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Thompson, Craig, Tom Bannon, Steve Ford, Paul Pazandak, and Venu Vasudevan. Agility: Agent - Ility Architecture. Fort Belvoir, VA: Defense Technical Information Center, October 2002. http://dx.doi.org/10.21236/ada408751.

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Mitchinson, Adam, and Robert Morris. Learning about learning agility. Center for Creative Leadership, February 2014. http://dx.doi.org/10.35613/ccl.2014.1012.

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Hutchinson, Kira. Red Teaming Agility (Briefing Charts). Fort Belvoir, VA: Defense Technical Information Center, June 2014. http://dx.doi.org/10.21236/ada607283.

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Goranson, H. T. Agility Measures: Engineering Agile Systems. Fort Belvoir, VA: Defense Technical Information Center, February 1997. http://dx.doi.org/10.21236/ada337932.

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Santesson, S., and P. Hallam-Baker. Online Certificate Status Protocol Algorithm Agility. RFC Editor, June 2011. http://dx.doi.org/10.17487/rfc6277.

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Hunter, Jonathan B. Creating Strategic Agility in Northeast Asia. Fort Belvoir, VA: Defense Technical Information Center, April 2003. http://dx.doi.org/10.21236/ada413499.

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Fraser, Tim, Mike Petkac, and Lee Badger. Security Agility for Dynamic Execution Environments. Fort Belvoir, VA: Defense Technical Information Center, September 2002. http://dx.doi.org/10.21236/ada407300.

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Alberts, David S., and Kathy Conley. C2 Approach: Agility, Autonomy (Briefing Charts). Fort Belvoir, VA: Defense Technical Information Center, April 2015. http://dx.doi.org/10.21236/ada617821.

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Bryant, Jr, and Albert. Agility: A Key to the Operational Art. Fort Belvoir, VA: Defense Technical Information Center, May 1988. http://dx.doi.org/10.21236/ada196620.

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