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Journal articles on the topic 'Agilt'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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1

Scheller, Vibeke Kristine, Sidsel Lond Grosen, and Helge Hvid. "Scrum-baseret projektstyring — en standard for bedre psykisk arbejdsmiljø?" Tidsskrift for Arbejdsliv 15, no. 4 (2013): 76–94. http://dx.doi.org/10.7146/tfa.v15i4.108949.

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Artiklen undersøger, hvorledes agil projektstyring og -ledelse påvirker det psykiske arbejdsmiljø i IT-sektoren. Scrum, en type agil projektstyring, er en procedurel standard, hvor tilrettelæggelsen af arbejdet foregår løbende med en høj grad af medarbejderinvolvering. Det er derfor nærliggende at antage, at der her er tale om en standard, som skaber løsninger på nogle af de psykosociale belastninger, der findes i IT-sektoren. Dette studeres i to sammenlignelige casevirksomheder. I den ene virksomhed bidrager den agile standard positivt til det psykiske arbejdsmiljø, i den anden virksomhed bidrager den agile standard til en udvikling, der forringer det psykiske arbejdsmiljø. Det konkluderes, at agile standarder har potentiale til at forbedre det psykiske arbejdsmiljø. Hvorvidt disse potentialer realiseres afhænger af samspillet med andre standarder i organisationen og implementeringens

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2

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 well as reduce project failure risk. For this reason, Agility has been adopted in most software companies as a guaranteed and easy way to implement the digital solutions for their companies. This paper examines the characteristics of agile frameworks, such as Scrum and XP, and Agile tools, such as Jira, Agilo, and others, that facilitate digital transformation. Then compare productivity and efficacy of agile frameworks with traditional SDLC methods. The paper is concluded with the features of agile framework that enable digital transformation such as incremental development, flexible requirements and customer engagement.

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3

Hattendorf, Mareike. "Die Aktualität des Agilen." Agile Organisationen – Versuch einer kritischen Bestandsaufnahme 29, no. 1 (2021): 93–119. http://dx.doi.org/10.30820/0942-2285-2021-1-93.

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Die Anwendbarkeit des Agilen Manifestes in digitalen Dienstleistungsunternehmen ist bisher kaum in den Fokus einer praxisorientierten Theorie genommen worden, Gleiches gilt in diesem Kontext auch für die Aktualität agiler Werte und Prinzipen. Im Rahmen meiner Forschung untersuche ich deshalb, wie digitale Dienstleistungsunternehmen das Agile Manifest der Softwareentwicklung anwenden und ob und wie sie sich auf dieser Basis agil transformieren können. Die Beantwortung meiner Forschungsfrage ist für die Praxis sehr bedeutsam. Viele Unternehmen spüren die transformatorischen Anforderungen der Digitalisierung und suchen, teilweise verzweifelt, neue Wege. Mit Blick auf die agile Welt fehlt ihnen allzu oft das Handwerkszeug, gerade wenn es darum geht, erste agile Schritte zu wagen. Eine Anleitung, wie Agilität auf Basis des Agilen Manifests der Softwareentwicklung in Unternehmen umgesetzt werden kann, könnte für viele Unternehmen eine Hilfestellung darstellen.

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4

Ibrahim Alzoubi, Yehia, Asif Qumer Gill, and Ahmed Al-Ani. "Distributed Agile Development Communication: An Agile Architecture Driven Framework." Journal of Software 10, no. 6 (2015): 681–94. http://dx.doi.org/10.17706//jsw.10.6.681-694.

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5

Guida, Pier Luigi. "Agile o non agile." PROJECT MANAGER (IL), no. 35 (September 2018): 4. http://dx.doi.org/10.3280/pm2018-035001.

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6

Navarre, Christian. "De agile à... agile." Entreprises et histoire 13, no. 3 (1996): 129. http://dx.doi.org/10.3917/eh.013.0129.

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7

Melnikov, A. "This is called AGILE." LastMile, no. 7 (2018): 60–62. http://dx.doi.org/10.22184/2070-8963.2018.76.7.60.62.

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8

Tracz, Will. "Agile!" ACM SIGSOFT Software Engineering Notes 40, no. 2 (2015): 38–39. http://dx.doi.org/10.1145/2735399.2735420.

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9

Wood, Lisa, Monika Büscher, Bernard van Veelen, and Sander van Splunter. "Agile Response and Collaborative Agile Workflows." International Journal of Information Systems for Crisis Response and Management 5, no. 3 (2013): 1–19. http://dx.doi.org/10.4018/ijiscram.2013070101.

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Crisis response tests the limits of information technologies which aim to support collaboration. This paper develops a vision of IT supported ‘agile response’ and explores the potential and challenges for workflows in this context. The authors delineate ‘collaborative agile workflows’ as a candidate response to these challenges.

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10

Вельдяскин, Андрей. "Agile transformation of construction design." Управление проектами и программами 2 (2020): 132–44. http://dx.doi.org/10.36627/2075-1214-2020-2-2-132-144.

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11

Pittori, C. "AGILE Data Center and AGILE science highlights." Nuclear Physics B - Proceedings Supplements 239-240 (June 2013): 104–8. http://dx.doi.org/10.1016/j.nuclphysbps.2013.05.017.

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12

Uhl, Axel, and Adrienne Schäfer. "Agile Delivery: Das agile Fitnessprogramm der Swisscard." HMD Praxis der Wirtschaftsinformatik 57, no. 5 (2020): 1000–1013. http://dx.doi.org/10.1365/s40702-020-00628-5.

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13

Bavani, Raja. "Distributed Agile, Agile Testing, and Technical Debt." IEEE Software 29, no. 6 (2012): 28–33. http://dx.doi.org/10.1109/ms.2012.155.

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14

Dove, Rick. "Agile Systems-Engineering AND Agile-Systems Engineering." INSIGHT 17, no. 2 (2014): 6–10. http://dx.doi.org/10.1002/inst.20141726.

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15

Williams, Laurie. "What agile teams think of agile principles." Communications of the ACM 55, no. 4 (2012): 71–76. http://dx.doi.org/10.1145/2133806.2133823.

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16

Hołodnik-Janczura, Grażyna. "Priority of requirements in Agile." Ekonomiczne Problemy Usług 122 (2016): 259–68. http://dx.doi.org/10.18276/epu.2016.122-24.

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17

Mohammed, Haifa, and Abdul Rauf. "Agile Project Management: Brief Review." Lecture Notes on Software Engineering 3, no. 3 (2015): 225–28. http://dx.doi.org/10.7763/lnse.2015.v3.195.

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18

Молчанова, Надежда, та Александра Уголева. "Agile как подход к управлению". Management Today 3 (2021): 170–76. http://dx.doi.org/10.36627/2304-6473-2021-3-3-170-176.

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19

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

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

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20

Truong, Dothang, and Thawatchai Jitbaipoon. "How Can Agile Methodologies Be Used to Enhance the Success of Information Technology Projects?" International Journal of Information Technology Project Management 7, no. 2 (2016): 1–16. http://dx.doi.org/10.4018/ijitpm.2016040101.

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Dynamic and unpredictable business environments in the information technology (IT) sector have led to a rapid growth of agile methodologies. Organizations claim that using agile methodologies can enhance the success of IT projects in such environments. However, fluctuating patterns of successful and failed agile IT projects recently raise a question about a path to successful IT projects using agile methodologies. The purpose of this research is to examine agile driven factors and relationships between them and IT project success. Data collected from a pilot survey of agile practitioners were used to confirm important agile driven factors: Agile Team Capability, IT Development Agility, and Agile Culture. The research also tested a structural model that examined indirect impacts of IT development agility and agile culture on project success via a mediation of agile team capability. Theoretical and practical implications are also discussed.

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21

Moses, Joseph. "Agile Writing." International Journal of Sociotechnology and Knowledge Development 7, no. 2 (2015): 1–13. http://dx.doi.org/10.4018/ijskd.2015040101.

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Scrum methodologies that support cross-functional writing teams to develop polished increments of writing instead of lengthy drafts of documents stand to improve productivity and learning within organizations. Scrum methodologies may be deployed in higher education as well as in nonacademic settings to achieve purposeful knowledge transfer across disciplines and across academic/industry borders. Key to scrum is an emphasis on productivity within fixed time frames, with productivity facilitated by learning that emerges in cross-functional teams. Higher education is similarly a domain in which productivity in fixed time frames takes the measure of student learning. Across the disciplines, scrum methodologies show promise for improving the quality of collaborative problem-solving in writing projects in college and at work.

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22

Lichtenthaler, Ulrich. "Agile Innovation." International Journal of Service Science, Management, Engineering, and Technology 11, no. 1 (2020): 157–67. http://dx.doi.org/10.4018/ijssmet.2020010110.

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In light of digital transformation and a stronger application of artificial intelligence, many firms try to increase the agility of their innovation processes. In this regard, they particularly rely on design thinking or on the lean startup approach to reduce some of the deficits of established innovation processes, such as the stage-gate model. This conceptual article shows that merely focusing on design thinking and lean startup in isolation will not enable companies to fully leverage the benefits of agile innovation. Because of the complementarity of design thinking and lean startup, executives should simultaneously pursue these approaches in order to achieve results that are more than the sum of isolated design thinking or isolated lean startup initiatives. This complementarity derives from the specific benefits of design thinking in the front end of the innovation process combined with the particular benefits of lean startup in the back end.

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23

Schurig, Matthias, Christian Rabitsch, and Christian Ramsauer. "Agile Produktion." ZWF Zeitschrift für wirtschaftlichen Fabrikbetrieb 109, no. 12 (2014): 956–59. http://dx.doi.org/10.3139/104.111265.

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24

von Bergen, Katja. "Agile Organisationsentwicklung." ZWF Zeitschrift für wirtschaftlichen Fabrikbetrieb 110, no. 6 (2015): 370–72. http://dx.doi.org/10.3139/104.111351.

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25

Spagnuolo, Claudia. "Agile risk." PROJECT MANAGER (IL), no. 35 (September 2018): 26–27. http://dx.doi.org/10.3280/pm2018-035007.

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26

Sampietro, Marco. "Povero Agile." PROJECT MANAGER (IL), no. 40 (November 2019): 29–32. http://dx.doi.org/10.3280/pm2019-040-s1007.

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27

Xavier, Cristiano, and Fernando Moreira. "Agile ETL." Procedia Technology 9 (2013): 381–87. http://dx.doi.org/10.1016/j.protcy.2013.12.042.

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28

German, Senta, and Jim Harris. "Agile Objects." Journal of Museum Education 42, no. 3 (2017): 248–57. http://dx.doi.org/10.1080/10598650.2017.1336369.

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29

Wells, Andrew. "Agile management." IFLA Journal 40, no. 1 (2014): 30–34. http://dx.doi.org/10.1177/0340035214526539.

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30

BCS. "Agile evolution." Computer Bulletin 46, no. 6 (2004): 18–19. http://dx.doi.org/10.1093/combul/46.6.18.

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31

Ebert, Christof, and Maria Paasivaara. "Scaling Agile." IEEE Software 34, no. 6 (2017): 98–103. http://dx.doi.org/10.1109/ms.2017.4121226.

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32

Jacob, Ansger. "Agile Datenmigration." Wirtschaftsinformatik & Management 6, no. 4 (2014): 40–47. http://dx.doi.org/10.1365/s35764-014-0441-5.

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33

Yusuf, Y. Y., M. Sarhadi, and A. Gunasekaran. "Agile manufacturing:." International Journal of Production Economics 62, no. 1-2 (1999): 33–43. http://dx.doi.org/10.1016/s0925-5273(98)00219-9.

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34

Sham, S., D. Titcombe, and S. Reid. "Going Agile?" ITNOW 54, no. 4 (2012): 54–55. http://dx.doi.org/10.1093/itnow/bws119.

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35

Winkler, Till. "Agile research." Research World 2017, no. 64 (2017): 48–49. http://dx.doi.org/10.1002/rwm3.20523.

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36

Gandhi, Jayneel, Mark D. Hill, and Michael M. Swift. "Agile paging." ACM SIGARCH Computer Architecture News 44, no. 3 (2016): 707–18. http://dx.doi.org/10.1145/3007787.3001212.

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37

Booth, R. "Agile manufacturing." Engineering Management Journal 6, no. 2 (1996): 105. http://dx.doi.org/10.1049/em:19960206.

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38

Blackburn, L. "AGILE ANIMALS." Journal of Experimental Biology 208, no. 21 (2005): iv. http://dx.doi.org/10.1242/jeb.01887.

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39

Parkinson, Sharon. "Agile manufacturing." Work Study 48, no. 4 (1999): 134–37. http://dx.doi.org/10.1108/00438029910272409.

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40

Fraser, Steven, and Dennis Manci. "Agile Culture." ACM SIGSOFT Software Engineering Notes 43, no. 4 (2019): 52. http://dx.doi.org/10.1145/3282517.3282536.

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41

Fraser, Steven, and Dennis Mancl. "Agile Culture." ACM SIGSOFT Software Engineering Notes 43, no. 4 (2019): 21–23. http://dx.doi.org/10.1145/3282517.3302395.

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42

Preiss, K. "Agile manufacturing." Computer-Aided Design 26, no. 2 (1994): 83–84. http://dx.doi.org/10.1016/0010-4485(94)90028-0.

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43

Pütz, Horst. "Agile Denkart." return 4, no. 3 (2017): 72. http://dx.doi.org/10.1007/s41964-017-0093-2.

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44

Solid, Craig, Arif Nazir, and Malaz Boustani. "Agile Implementation." Journal of the American Medical Directors Association 20, no. 7 (2019): 795–97. http://dx.doi.org/10.1016/j.jamda.2019.05.017.

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45

van Delden, Catharina. "Agile Innovation." return 6, no. 2 (2019): 59–61. http://dx.doi.org/10.1007/s41964-019-0021-8.

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46

Higuchi, Marcelo Makoto, and Davi Noboru Nakano. "Agile Design: A Combined Model Based on Design Thinking and Agile Methodologies for Digital Games Projects." Revista de Gestão e Projetos 08, no. 02 (2017): 109–26. http://dx.doi.org/10.5585/gep.v8i2.528.

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47

Erickson, John, Kalle Lyytinen, and Keng Siau. "Agile Modeling, Agile Software Development, and Extreme Programming." Journal of Database Management 16, no. 4 (2005): 88–100. http://dx.doi.org/10.4018/jdm.2005100105.

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48

Rajput, Govind Singh, and Ratnesh Litoriya. "Corad Agile Method for Agile Software Cost Estimation." OALib 01, no. 03 (2014): 1–13. http://dx.doi.org/10.4236/oalib.1100579.

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49

Pittori, Carlotta. "AGILE DATA CENTER AT ASDC AND AGILE HIGHLIGHTS." Acta Polytechnica 53, A (2013): 641–45. http://dx.doi.org/10.14311/ap.2013.53.0641.

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We present an overview of the main AGILE Data Center activities and the AGILE scientific highlights during the first 5 years of operations. AGILE is an ASI space mission in joint collaboration with INAF, INFN and CIFS, dedicated to the observation of the gamma-ray Universe. The AGILE satellite was launched on April 23rd, 2007, and is devoted to gamma-ray astrophysics in the 30MeV ÷ 50 GeV energy range, with simultaneous X-ray imaging capability in the 18 ÷ 60 keV band. Despite the small size and budget, AGILE has produced several important scientific results, including the unexpected discovery of strong and rapid gamma-ray flares from the Crab Nebula over daily timescales. This discovery won AGILE PI and the AGILE Team the prestigious Bruno Rossi Prize for 2012, an international award in the field of high energy astrophysics. Thanks to its sky monitoring capability and fast ground segment alert system, AGILE is substantially improving our knowledge of the gamma-ray sky, also making a crucial contribution to the study of the terrestrial gamma-ray flashes (TGFs) detected in the Earth atmosphere. The AGILE Data Center, part of the ASI Science Data Center (ASDC) located in Frascati, Italy, is in charge of all the science oriented activities related to the analysis, archiving and distribution of AGILE data.

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50

Haberfellner, Reinhard, and Olivier de Weck. "10.1.3 Agile SYSTEMS ENGINEERING versus AGILE SYSTEMS engineering." INCOSE International Symposium 15, no. 1 (2005): 1449–65. http://dx.doi.org/10.1002/j.2334-5837.2005.tb00762.x.

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