Journal articles: 'Distributed Agile Development'

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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 (June 2015): 681–94. http://dx.doi.org/10.17706//jsw.10.6.681-694.

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Gill, Asif Qumer. "Distributed Agile Development." International Journal of e-Collaboration 11, no. 1 (January 2015): 57–76. http://dx.doi.org/10.4018/ijec.2015010104.

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Organizations have shown a significant interest in the adoption of emerging social technologies to support communication and collaboration needs of their Distributed Agile or Adaptive Development Environment (DADE). However, the challenge is how best to assess contemporary social technologies for supporting communication and collaboration in the DADE. Here, a communication technology assessment tool, called CTAT, is developed as a part of the Adaptive Enterprise Service System (AESS) toolkit by using the design research approach. This paper presents the evaluation of the CTAT construct through its use in the assessment of three social technologies within the context of a DADE. The results of this evaluation indicate that CTAT is shown to be useful, for example, when assessing a particular social technology for a specific DADE communication and collaboration context. The CTAT is intended to be used by senior developers for assessing social technologies for their DADE context.

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Nadeem, Muhammad Asgher, and Scott Uk-Jin Lee. "Dynamic Agile Distributed Development Method." Mathematics 7, no. 10 (October 13, 2019): 963. http://dx.doi.org/10.3390/math7100963.

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“Agile” is an effective software engineering model with a high trust and acceptance rate among its users. The term agility comes from the concept of rapid development and working in a team for better results and a faster competition rate when compared with any other software engineering model. In this study, an assessment of the different patterns, frameworks, and application program interfaces available for distributed development in an agile model is given. After analyzing the state-of-the-art distributed models, a novel framework of a dynamic agile distributed development method (DADDM) is introduced in this paper. Many researchers have worked on global software development using the agile approach; however, we are presenting the idea of incorporating the agile benefits with dynamic distributed software development. The applicability of the proposed model is checked via two selected parameters: a feasibility study and a business study. The complete DADDM development life cycle is presented in the methodology section. The techniques used in DADDM and team members’ roles and responsibilities in DADDM are defined in this study. This study reflects all pillars of planning, controlling, organizing, and management of leadership. The use of DADDM in distributed agile development encourages future researchers to use this proposed framework for comparison and testing of their models and to check the effectiveness through a comparison with DADDM.

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B, Prakash, and Viswanathan V. "Distributed Cat Modeling Based Agile Framework for Software Development." International Journal of Engineering Education 2, no. 1 (June 15, 2020): 20–32. http://dx.doi.org/10.14710/ijee.2.1.20-32.

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Software development is a hectic process that requires keen understanding and effective model such that the developed software inherits good quality, reliability, and achieves customer satisfaction towards achieving the goals effectively. The effective operation of the software is enabled by modifying the operating modules of the software through a model, like agile. In this paper, the catastrophic and distributed computing models are integrated into the software development step. The proposed model is termed as Distributed Cat model that is developed with the aim to handle the risk factors engaged in various developing stages of the agile model. The risk factors that affect the communication, planning, release, design, coding and testing modules of the agile modules are deeply learned and executed such that the risk factors are tackled by various modules present in the proposed Distributed Cat model. The effectiveness of the proposed model is analyzed based on the performance metrics, such as Index of Integration (IoI) and Usability Goals Achievement Metric (UGAM), for which five products including the hotel management system, Customer relationship Management system (CRM), Rainfall prediction system, Temperature monitoring system, and meta-search system, are employed and analyzed. The analysis is progressed using the parameters, like mean difference, variance, standard devaiation, correlation. The analysis proves that the proposed model offered a great deviation after applying the proposed model contributing a high degree of performance in software development.

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Ramesh, Balasubramaniam, Lan Cao, Kannan Mohan, and Peng Xu. "Can distributed software development be agile?" Communications of the ACM 49, no. 10 (October 2006): 41–46. http://dx.doi.org/10.1145/1164394.1164418.

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MATALONGA, SANTIAGO, MARTÍN SOLARI, and GERARDO MATTURRO. "FACTORS AFFECTING DISTRIBUTED AGILE PROJECTS: A SYSTEMATIC REVIEW." International Journal of Software Engineering and Knowledge Engineering 23, no. 09 (November 2013): 1289–301. http://dx.doi.org/10.1142/s021819401350040x.

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In the last decade we have witnessed a growth in outsourcing and outshoring development. Following the promise of reducing costs and round-the-clock development, software organizations have grown from local to global enterprises. In the same decade, agile software development methodologies have emerged as a viable alternative to produce software. There is a myriad of agile processes and methodologies now available for any software development organization to choose from. These agile processes follow the values signed in the Agile Manifesto that preaches the exaltation of the individual programmer, high feedback, customer interaction and just enough planning and documentation. But how does global distribution affect these values? Can agile software development be implemented under the global software development context? This paper presents a systematic literature review aimed at identifying factors that affect the adoption of agile factors in global distributed teams. Our findings show that the literature is still in its initial case study publication stage. But most notably, we have found that only a few of the factors found are related to the agile values. Even though more research is clearly needed, this can be a signal that the factors affecting team distribution has more impact on software development than the values and practices preached by the agile processes.

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Shrivastava, Suprika Vasudeva, and Urvashi Rathod. "Risks in Distributed Agile Development: A Review." Procedia - Social and Behavioral Sciences 133 (May 2014): 417–24. http://dx.doi.org/10.1016/j.sbspro.2014.04.208.

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Khalid, Ayesha, Shariq Aziz Butt, Tauseef Jamal, and Saikat Gochhait. "Agile Scrum Issues at Large-Scale Distributed Projects." International Journal of Software Innovation 8, no. 2 (April 2020): 85–94. http://dx.doi.org/10.4018/ijsi.2020040106.

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The agile model is a very vast and popular model in use in the software industry currently. It changes the way software is developed. It was introduced in 2001 to overcome deficiencies of software development in a workshop arranged by researchers and practitioners who were involved with the agile concept. They introduced the complete agile manifesto. The agile model has main components that make it more viable for use in well-organized software development. One of these is scrum methodology. The reason for the agile-scrum popularity is its use for small-scale projects, making small teams and allows change requests at any stage of a project from the client. It works for client satisfaction. Instead of so much popularity and distinctive features, agile-scrum also has some limitations when used for large scale projects development that makes it less efficient for development. This article discusses the agile-scrum methodology and its limitations when using for large-scale project organization.

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Nicolaysen, Torstein, Richard Sassoon, Maria B. Line, and Martin Gilje Jaatun. "Agile Software Development." International Journal of Secure Software Engineering 1, no. 3 (July 2010): 71–85. http://dx.doi.org/10.4018/jsse.2010070105.

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In this article, the authors contrast the results of a series of interviews with agile software development organizations with a case study of a distributed agile development effort, focusing on how information security is taken care of in an agile context. The interviews indicate that small and medium-sized agile software development organizations do not use any particular methodology to achieve security goals, even when their software is web-facing and potential targets of attack. This case study confirms that even in cases where security is an articulated requirement, and where security design is fed as input to the implementation team, there is no guarantee that the end result meets the security objectives. The authors contend that security must be built as an intrinsic software property and emphasize the need for security awareness throughout the whole software development lifecycle. This paper suggests two extensions to agile methodologies that may contribute to ensuring focus on security during the complete lifecycle.

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Alyahya, Sultan, and Ohoud Almughram. "Managing User-Centered Design Activities in Distributed Agile Development." Interacting with Computers 32, no. 5-6 (September 2020): 548–68. http://dx.doi.org/10.1093/iwc/iwab010.

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Abstract The integration of user-centered design (UCD) activities into agile information systems development has become more popular recently. Despite the fact that there are many ways the merging of UCD activities into agile development can be carried out, it has been widely recognized that coordinating design activities with development activities is one of the most common problems, especially in distributed environments where designers, developers and users are spread over several sites. The main approach to coordinate UCD activities with distributed agile development is the use of informal methods (e.g. communication through using video conference tools). In addition to the temporal, geographical and socio-cultural barriers associated with this type of methods, a major limitation is a lack of awareness of how UCD activities and development activities affect each other. Furthermore, some agile project management tools are integrated with design platforms but fail to provide the necessary coordination that helps team members understand how the design and development activities affect their daily work. This research aims to support the effective management of integrating UCD activities into distributed agile development by (i) identifying the key activity dependencies between UX design teams and development teams during distributed UCD/agile development and (ii) designing a computer-based system to provide coordination support through managing these activity dependencies. In order to achieve these objectives, two case studies are carried out. Our findings revealed 10 main dependencies between UCD design teams and development teams as shown by six types of activity. In addition, the participatory design approach shows that developing a computer-based system to manage seven of these selected dependencies is achievable.

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Duehr, Katharina, Pauline Efremov, Jonas Heimicke, Emilie Maria Teitz, Ferdinand Ort, Marion Weissenberger-Eibl, and Albert Albers. "THE POSITIVE IMPACT OF AGILE RETROSPECTIVES ON THE COLLABORATION OF DISTRIBUTED DEVELOPMENT TEAMS – A PRACTICAL APPROACH ON THE EXAMPLE OF BOSCH ENGINEERING GMBH." Proceedings of the Design Society 1 (July 27, 2021): 3071–80. http://dx.doi.org/10.1017/pds.2021.568.

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AbstractTo counteract competitive pressure, increasing customer requirements and growing product complexity successful distributed collaboration in product development is vital. Companies have to face new challenges, such as efficiency losses in communication. To overcome these challenges agile working practices, such as agile retrospectives, could be beneficial. The objective of this scientific work is to evaluate the benefit of agile working practices on the example of agile retrospectives, for the improvement of collaboration in distributed development teams. Based on literature analysis, qualitative and quantitative expert interviews following the DRM by Blessing and Chakrabarti, this scientific work shows that agile working practices have a high potential to improve distributed collaboration. To address this potential, several virtual agile retrospectives are developed and conducted within a distributed team at Bosch Engineering GmbH. The evaluation of this approach results in a high potential of agile retrospectives indicating an improvement tendency. Especially iteratively implemented virtual agile retrospectives have a positive impact on successful distributed collaboration.

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Ramesh, Balasubramaniam, Kannan Mohan, and Lan Cao. "Ambidexterity in Agile Distributed Development: An Empirical Investigation." Information Systems Research 23, no. 2 (June 2012): 323–39. http://dx.doi.org/10.1287/isre.1110.0351.

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Vallon, Raoul, Stefan Strobl, Mario Bernhart, Rafael Prikladnicki, and Thomas Grechenig. "ADAPT: A Framework for Agile Distributed Software Development." IEEE Software 33, no. 6 (November 2016): 106–11. http://dx.doi.org/10.1109/ms.2016.130.

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Hashmi, Amber Sarwar, Yaser Hafeez, Muhammad Jamal, Sadia Ali, and Naila Iqbal. "Role of Situational Agile Distributed Model to Support Modern Software Development Teams." July 2019 38, no. 3 (July 1, 2019): 655–66. http://dx.doi.org/10.22581/muet1982.1903.11.

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ADSD (Agile Distributed Software Development) is a growing trend for software development organizations to develop quality software with limited cost and time. However, it gives rise to additional situational challenges. Situational variations result in unstable agile architecture which gets highly affected. Although the present literature focuses on agile architecture but effect of situational variation on the agile architecture still needs consideration. One possible solution is development of conceptual model and incorporation of multiple situational factors. This research study aims to identify the most relevant situations and propose situational ADSD approach for the development of situation-based software architecture framework for agile distributed projects. The study focuses on agile methods, rendering identified situational variations. The approach is developed through analyzing data from literature and their associated work documents. Comprehensive survey helps to bridge the gaps from conceptual to architecture model. The experimental results are acquired through both practical and statistical analysis. The results support Conway’s law, e.g. correlation that maps architecture with the communication and coordination needs. Correlation results show that architecture has major contribution in ADSD and validate the relationship among conceptual model and architecture model. The results also suggest that stable architecture in ADSD can positively affect the product.

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Lee, Sei-Young, and Hwan-Seung Yong. "Distributed Development and Evaluation of Software using Agile Techniques." KIPS Transactions:PartD 16D, no. 4 (August 31, 2009): 549–60. http://dx.doi.org/10.3745/kipstd.2009.16-d.4.549.

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Estler, Hans-Christian, Martin Nordio, Carlo A. Furia, Bertrand Meyer, and Johannes Schneider. "Agile vs. structured distributed software development: A case study." Empirical Software Engineering 19, no. 5 (August 15, 2013): 1197–224. http://dx.doi.org/10.1007/s10664-013-9271-y.

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

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

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Kumar, P. Suresh, and Dr N. Samba Siva Rao. "Automation of Software Testing in Agile Development - An Approach and Challenges with Distributed Database Systems." Global Journal For Research Analysis 3, no. 7 (June 15, 2012): 102–4. http://dx.doi.org/10.15373/22778160/july2014/35.

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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 (August 1, 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 identified that the companies that adopt agile software management methodology in Brazil prefer the Scrum method and the development teams may be geographically distributed. The main positive points identified when adopting agile methods were the process speed, team involvement, maximization of results, involvement with the client, and simplicity. Most experts identified problems in the implementation of the agile methodology and as points of attention: management of distributed teams, scope estimation and communication. It was possible to identify the existence of a positive financial result by adopting the agile method for software development projects, as well as actions that contribute to the success of these projects, such as controlling quality using different testing techniques, project management, time, stakeholders, scope, and have agile communication, with feedback and good leadership. On the other hand, it was observed in the statistics that, although efficient, this method is still not being widely used. This research can contribute to the managers of software development companies in the use of agile methods as well as improving management decision-making.

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Sistla, Karthik, AshlinPaul Sherry, and Dr Manjula R. "A COMPARATIVE STUDY OF COLLOCATED AND DISTRIBUTED AGILE SOFTWARE DEVELOPMENT." International Journal of Advanced Research 4, no. 10 (October 31, 2016): 1142–48. http://dx.doi.org/10.21474/ijar01/1904.

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Persson, John Stouby, Lars Mathiassen, and Ivan Aaen. "Agile distributed software development: enacting control through media and context." Information Systems Journal 22, no. 6 (October 18, 2011): 411–33. http://dx.doi.org/10.1111/j.1365-2575.2011.00390.x.

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Alzoubi, Yehia Ibrahim, and Asif Qumer Gill. "An Empirical Investigation of Geographically Distributed Agile Development: The Agile Enterprise Architecture is a Communication Enabler." IEEE Access 8 (2020): 80269–89. http://dx.doi.org/10.1109/access.2020.2990389.

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IJAZ, F., and W. ASLAM. "Identification of Dependencies in Task Allocation during Distributed Agile Software Development." SINDH UNIVERSITY RESEARCH JOURNAL -SCIENCE SERIES 51, no. 01 (March 12, 2019): 31–36. http://dx.doi.org/10.26692/sujo/2019.01.07.

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Hekmati, Valiollah, and Abbas Rezaiee. "A New Framework with less Ceremony for Distributed Agile Software Development." International Journal of Software Engineering and Its Applications 11, no. 8 (August 31, 2017): 1–6. http://dx.doi.org/10.14257/ijseia.2017.11.8.01.

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Aslam, Waqar, and Farah Ijaz. "A Quantitative Framework for Task Allocation in Distributed Agile Software Development." IEEE Access 6 (2018): 15380–90. http://dx.doi.org/10.1109/access.2018.2803685.

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Lloyd, Domia, Ramadan Moawad, and Mona Kadry. "A supporting tool for requirements change management in distributed agile development." Future Computing and Informatics Journal 2, no. 1 (June 2017): 1–9. http://dx.doi.org/10.1016/j.fcij.2017.04.001.

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Esteki, Mohammad, Taghi Javdani Gandomani, and Hadi Khosravi Farsani. "A risk management framework for distributed scrum using PRINCE2 methodology." Bulletin of Electrical Engineering and Informatics 9, no. 3 (June 1, 2020): 1299–310. http://dx.doi.org/10.11591/eei.v9i3.1905.

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The distributed Agile development approach has been accepted by software companies due to its promised benefits. However, due to the controversial nature of distributed and Agile development, significant challenges arise from spatial, temporal, social, and cultural differences between distributed teams. Scrum, as the most popular Agile methodology, assumes that team members work together in the same room. But this principle does not apply in a realistic scenario where Scrum teams are distributed in different locations. Hence, proposing a risk management framework is necessary in order to succeed such teams. The purpose of this research was to propose a risk management framework in Scrum using the PRINCE2 methodology, which includes the perceived risks in distributed Scrum projects and their causes and roots for managing these risks. By embedding distributed Scrum in delivery layer of PRINCE2 and considering perceived risk factors, along with a hybrid model, a risk management framework was suggested. This framework has been used in a case study, and the results showed its proper functionality in detecting and eliminating potential risks in the case under study. Also, using this framework led to higher team efficiency in terms of increasing the number of completed user stories in each sprint.

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Kevin Sungkur, Roopesh, and Mayvin Ramasawmy. "Knowledge4Scrum, a novel knowledge management tool for agile distributed teams." VINE 44, no. 3 (August 5, 2014): 394–419. http://dx.doi.org/10.1108/vine-12-2013-0068.

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Purpose – The purpose of this paper is to propose Knowledge4Scrum, a novel knowledge management tool for agile distributed teams. Agile software development (ASD) refers to a group of software development methodologies based on iterative development, where requirements and solutions evolve through collaboration between self-organizing cross-functional teams. The two most widely used methodologies based on the agile philosophy are scrum and extreme programming. Whichever methodology is considered, agile teams usually consist of few members and are collocated under the same roof. However, nowadays, agile practices for distributed development are gaining much momentum. The main reasons behind such practice are cheaper skilled labour, minimizing production cost, reducing time to market and increasing the quality and performance of projects. Along with the benefits obtained through globally distributed development, there are, however, many difficulties faced by various organisations. These problems are caused mostly due to distance, time and cultural differences. To meet up with the level of complexity of projects, ASD also has to keep up with many challenges, especially in cases of distributed teams. Four major challenges have been identified. First, the introduction of global software development entails a number of difficulties, especially related to knowledge sharing. For instance, lack of transparency is frequently observed within such teams, whereby a team member is totally unaware of the activities of his/her colleagues. Second, the unavailability of team members due to time zone differences adds up to the list of problems confronted by distributed teams. Third, there can be misunderstanding amongst the team member due to communication problems, especially in cases where the mother language of the team members is different. Fourth, a common issue faced by distributed teams is the loss of knowledge when an employee resigns from his/her post. Design/methodology/approach – Based on the main problems outlined above, what has been proposed is Knowledge4Scrum, a novel knowledge management tool for agile distributed teams. Knowledge4Scrum will act as a global repository for knowledge sharing in Scrum distributed teams with the possibility of creating new knowledge through data mining techniques. Valid past projects data have been collected to train and test the data mining models. The research also investigates the suitability of knowledge management in Scrum distributed teams to address the various challenges addressed above. Findings – Knowledge4Scrum supports the four knowledge management processes, namely, knowledge creation/acquisition, knowledge storage, knowledge dissemination and knowledge application. It has been found that the aforementioned tool satisfactorily addressed issues of distance, time and cultural differences that crop-up in distributed development teams. Data mining has been the main aspect for the knowledge creation and application processes, whereby new knowledge has been determined by examining and extracting patterns from existing data found in the repository. Originality/value – A major feature of the Knowledge4Scrum tool lies in the knowledge creation and application section, where a number of data mining techniques have been utilised to identify trends and patterns in past data collected. When compared to the COnstructive COst MOdel to estimate project duration, Knowledge4Scrum gives more than satisfactory results. Such functionalities will actually help managers for future project planning and in decision-making.

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Haig-Smith, Timothy, and Maureen Tanner. "Cloud Computing as an Enabler of Agile Global Software Development." Issues in Informing Science and Information Technology 13 (2016): 121–44. http://dx.doi.org/10.28945/3476.

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Agile global software development (AGSD) is an increasingly prevalent software development strategy, as organizations hope to realize the benefits of accessing a larger resource pool of skilled labor, at a potentially reduced cost, while at the same time delivering value incrementally and iteratively. However, the distributed nature of AGSD creates geographic, temporal, socio-cultural distances that challenge collaboration between project stakeholders. The Cloud Computing (CC) service models of Infrastructure as a Service (IaaS), Platform as a Service (PaaS), and Software as a Service (SaaS) are similar to the aspirant qualities of AGSD as they provide services that are globally accessible, efficient, and stable, with lower predictable operating costs that scale to meet the computational demand. This study focused on the 12 agile principles upon which all agile methodologies are based, therein potentially increasing the potential for the findings to be generalized. Domestication Theory was used to assist in understanding how cloud technologies were appropriated in support of AGSD. The research strategy took the form of case study research. The findings suggest that some of the challenges in applying the agile principles in AGSD may be overcome by using CC.

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Stadler, Manuel, Raoul Vallon, Martin Pazderka, and Thomas Grechenig. "AGILE DISTRIBUTED SOFTWARE DEVELOPMENT IN NINE CENTRAL EUROPEAN TEAMS:CHALLENGES, BENEFITS AND RECOMMENDATIONS." International Journal of Computer Science and Information Technology 11, no. 01 (February 28, 2019): 01–18. http://dx.doi.org/10.5121/ijcsit.2019.11101.

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Alzoubi, Yehia Ibrahim, Asif Qumer Gill, and Ahmed Al-Ani. "Empirical studies of geographically distributed agile development communication challenges: A systematic review." Information & Management 53, no. 1 (January 2016): 22–37. http://dx.doi.org/10.1016/j.im.2015.08.003.

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Lauren, Benjamin S. "Mapping the Workspace of a Globally Distributed “Agile” Team." International Journal of Sociotechnology and Knowledge Development 7, no. 2 (April 2015): 45–62. http://dx.doi.org/10.4018/ijskd.2015040104.

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Collaborative activities have become an important consideration of contemporary workspace design, and this is especially in software development companies as teams work to innovate products and customer experiences. Meanwhile, globally distributed virtual teams have also grown more common, but collaborating across time zones presents a new set of challenge to navigate. To address some of these challenges, many organizations are also implementing more agile information design strategies. Architecting user-friendly work environments that support collaboration for globally distributed virtual teams practicing agile methodologies is not a simple task, however. This article reports results from a workplace study of a distributed team of information experience designers at a multinational software company as the team worked through reorganization of their internal processes and workflow. The case study illustrates which environmental design features caused disruptions and contradictions for the team as they participated in project work.

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OLOFSGÅRD, PETTER, AMOS NG, PHILIP MOORE, JUNSHENG PU, CHI BUI WONG, and LEO DE VIN. "DISTRIBUTED VIRTUAL MANUFACTURING FOR DEVELOPMENT OF MODULAR MACHINE SYSTEMS." Journal of Advanced Manufacturing Systems 01, no. 02 (December 2002): 141–58. http://dx.doi.org/10.1142/s0219686702000131.

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To support all phases of an agile modular manufacturing machine life cycle with CAE and Virtual Manufacturing tools, a number of different engineering applications (e.g. specialist software based tools) are typically used for design, simulation, analysis, programming, control and monitoring of a machine. These applications mainly exist today as small applications islands where each of them manages their own data. When a manufacturing machine is designed, simulated, programmed, analyzed, tested, or operated, the information, connected to that specific machine, used and generated by each application island is stored separately by each application. These application islands often use different storage technologies. Each one of the applications has an information structure to separate the information connected to each machine; however, they do not necessarily use the same information structure. Another issue concerning these applications is the functionality that is implemented in them to manage information; namely, processes such as store, retrieve, search, permissions, etc. The functionality for one process is the same in all applications that has the process implemented. But the implementation of the process functionality may differ, due to misinterpretation of the functionality specification and regular implementation bugs, which could lead to problem with integrity and consistency of the data. Applications that make use of newer information technologies, such as databases and software development tools can simplify the implementation of the functionality but each application still has to implement their own version of the functionality. This paper presents a research investigation focused on the development of a distributed integration platform that supports the whole life cycle of agile modular machine systems, which includes the design, simulation, programming, analysis, machine operation and re-configuration. The environment supports distributed management and storage of information in a system-wide library, information management and storage that is machine oriented, not application oriented, and information storage structured as reusable components to enable reuse of information and know-how that is produced throughout the life cycle of machines.

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Zhang, Wei, Yan Xu, and Xin Fa Dong. "Design and Implementation of the Agile Supply Chain Information Sharing Platform in Steel Industry based on Service-Oriented Architecture and Web Service." Advanced Materials Research 505 (April 2012): 75–81. http://dx.doi.org/10.4028/www.scientific.net/amr.505.75.

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Agile supply chain management is becoming an important subject in steel business management and technological innovation in China. Through researching on agile supply chain management in Iron and steel enterprises, advices and schemes are proposed which will accelerate the development of Chinese steel industry, enhance its market responsiveness and competitiveness, and help it obtains cost advantage. In this work, we apply Service-Oriented Architecture and Web Service technology into the agile supply chain management system in steel industry, and build agile supply chain information sharing platform which is based on Web Service, so the system will achieve data sharing and operation sharing, so as to achieve applications that is cross-platform, cross-system and high multiplexing distributed.

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Paramartha, Mohammad Anggasta. "Isu Kebutuhan Teknis dalam Pengembangan Perangkat Lunak Terdistribusi Agile." Masyarakat Telematika Dan Informasi : Jurnal Penelitian Teknologi Informasi dan Komunikasi 8, no. 1 (March 8, 2018): 31. http://dx.doi.org/10.17933/mti.v8i1.101.

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Ada dua pendekatan pengembangan perangkat lunak dan kombinasi dari kedua pendekatan tersebut menjadi bahan yang menarik banyak minat komunitas riset akhir-akhir ini. Kedua pendekatan dimaksud yaitu pengembangan perangkat lunak metode Distributed/Global, yang digunakan untuk lokasi yang tersebar secara geografis, serta pengembangan perangkat lunak metode Agile, yang dapat dengan mudah beradaptasi terhadap perubahan lingkungan dan kebutuhan. Kombinasi kedua pendekatan tersebut menjadi tantangan karena banyak karakteristik yang saling bertentangan. Dalam tulisan ini, diamati proses komunikasi yang berhasil antara dua daerah yang berjauhan, utamanya terkait kebutuhan dalam pengembangan perangkat lunak agile distributed. Penelitian ini merupakan studi kasus di Cegeka, sebuah perusahaan TIK milik Belgia yang memiliki cabang di Belanda dan Rumania. Daerah Belanda dan Rumania telah mencoba praktik agile global software development, namun pemahaman akan kebutuhannya belum sama. Peningkatan kesadaran akan visi produk dan visi perusahaan melalui komunikasi terkait kebutuhan antara Analis Bisnis dan Scrum Master adalah tantangan utama yang ingin disampaikan makalah ini. Namun, karena terbatasnya informasi terkait bagaimana Scrum Master dan Analis Bisnis dari Cegeka berkomunikasi, penelitian ini tidak dapat memberikan jawaban yang sangat spesifik namun solusi umum dan praktik terbaik. Meskipun demikian, hal ini menjadi titik awal yang baik untuk meningkatkan komunikasi terkait kebutuhan dalam proses pengembangan perangkat lunak agile distributed antara Rumania dan Belanda di Cegeka.

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Papadopoulos, Georgios. "Moving from Traditional to Agile Software Development Methodologies Also on Large, Distributed Projects." Procedia - Social and Behavioral Sciences 175 (February 2015): 455–63. http://dx.doi.org/10.1016/j.sbspro.2015.01.1223.

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Paasivaara, Maria, and Casper Lassenius. "Communities of practice in a large distributed agile software development organization – Case Ericsson." Information and Software Technology 56, no. 12 (December 2014): 1556–77. http://dx.doi.org/10.1016/j.infsof.2014.06.008.

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Belsis, Petros, Anastasios Koutoumanos, and Cleo Sgouropoulou. "PBURC: a patterns-based, unsupervised requirements clustering framework for distributed agile software development." Requirements Engineering 19, no. 2 (May 24, 2013): 213–25. http://dx.doi.org/10.1007/s00766-013-0172-9.

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Drury-Grogan, Meghann L. "The Changes in Team Cognition and Cognitive Artifact Use During Agile Software Development Project Management." Project Management Journal 52, no. 2 (January 24, 2021): 127–45. http://dx.doi.org/10.1177/8756972820960301.

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This study examines changing team cognition and cognitive artifact use as agile software development iterations progress to better understand team member interactions. The four case studies conducted observed the distributed cognition on the team changing from planning, managing, developing, and concluding tasks in iterations to deliver working functionality. Cognitive artifacts used throughout the iteration also changed. This study provides a clearer understanding of how and when team cognition and artifact use change as agile software development teams use artifacts to manage projects. Interactions between team members and artifacts move from individual to social interactions as the iteration progresses with frequent, short, continuous communication and interactions.

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Mohammad R. Kabli, Mohammad R. Kabli. "Improve the Information Technology Infrastructure at Saudi Airlines (SAUDIA) by Adapting and Implementing Agile Project Management Methodology." journal of King Abdulaziz University Engineering Science 30, no. 2 (June 2, 2019): 25–34. http://dx.doi.org/10.4197/eng.30-2.3.

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This study aimed to introduce an adapted and applied Agile methodology for the Information Technology (IT) teams working at Saudi Arabian Airlines SAUDIA. The research methodology has been based on the best practices for managing the change as well as executing the managerial practices smoothly. The method development procedures were implemented using the design science research approach including problem identification, designing the proposed methodology and evaluating the case studies. The methodology included several stages, which are preparatory stage, employees' analysis stage, Agile PM methodology selection stage, agile adaptation, agile implantation and developing agility principles for SAUDIA. After that, a questionnaire was distributed amongst the agile team to evaluate their perception of the agile method. Results showed a strong relationship between the implementation of agile methods and performance of IT staff members, where members working according to agile method have better performance compared to those working according to the traditional method. The study recommended gradual adoption of agile method for the entire sectors in the SAUDIA. The study also recommended the need to involve all workers in the process of managing and executing tasks within the company.

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Batra, Dinesh, Debra VanderMeer, and Kaushik Dutta. "Extending Agile Principles to Larger, Dynamic Software Projects." Journal of Database Management 22, no. 4 (October 2011): 73–92. http://dx.doi.org/10.4018/jdm.2011100104.

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The article evaluates the feasibility of extending agile principles to larger, dynamic, and possibly distributed software development projects by uncovering the theoretical basis for agile values and principles for achieving agility. The extant literature focuses mainly on one theory – complex adaptive systems – to support agile methods, although recent research indicates that the control theory and the adaptive structuration theory are also applicable. This article proposes that at least three other theories exist that are highly relevant: transaction cost economics, social exchange theory, and expectancy theory. By employing these theories, a rigorous analysis of the Agile Manifesto is conducted. Certain agile values and principles find theoretical support and can be applied to enhance agility dynamic projects regardless of size; some agile principles find no theoretical support while others find limited support. Based on the analysis and the ensuing discussion, the authors propose a framework with five dimensions of agility: process, design, people, outcomes, and adaptation.

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Bergadano, Francesco, Gianni Bosio, and Stefano Spagnolo. "Supporting Collaboration between Customers and Developers." International Journal of Distributed Systems and Technologies 5, no. 2 (April 2014): 1–16. http://dx.doi.org/10.4018/ijdst.2014040101.

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The traditional, in-house software development process is progressively losing its appeal in favor of distributed, multi-site development: this is mainly due to the well-known advantages of the latter, such as higher productivity and lower costs. However, this practice has also some documented disadvantages that are inherent to distance: geographical, temporal and socio-cultural distances between stakeholders can affect communication, coordination and control activities, thus making collaboration very difficult. This would not immediately look as the ideal scenario for applying Agile methodologies, which definitely rely on continuous collaboration between all stakeholders, including (with a very important role) the customers. This paper analyzes issues related to collaboration between customers and developers in a distributed, Agile setting and proposes a framework that defines practices and tools for handling project information and communication activities.

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MOSHIRPOUR, MOHAMMAD, ABDOLMAJID MOUSAVI, and BEHROUZ H. FAR. "DETECTING EMERGENT BEHAVIOR IN DISTRIBUTED SYSTEMS USING SCENARIO-BASED SPECIFICATIONS." International Journal of Software Engineering and Knowledge Engineering 22, no. 06 (September 2012): 729–46. http://dx.doi.org/10.1142/s0218194012400104.

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Emergent behavior is an important issue in distributed systems' design. Detecting and removing emergent behavior during the design phase will lead to huge savings in deployment costs of such systems. An effective approach for the design of distributed systems is to describe system requirements using scenarios. A scenario, commonly known as a message sequence chart or a sequence diagram, is a temporal sequence of messages sent between system components. However, scenario-based specifications are prone to subtle deficiencies with respect to analysis and validation known as incompleteness and partial description. In this research, a method for detecting emergent behavior of scenario-based specification is proposed. The method is demonstrated and verified using a mine-sweeping robot as an example. Furthermore it has been demonstrated in this paper that scenario-based specifications can be used in agile software development and that the proposed methodologies in this research can be utilized effectively in agile approaches.

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Chaves, Marcirio Silveira, and Azriel Majdenbaum. "Distributed software development in agile projects: a model for the promotion of social interactions." Revista de Gestão e Projetos 11, no. 1 (April 2, 2020): 17–35. http://dx.doi.org/10.5585/gep.v11i1.16165.

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Korkala, Mikko, and Frank Maurer. "Waste identification as the means for improving communication in globally distributed agile software development." Journal of Systems and Software 95 (September 2014): 122–40. http://dx.doi.org/10.1016/j.jss.2014.03.080.

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Shameem, Mohammad, Rakesh Ranjan Kumar, Chiranjeev Kumar, Bibhas Chandra, and Arif Ali Khan. "Prioritizing challenges of agile process in distributed software development environment using analytic hierarchy process." Journal of Software: Evolution and Process 30, no. 11 (July 16, 2018): e1979. http://dx.doi.org/10.1002/smr.1979.

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Remta, Daniel, and Alena Buchalcevova. "Product Owner’s Journey to SAFe®—Role Changes in Scaled Agile Framework®." Information 12, no. 3 (March 3, 2021): 107. http://dx.doi.org/10.3390/info12030107.

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As agile software development methods are spreading through the industry, they are no longer sufficient in their original design. With the increasing adoption by various types and sizes of organizations, these methods are scaled and tailored. The most popular framework for scaling Agile is the Scaled Agile Framework®, registered trademark of Scaled Agile, Inc. Boulder, USA. Some roles originating from the agile methods, such as Product Owner, are part of the framework and are impacted by scaling and tailoring. A Product Owner role is critical to the success of projects in agile environments. This paper aims to describe and discuss the evolution of and changes in Product Owner activities since Agile started to spread in the industry until the current concept of the Product Owner role in the Scaled Agile Framework. By identifying the activities typical of Product Owners outside of the Scaled Agile Framework context and mapping these activities to the Product Owner role description in Scaled Agile Framework, the changes in Product Owner role with respect to time and role specifics in the Scaled Agile Framework are revealed. It was identified that some of the activities previously described for Product Owner are distributed between various roles in the Scaled Agile Framework. In fact, the Product Owner loses the real product ownership in Scaled Agile Framework. The loss of ownership seems connected with the fact that, in the large environments that the Scaled Agile Framework is designed for, it is impossible to cover all required activities by one role using the hierarchical structures with a top-down approach in the Scaled Agile Framework.

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Tang, Dunbing, Li Zheng, Kwai-Sang Chin, Zhizhong Li, Yulan Liang, Xiaojian Jiang, and Changjian Hu. "E-DREAM: A Web-Based Platform for Virtual Agile Manufacturing." Concurrent Engineering 10, no. 2 (June 2002): 165–83. http://dx.doi.org/10.1177/1063293x02010002698.

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In the emerging agile manufacturing paradigm, there is a great need for a flexible and re-configurable IT platform to form virtual enterprises. In this paper, according to the functional requirements of virtual agile manufacturing, a pragmatic Web-based platform entitled “E-DREAM” has been developed to support the virtual enterprising. Firstly, this paper discusses the E-DREAM basic architecture, infrastructure, and the global object model of E-DREAM. Next, based on the information, information interaction, and role classification, the distributed information management and role management in E-DREAM are interpreted, illustrating that the information access visibility level is dependent on the role that an agile partner plays in a VE (Virtual Enterprise). Making use of CORBA-based method, the implementation of wrapping software resources is conducted, which aims at interoperating the remote software resources. In the end, the E-DREAM prototype implementation is presented. Through the E-DREAM architecture development and prototype system implementation, we have come up with a thorough approach for building agile virtual enterprises, configuring and re-configuring working platforms for different agile partners.

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Baschin, J., T. Huth, and T. Vietor. "CONTEXT-SPECIFIC AGILE PROCESS DESIGN TO SUPPORT THE PLANNING OF PRODUCT DEVELOPMENT PROJECTS." Proceedings of the Design Society: DESIGN Conference 1 (May 2020): 491–500. http://dx.doi.org/10.1017/dsd.2020.109.

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AbstractModern products are often developed in local distributed teams involving various engineering domains. As a result, product development processes are characterized by a high degree of complexity and individuality. However, the project context is often not integrated into the project planning, which can lead to uncertainties in the processes. In addition, reflection does not take place adequately in process execution. Therefore, this paper presents a concept for agile process design that enables reducing uncertainties based on context-specific reflections and adapting the processes.

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Hofmann, Constantin, Sebastian Lauber, Benjamin Haefner, and Gisela Lanza. "Development of an agile development method based on Kanban for distributed part-time teams and an introduction framework." Procedia Manufacturing 23 (2018): 45–50. http://dx.doi.org/10.1016/j.promfg.2018.03.159.

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Journal articles on the topic 'Distributed Agile Development'

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