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This question explores how Agile teams can handle technical debt (quick fixes that may cause future issues) while delivering fast, without compromising long-term product quality. It seeks practical strategies and ways to measure success.
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Agile teams balance technical debt and rapid delivery by:
1. Treating debt as backlog items: Prioritizing and addressing it within sprints.
2. Integrating quality into each sprint: Refactoring, code reviews, and automated testing are core.
3. Maintaining a strict "Definition of Done": Enforcing quality standards with each delivery.
4. Ensuring transparency: Communicating debt's impact to stakeholders.
5. Employing automation: Using tools to monitor and manage debt efficiently.
This proactive approach allows for quick iterations while maintaining long-term product health.
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¿cuáles son las Metodologías Ágiles para la Gestión de RRHH?
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Le sugiero que visite www.scaledagileframework.com y lea algunos de sus artículos sobre la aplicación de métodos ágiles a la gestión de recursos humanos.
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Call for Chapters EDITED VOLUME IN EMERALD PUBLISHING
Future-Proof: Innovative Approaches to Management and Digital Transformation in Modern Business
Important Dates:
  • Submission of Chapter Proposals: November 30, 2024
  • Full Chapter Submission Due: February 15, 2025
  • Revisions Due: April 15, 2025
  • Publication: Q4 2025
Editors:
Dr. Miltiadis D. Lytras, PhD
  • Affiliations: Effat University, Kingdom of Saudi Arabia; Deree College - The American College of Greece, Greece;
  • Biography: Dr. Miltiadis D. Lytras is an expert in advanced computer science, management, and knowledge management. He has co-authored over 120 high-impact factor papers and has edited more than 100 volumes/books on topics like digital transformation, smart cities, and technology-enabled innovation.
Dr. Andreea Claudia Șerban, PhD
  • Affiliations: Professor at the Department of Economics and Economic Policies, Faculty of Theoretical and Applied Economics; Director of Doctoral School of Economics, Bucharest University of Economic Studies.
  • Biography: Professor Andreea Claudia Șerban holds a PhD in Economics and has an extensive publication record in sustainable development, knowledge economy, and demographic issues. She serves as Associate Editor for international journals and has contributed significantly to economic research.
Dr. Patricia Ordóñez de Pablos
  • Affiliation: Facultad de Economia y Empresa, Universidad de Oviedo, Spain
  • Biography: Dr. Patricia Ordóñez de Pablos is a professor specializing in knowledge management, healthcare, and technological disruption. She has published over 125 papers and 35 books and holds editorial roles in various high-impact journals.
Dr. Afnan Alkhaldi
  • Affiliation: Arab Open University - Kuwait Branch
  • Biography: Dr. Afnan Alkhaldi is an expert in smart cities, eGovernance, and operational efficiencies, with nearly a decade of experience, and has contributed significantly to Kuwait's smart city projects, including Al-Hareer City.
Dr. Sawsan Malik
  • Affiliation: Assistant Professor, Arab-Open University - Kuwait Branch
  • Biography: Dr. Sawsan Malik specializes in smart city management, circular economy, and digital transformation, serving as a peer reviewer for numerous esteemed academic journals.
Introduction to the Theme
The digital era has transformed business operations and management practices, necessitating innovative strategies to stay competitive. This book explores how digital transformation reshapes modern management, leveraging advanced technologies, AI, and sustainable practices to drive business performance and growth.
Objectives of the Book
  1. Understand Modern Management in the Digital Era: Explore how management theories and practices adapt to the digital age.
  2. Identify Key Digital Transformation Strategies: Examine how emerging technologies, AI, and Big Data enhance business operations.
  3. Present Case Studies and Best Practices: Provide real-world insights into successful digital transformation initiatives.
  4. Discuss Future Trends and Ethical Considerations: Analyze the impact of future technologies on sustainable business practices.
Indicative Topics and Sections
Section 1: Foundations of Modern Management
  • Overview of Modern Management Theories: Examine the evolution and current trends in management theory, highlighting the shift towards more agile and digitally-focused strategies.
  • Principles of Effective Leadership in a Digital Era: Discuss the key qualities and practices of successful leaders who navigate and drive digital transformation.
  • Cultural Change and Digital Transformation: Explore how organizational culture influences and is influenced by digital transformation initiatives.
  • Strategic Planning and Execution in the Digital Age: Analyze the strategic planning process and how it must adapt to incorporate digital technologies effectively.
Section 2: Enhancing Business Performance with Technology
  • Leveraging Big Data and Analytics: Detail how big data and analytics drive business intelligence and performance.
  • Innovations in Customer Relationship Management: Discuss technological advancements that enhance customer engagement and retention strategies.
  • Digital Marketing and Social Media Integration: Explore integrating digital marketing strategies and social media for enhanced brand presence and user engagement.
  • Operational Efficiency Through Automation: Examine the role of automation and AI in improving operational processes and efficiencies.
Section 3: Digital Transformation Strategies
  • Blueprint for Digital Transformation: Provide a step-by-step guide for planning and executing a digital transformation strategy.
  • Technology Adoption and Integration Challenges: Explore common hurdles in adopting new technologies and strategies to overcome them.
  • Case Studies: Successful Digital Transformations: Present multiple case studies from various industries where digital transformation has led to substantial business growth and innovation.
  • Measuring the Impact of Digital Initiatives: Discuss methods for assessing the effectiveness and ROI of digital transformation efforts.
Section 4: Future Trends and Sustainability
  • Emerging Technologies and Their Business Implications: Predict future technological trends and their potential impacts on business strategies.
  • Sustainability and Ethics in Digital Business: Explore how businesses can pursue digital growth while maintaining ethical practices and promoting sustainability.
  • Building Resilient Business Models: Offer insights on creating adaptable and resilient business models that can withstand technological shifts.
  • Leadership in a Future Shaped by AI: Consider the evolving role of leadership as artificial intelligence becomes a central player in business strategies.
Submission Guidelines
Interested authors are invited to submit a two-page chapter proposal outlining the chapter's goals, methodology, and expected outcomes by November 30, 2024. Full chapters are due by February 15, 2025. All submissions will undergo a double-blind peer-review process.
Contact Information
We look forward to receiving your contributions to this insightful volume on innovative approaches to management and digital transformation.
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I am willing to cooperate.
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What is Agile Backward Design?
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Agile Backward Design is a strategic approach that combines principles from Agile methodology with backward design, primarily used in instructional design, project planning, and product development. This hybrid approach focuses on defining clear end goals or outcomes first, then working backward to plan the steps necessary to achieve them, while staying flexible and responsive to change throughout the process. Here's a breakdown of how it works:
  1. Define the End Goals (Backward Design): Just like in traditional backward design, the process starts with a clear understanding of the desired outcomes or goals. This might include learning objectives, project deliverables, or user needs, depending on the context. For example, in instructional design, the end goals could be specific learning outcomes students need to master.
  2. Identify Essential Steps and Assessments: After establishing the end goals, the next step is to identify the assessments, tasks, or milestones that will indicate progress toward these outcomes. In Agile Backward Design, these are framed within "user stories" or "learning stories" that help guide each stage.
  3. Iterative Planning and Sprints (Agile Methodology): Instead of following a linear progression, Agile Backward Design is iterative. The project or instructional content is broken down into smaller, manageable parts (like sprints) that can be developed, tested, and refined in cycles. Each sprint moves the project closer to the end goal, allowing for regular adjustments based on feedback and changes in requirements.
  4. Continuous Feedback and Improvement: Agile emphasizes adaptability, so Agile Backward Design incorporates regular feedback loops. Whether it's feedback from users, team members, or participants (e.g., learners in an educational context), this input helps refine the approach and make adjustments before the next iteration.
  5. Alignment with End Goals: Throughout the process, the team consistently checks each iteration against the original goals to ensure alignment. Agile Backward Design aims to deliver a final product that effectively meets the initial objectives but is also enhanced through continuous feedback and adjustment.
This approach is particularly useful in environments where requirements may evolve, or where user needs and expectations might change during development. Agile Backward Design is thus an adaptable framework, allowing teams to stay focused on ultimate goals while remaining responsive to new insights and shifting conditions.
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Agile methods have been widely used in Software Development projects. Therefore, I would find published work on applying these methods to infrastructure projects.
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To effectively integrate cutting-edge technologies, consulting management can adopt several strategic approaches that leverage advanced tools and methodologies. Here are a few examples:
Assessing Needs and Capabilities
Consultants should begin with a thorough needs assessment to identify inefficiencies and areas for improvement within client organizations. This involves analyzing current processes and determining how technologies like AI, blockchain, and IoT can enhance operations.
Tailored Technology Solutions
Once needs are identified, consultants can implement tailored solutions that align with the client's strategic goals. For instance, deploying cloud-based ERP systems can centralize operations, improving coordination and reducing costs 2. Additionally, integrating AI for predictive analytics allows businesses to make informed decisions based on data-driven insights.
Training and Support
Consulting firms must provide comprehensive training and support to ensure that employees can effectively utilize new technologies. This includes conducting workshops and offering resources that enhance proficiency in advanced tools.
Utilizing Collaboration Tools
Effective communication is crucial during the integration process. Consultants can leverage collaboration tools such as video conferencing, project management software, and virtual whiteboards to facilitate seamless interactions among team members and clients.
Continuous Monitoring and Adaptation
Post-implementation, it is essential to monitor the effectiveness of the integrated technologies and adapt strategies as needed. This ensures that the solutions remain relevant and continue to meet evolving business needs.
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School effectiveness and teacher engagement
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By encouraging open communication, adaptability, and continuous feedback, agile leaders create a culture where teachers feel valued and supported, ultimately enhancing their motivation and effectiveness.
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Does Wolfram Alpha use critical rationalism?
"Sir Karl Popper’s critical rationalism – a philosophy in the fallibilist tradition of Socrates, Kant and Peirce – is applied systematically to illuminate the values and principles underlying contemporary software development. The two aspects of Popper’s philosophy, the natural and the social, provide a comprehensive and unified philosophical basis for understanding the newly emerged 'agile' methodologies. It is argued in the first four sections of the paper – Philosophy of Science, Evolutionary Theory of Knowledge, Metaphysics, and The Open Society – that the agile approach to software development is strongly endorsed by Popper’s philosophy of critical rationalism. In the final section, the relevance of Christopher Alexander’s ideas to agile methodologies and their similarity to Popper’s philosophy is demonstrated"( https://link.springer.com/chapter/10.1007/11787181_26#citeas ).
Northover, M., Boake, A., Kourie, D.G. (2006). Karl Popper’s Critical Rationalism in Agile Software Development. In: Schärfe, H., Hitzler, P., Øhrstrøm, P. (eds) Conceptual Structures: Inspiration and Application. ICCS 2006. Lecture Notes in Computer Science(), vol 4068. Springer, Berlin, Heidelberg. https://doi.org/10.1007/11787181_26
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Critical Rationalism in Computer Programming: A Subtle but Crucial Influence
Critical rationalism is likely more implicitly embedded in the practices of computer programming than explicitly recognized. While programmers may not consciously invoke Popperian philosophy, the core principles of the discipline align closely with its tenets.
How Critical Rationalism Manifests in Programming
  1. Hypothesis Testing (Problem Solving):Every program starts as a hypothesis about how to solve a problem. Programmers continually test their hypotheses through coding, debugging, and unit testing. Incorrect outputs or unexpected behavior lead to falsification of the initial hypothesis.
  2. Iterative Development:Agile methodologies, prevalent in software development, echo the iterative nature of critical rationalism. Each sprint or iteration involves creating a minimal viable product (MVP), testing it, and refining based on feedback.
  3. Refactoring and Optimization:Continual improvement of code is akin to refining a theory based on new evidence. Code is restructured and optimized to enhance efficiency and maintainability, reflecting a pursuit of better solutions.
  4. Debugging and Error Correction:Identifying and fixing bugs is a core aspect of programming, mirroring the process of eliminating falsified statements. Programmers often employ a systematic approach to isolate and correct errors, similar to scientific experimentation.
  5. Peer Review and Code Review:Critical evaluation of code by peers is essential for improving quality. This process resembles the scrutiny of scientific theories by the community.
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Hello All,
it has been a while searching for a good topic to Agile, and also i need topic that can do a real impact in agile field?
any recomendation ?
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A few
1. **Agile Transformation and Change Management**:
- Examine the challenges and best practices for successfully implementing Agile methodologies in organizations that are transitioning from traditional waterfall approaches.
- Investigate the role of change management in driving Agile adoption and overcoming organizational resistance.
2. **Agile and Distributed/Remote Teams**:
- Explore the impact of remote and distributed work on Agile practices, and identify effective strategies for maintaining Agile principles and collaboration in such environments.
- Analyze the tools, communication techniques, and management approaches that enable Agile teams to function effectively across geographical and time zone boundaries.
3. **Scaling Agile Frameworks**:
- Assess the effectiveness and adaptability of Agile scaling frameworks (e.g., SAFe, LeSS, Nexus) in large-scale, enterprise-level environments.
- Identify the challenges and best practices for scaling Agile practices while maintaining the core principles of the Agile manifesto.
4. **Agile Metrics and Performance Measurement**:
- Develop a comprehensive framework for measuring and evaluating the success of Agile projects and initiatives.
- Investigate the use of Agile metrics in decision-making, continuous improvement, and demonstrating the value of Agile practices.
5. **Agile and Cybersecurity**:
- Explore the integration of Agile methodologies with secure software development practices, such as DevSecOps.
- Analyze the impact of Agile approaches on the ability to address emerging cybersecurity threats and vulnerabilities.
6. **Agile and Sustainability**:
- Examine the intersection of Agile principles and sustainable business practices, such as environmental sustainability, social responsibility, and ethical decision-making.
- Investigate how Agile methods can be leveraged to promote sustainable development and drive positive environmental and social impact.
7. **Agile and Artificial Intelligence/Machine Learning**:
- Explore the integration of Agile practices with the development of AI and machine learning-powered systems.
- Identify the challenges and best practices for applying Agile methodologies in the context of data-driven, AI-enabled software development.
Good luck; partial credit AI. Let me know if you need elaboration
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details of agile diagrams in a flow chart
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Agile diagrams can be used to visualize and communicate various aspects of the Agile software development process. One commonly used Agile diagram is the Agile workflow or process flow chart. Here's an example of an Agile workflow flowchart:
```
+--------------+
| Product Owner|
+--------------+
|
| Defines
v
+---------------+
| Product Backlog|
+---------------+
|
| Prioritizes
v
+---------------+
| Sprint Planning|
+---------------+
|
| Commits to
v
+---------------+
| Sprint Backlog|
+---------------+
|
| Develops
v
+---------------+
| Sprint Development|
+---------------+
|
| Demonstrates
v
+---------------+
| Sprint Review|
+---------------+
|
| Retrospects
v
+---------------+
| Sprint Retrospective|
+---------------+
|
| Starts Next
v
+---------------+
| Sprint Planning|
+---------------+
```
This flowchart depicts the typical Agile workflow, including the following key elements:
1. **Product Owner**: Responsible for defining the product requirements and prioritizing the product backlog.
2. **Product Backlog**: A list of all the features, requirements, and enhancements that need to be implemented.
3. **Sprint Planning**: The process where the team plans the upcoming sprint, committing to a set of tasks from the product backlog.
4. **Sprint Backlog**: The set of tasks the team has committed to completing during the current sprint.
5. **Sprint Development**: The actual development work carried out by the team during the sprint.
6. **Sprint Review**: A meeting where the team demonstrates the completed work to the stakeholders.
7. **Sprint Retrospective**: A meeting where the team reflects on the past sprint and identifies areas for improvement.
This flowchart illustrates the iterative and incremental nature of the Agile development process, with the team continuously planning, developing, reviewing, and improving their work.
Other Agile diagrams that can be useful include:
- Kanban board: Visualizes the workflow and the progress of tasks through different stages of development.
- Burn-down chart: Tracks the remaining work to be completed during a sprint or the project as a whole.
- Feature roadmap: Depicts the planned release of features over time.
- User story mapping: Organizes user stories into a hierarchy to better understand the product's functionality.
Hope it helps! Partial credit AI Atta Gyamfi Ernest
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how it works
tools and techniques
diagrams
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UMLs are a big part. I like using Excalidraw for UMLs.
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research
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yes
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Hint: Explore how good Leader-Member Exchange (LMX) can positively impact organizational culture by fostering strong leader-subordinate relationships. Discuss its relevance in the context of Agile environments, emphasizing the importance of collaboration, trust, and flexibility in achieving Agile goals. Highlight specific ways in which LMX principles align with Agile principles and contribute to a culture of continuous improvement and adaptability
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Good Leader-Member Exchange (LMX) is a dynamic leadership theory that emphasizes the unique relationship between a leader and each member of their team. In the context of organizational cultural requirements, LMX plays a crucial role in fostering a positive work environment. LMX theory suggests that leaders form differentiated relationships with their team members based on trust, respect, and mutual understanding.
In an Agile environment, where adaptability, collaboration, and quick responses to change are paramount, Good LMX is especially relevant. Agile methodologies emphasize the value of individuals and interactions over processes and tools, and LMX aligns seamlessly with this principle. A leader practicing Good LMX in an Agile setting ensures that each team member feels valued, understood, and empowered.
In Agile teams, where self-organizing groups are encouraged, LMX becomes the foundation for building strong interpersonal connections. Leaders who embrace Good LMX are better equipped to recognize and leverage the unique strengths of each team member. This individualized approach enhances communication, collaboration, and overall team performance. Furthermore, it encourages a positive organizational culture by promoting a sense of belonging and shared purpose among team members.
The agility of an organization is deeply intertwined with the quality of relationships within the team. Good LMX contributes to an open and transparent culture where feedback is constructive, and everyone feels heard. This fosters an environment where team members are more likely to embrace change, take risks, and contribute innovative ideas.
Good Leader-Member Exchange is indeed a solution to various organizational cultural requirements, and its application in an Agile environment is particularly beneficial. By emphasizing individualized relationships, trust, and collaboration, LMX contributes to creating a work culture that is adaptable, innovative, and supportive—a culture that is essential for thriving in the dynamic landscape of Agile methodologies.
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Agile marketing constitutes both a disciplined approach and a mindset, whereas marketing agility represents a quality and feature within a marketer or a department.
Do you agree with that?
هل هناك فرق بين رشاقة التسويق و التسويق الرشيق؟
يرى البعض ان التسويق الرشيق نهجًا منضبطًا وعقلية، في حين تمثل الرشاقة التسويقية جودة وميزة داخل المسوق أو القسم.
هل يتفق مع ذلك؟
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Marketing agility and agile marketing are two closely related concepts that often cause confusion due to their similar names. However, they represent distinct approaches within the dynamic realm of marketing.
Marketing agility refers to an organization's overall ability to adapt quickly and effectively to changes in the market environment. It involves cultivating a flexible and responsive mindset across the entire marketing ecosystem, from strategy to execution. Marketing agility emphasizes staying attuned to market trends, customer behaviors, and emerging technologies, enabling businesses to make timely adjustments to their campaigns and strategies.
On the other hand, agile marketing specifically refers to the application of agile principles and methodologies, commonly associated with software development, to the marketing process. Agile marketing involves breaking down marketing tasks into smaller, manageable increments called sprints, fostering collaboration among cross-functional teams, and regularly reassessing and adjusting strategies based on feedback and data.
In essence, while marketing agility addresses the broader organizational adaptability, agile marketing is a tactical approach that employs agile methodologies to enhance the efficiency and responsiveness of individual marketing initiatives. Both concepts are crucial in navigating today's fast-paced business landscape, ensuring that marketing efforts remain aligned with evolving market dynamics and customer needs.
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ما هي العلاقة بين إدارة الموارد البشرية الرشيقة والترشيق الوظيفي؟
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Agile human resources management (HRM) and job downsizing are two concepts that, at first glance, might seem contradictory. However, when examined closely, an agile approach in HRM can play a crucial role in mitigating the negative impacts of job downsizing and fostering resilience within an organization.
Agile HRM is a methodology that emphasizes flexibility, adaptability, and responsiveness in managing human capital. It is rooted in the principles of the Agile Manifesto, originally designed for software development but increasingly applied to various business functions. In the context of HRM, agility involves quick responses to changing organizational needs, continuous feedback, and collaboration.
When organizations face the challenging decision of job downsizing, an agile HRM approach becomes essential. Instead of viewing downsizing as a one-time event, agile HRM treats it as an ongoing process with a focus on employee well-being and organizational sustainability. Agile HRM enables organizations to reorganize and redistribute resources efficiently, minimizing the negative impact on remaining employees and maintaining productivity.
One key aspect of agile HRM in the context of downsizing is effective communication. Clear and transparent communication is crucial to ensure that employees understand the reasons behind downsizing, the criteria for selection, and the support available to those affected. Additionally, agile HRM involves creating a culture of continuous learning and development, allowing employees to acquire new skills that align with evolving organizational needs.
Moreover, agile HRM facilitates the identification and retention of top talent, ensuring that the organization retains the skills essential for its long-term success. By fostering a culture of adaptability and continuous improvement, agile HRM helps employees navigate the changes brought about by downsizing, contributing to increased job satisfaction and employee morale.
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I am PHD student in USM,I am researching about agile management,but I cannot find the scales of agile management anymore,who can send somes about agile management,best appreciation!
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Few commonly recognized scales of agile management:
1. Team Level: Agile practices are typically implemented at the team level. This involves adopting frameworks like Scrum or Kanban, where teams work in short iterations or sprints, collaborate closely, and focus on delivering incremental value. Daily stand-up meetings, backlog management, and sprint planning are common practices at this scale.
2. Program Level: At the program level, multiple teams or workstreams coordinate their efforts to deliver a larger product or solution. Practices like Agile Release Trains (ART) in SAFe (Scaled Agile Framework) or Nexus in Nexus Framework are used to align and synchronize the work of multiple teams. Program-level ceremonies, backlog refinement, and cross-team collaboration become important.
3. Portfolio Level: Agile management can also be applied at the portfolio level to manage a collection of projects or initiatives. Practices like Lean Portfolio Management (LPM) in SAFe or other portfolio management frameworks help align projects with strategic goals, prioritize investments, and optimize resource allocation. Agile portfolio management focuses on value delivery, risk management, and strategic alignment.
4. Organizational Level: Agile management can extend to the entire organization, transforming how work is done and how the organization operates. This often involves adopting agile values and principles beyond individual teams and incorporating them into organizational culture, structure, and processes. Agile scaling frameworks like SAFe, LeSS (Large-Scale Scrum), or DAD (Disciplined Agile Delivery) provide guidance for scaling agile practices at the organizational level.
They can be further customized or combined based on the organization's size, complexity, and goals.
Hope it helps
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System and Application Software are Obsolete! Sooner or later. Do you agree?
Note: We will address several questions related to this issue.
The Next Question: What is an alternative?
fuse is a standard device found in any electrical system. Examples include a home, an automobile, a power tool, and many more. The fuse is common and comes in a relatively small variant of the required application and the amperage or load the fuse is expected to carry. For a particular application and load, fuses are typically interchangeable. If the FUSE fails, the circuit is open and will not conduct electricity. Plug in a new fuse, and the circuit is complete and resumes operation.
How many software programs are there in the world? Joseph Newcomer, Former Chief Software Architect (1987–2010) and Author have 14.7K replies and 3.7M answer views. Billions. Probably not trillions. But certainly, more than hundreds of millions. Some are one line long. Some are a hundred million lines long. And everything in between.
These software programs have insidious problems, such as:
• Lack of reliability.
• Lack of stability/unstable
• Excessively costly (billions) to build, purchase, and operate.
• Brittle
• Software projects continue to fail at an alarming rate.
This data immediately prompts two questions:
1. Is it a problem with the project methodology or how organizations administer software engineering projects?
2. Is it a problem with the quality of software engineers available within the marketplace?
There is plenty of blame; however, these are not the root causes of the failings of contemporary software applications and software products.
The problems are manifold:
1. Every software solution must be targeted for an operating platform, and invariably, a software engineer or team of engineers must build out not only the functional capabilities of the software but also must deliver the plumbing of the software itself. The multitude of questions must be addressed at the commencement of a software engineering project:
a. How does information move within the application?
b. What algorithms and patterns will be used, and which will be avoided?
c. How do different components interact?
d. Is there a need for a message bus?
e. Will the application employ services?
f. How is information stored, retrieved, rendered, reported, and transmitted to consumers of other details?
g. What are the performance requirements of the application?
h. What is the mechanism for recovering from routine application failures? Or catastrophic failures?
i. How do we prevent the application from suffering from design constraints that effectively lock the application from evolving to meet changing requirements over time?
j. How can we prepare for inevitable changes in requirements and ensure the integrity of the application across many design changes?
Functional and non-functional requirements must be vetted, and a solution that satisfies these questions and many more is needed. Plus, there needs to be a holistic methodology for efficiently documenting a software application's functional and non-functional requirements, neither at its inception nor throughout its lifecycle. Approaches to writing these requirements are as diverse as the number of software architectures today. For example, FUSE employs a holistic approach to software architecture; software design and applications are simply artifacts of the architecture and design.
We could spend hundreds of pages analyzing the many weaknesses of contemporary software engineering practice, but the purpose of our research is different. The compendium of research into the failures of modern software methods is vast, and each new methodology and technique introduced addresses point solutions to only specific problems and weaknesses in software engineering. Unfortunately, no unified and holistic software approach addresses the issues with prior methods.
One may ask, "How so?" or, "How did we get into this desperate situation?
Unfortunately, this specific line of questioning perpetuates the problem and keeps the software engineering community on the wrong track. The question pre-supposes that minor tweaks to how software is engineered are adequate to "fix" the problems that genius software engineers have bequeathed to our world. We cannot just tweak things as has been tried before. We cannot replace zero methodologies with waterfalls to fix how projects are managed. We need to replace waterfall with agile and get a better outcome.
We have made meaningful advances in Software Engineering in the past 50 years. Waterfall methodology was an essential improvement over the diverse approaches used before Waterfall methods were introduced. Object-Oriented Analysis, which led to Object-Oriented Design and Object-Oriented programming, was a similarly crucial step forward. This object orientation motivated the Gang of Four to introduce their notion of systems of patterns, ushering the concepts of patterns into the contemporary world of software engineering. So pervasive was this concept and so widely adopted that it is unlikely to find any software undertaking that does not employ the idea of patterns today.
However, if this is the case, why are the artifacts of software not improving markedly? Why do we still have failures with alarming frequency across all software projects? Shouldn't we expect more from software projects that employ the correct techniques and methods? However, again, this question needs to be corrected. It assumes that we can adjust a small error here or there and solve the fundamental and conceptual problems of software architecture, software design, and software development. There is little more to be done.
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Dear Sir,
As professional, I respect you but finding scapegoat (translation here) for your own weaknesses does not bode well. I hope, wish and pray for your positive contributions. Let us be nice to one and all.
Good luck!!
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We all know about the advantages of agile software development methodologies, DevOps, and CICD. But, what are the negative impacts and the dark sides/dark corners of such highly accepted and recommended software development practices and mindsets on software engineers’ life?
I am writing a critical white paper on agile software development and need to know some evidence supporting my ideas. I am eager to know any related comments in response to the following questions:
(Q1) What are the negative impacts and the dark side of agile developments on software engineers’ life?
(Q2) Does agile software development put too much pressure on software engineers and developers?
(Q3) What are the equivalents of agile methods in other engineering and science disciplines, such as civil engineering, chemical engineering, and medical science?
(Q4) If there is any equivalent, then how is its popularity and acceptance among the experts in that field?
(Q5) Should software developers refuse to work for employers that enforce agile methodologies?
Please also help me refine the topic and questions to make something useful for the software engineers’ community.
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Better we discuss both pros and cons.
Pros:
1. Flexibility: Agile methodologies, such as Scrum or Kanban, allow for flexibility in adapting to changing requirements and priorities. This enables teams to respond to feedback and incorporate changes more effectively throughout the development process.
Customer Satisfaction: Agile methodologies prioritize continuous customer involvement and feedback. This ensures that the software aligns with customer expectations and delivers value early and frequently, leading to higher customer satisfaction.
2. Faster Delivery: Agile promotes iterative development and shorter development cycles, known as sprints or iterations. This approach enables more frequent software releases and allows for faster delivery of working software.
3. Collaboration and Communication: Agile methodologies emphasize teamwork, collaboration, and face-to-face communication. This fosters better interaction between team members, stakeholders, and customers, leading to improved understanding, transparency, and alignment.
4. Quality Focus: Agile methodologies promote regular testing, integration, and continuous improvement. By incorporating testing and quality assurance throughout the development process, teams can identify and address issues early, resulting in higher software quality.
5. Risk Reduction: Agile projects often have shorter feedback loops, which help identify and mitigate risks early in the development process. Frequent iterations allow for course corrections, reducing the likelihood of major failures or rework later on.
Cons:
1. Lack of Predictability: Agile methodologies can be less predictable compared to traditional, plan-driven approaches. The focus on adaptability and changing requirements can make it challenging to estimate project timelines and deliverables accurately.
2. Resource Management: Agile methodologies rely heavily on collaboration and self-organization, which can place additional demands on team members' time and availability. Balancing resources across multiple projects or tasks can be more complex.
3. Documentation Challenges: Agile methodologies prioritize working software over comprehensive documentation. While this can increase productivity, it may lead to challenges in maintaining detailed documentation, especially for complex or regulated projects.
4. Team Dependency: Agile methodologies rely on close collaboration and cross-functional teams. This dependency can sometimes result in delays or setbacks if team members are unavailable or lack specific skills or expertise.
5. Scalability: Scaling agile practices to large, complex projects or distributed teams can be challenging. Coordinating multiple teams, ensuring consistency, and managing dependencies across teams may require additional effort and coordination.
6. Stakeholder Involvement: Agile methodologies require active and continuous involvement of stakeholders, including customers and product owners. If stakeholders are unavailable or have limited engagement, it can hinder the effectiveness of agile practices.
It is a trade-offs to align the chosen approach with the project's needs and constraints.
Good luck
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Hi, I am Abhinav Ram Kola, a Master's student in Software Engineering at Blekinge Institute of Technology, Sweden. With my supervisor Davide Fucci, I am researching "Customer communication challenges in Agile requirements engineering." The purpose is to understand the challenges in customer communication during requirements engineering in Agile software development companies and develop solutions to address them.
As part of this research, we are would kindly ask you to fill in the following survey.
The total time needed to complete this survey is approximately 15 minutes. The survey data is treated in compliance with the current GDPR regulations.  
Thank you for your help
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Main challenge with their quick response, giving the specific time schedule, very rush with their regular work and some time don't pic up or response email.
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How to build an agile organization in the digital age?
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Prioritize the development process of digital customer engagement.
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This question is posted to find the factors that act as a barrier to the implementation of Enterprise Project Management and to understand how to improve the efficiency of Enterprise Project Management.
#ProjectManagement #Agile #CRIPsector #EnterpriseProjectManagement
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It generally means the same as project management but effectiveness of project management on a large scale or with a big picture.
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We will make our Agile Authoring development platform available to researchers need to collect data through a sophisticated algorithmic decision tree. The license will be free for researchers. Commercial uses will require license fees. The data collected will be yours. Let me know if you want to learn more. john.murphy@mtuitive.com
Agile Author
Starting with existing protocols, best practices and checklists, the Agile Author create electronic versions, called templates. Behavioral logic for decision support, data validation, error checking, and inclusion of dynamic reference material is added through visual commands.
Task: Protocol and data requirement standards development
User: Knowledge Engineer. This is the person who sets the standards for a defined group of users.
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thank you
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What are the possible tailored solutions to multinational companies? Does SAP is ultimate on implementation of agile manufacturing??
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It's really difficult to decide the perfect ERP for your company but still you know that your SOP final specified then its better to go for SAP where as the end user must be maintain the SOP. On the other hand if you tailor the solutions then bespoke is the best solutions and it should be in agile way.
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...
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Wasim Wahid Agile -Scrum is value-based with shorter iterations and Waterfall is schedule-based with clearly estimated costs and plan.
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Dear ladies and gentlemen,
unfortunately I found my at ICED 2023 published papers "IDENTIFICATION AND CLASSIFICATION OF UNCERTAINTIES AS THE FOUNDATION OF AGILE METHODS" and "FURTHER DEVELOPMENT OF THE DESIGN PROCESS FOR HYBRID INDIVIDUAL IMPLANTS" in Research Gate published by Lydia Mika. But she hasn't anything to do with it. She isn't named in the fullpaper or abstract. I am not even named. Please can you check this substitute me with her?
Thank you in advance.
Kind regards,
Martin Pendzik
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My name is Ajay Bandi, and I am a faculty member in the School of CSIS at Northwest Missouri State University. I am requesting your participation in a survey titled "Assessing the Effectiveness of JIRA for Agile Scrum Project Management." I would appreciate your forwarding this email to the appropriate individuals or teams in your organization. The purpose of this survey is to gather data and opinions from industry professionals, academics, and experts in the field of project management regarding the use of JIRA for Agile Scrum methodologies. JIRA has emerged as a popular tool for managing projects in an Agile environment, and this survey aims to assess its effectiveness to support and identify areas for improvement. Your participation in this survey will involve answering questions related to your experiences, opinions, and observations regarding JIRA's utility in Agile Scrum project management. The survey will be conducted online and should take approximately 10-15 minutes to complete. By participating in this survey, you will contribute to academic research and help improve the understanding and implementation of project management tools in Agile environments. Your insights will aid in identifying best practices, potential challenges, and areas for further Agile Scrum project management development. Thank you in advance for considering my request. Your contribution will be immensely valuable, and your expertise will undoubtedly enrich the findings of this survey. Should you have any questions or require further information, please feel free to reach out to me at ajay@nwmissouri.edu Survey Link: https://lnkd.in/gdehy3tS
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JIRA is a widely used project management tool that offers extensive features and functionality for Agile Scrum project management. Here are some aspects to consider when assessing the effectiveness of JIRA for Agile Scrum project management:
  1. Agile Scrum Support: JIRA provides robust support for Agile Scrum methodologies, including Scrum boards, backlogs, sprints, and user stories. It allows teams to easily plan and track their work using Scrum artifacts and promotes collaboration and transparency within the team.
  2. Customization and Flexibility: JIRA offers a high level of customization, allowing teams to tailor the tool to their specific Agile Scrum processes and workflows. It provides customizable issue types, fields, and workflows, enabling teams to adapt JIRA to match their preferred way of working.
  3. Visual Boards and Dashboards: JIRA provides visual boards, such as Scrum boards and Kanban boards, which enable teams to visualize and manage their work in an Agile manner. These boards allow teams to track progress, manage tasks, and facilitate daily stand-ups. Additionally, JIRA offers customizable dashboards that provide real-time visibility into project status, team performance, and key metrics.
  4. Integration and Collaboration: JIRA integrates well with other collaboration tools commonly used in Agile Scrum projects, such as Confluence, Bitbucket, and Slack. This facilitates seamless communication, documentation, and version control within the project team.
  5. Issue Tracking and Management: JIRA excels in issue tracking and management, allowing teams to create, assign, prioritize, and track issues or user stories throughout the project lifecycle. It provides features like issue linking, sub-tasks, attachments, and comments, enabling teams to capture and organize all relevant information and discussions related to each item.
  6. Reporting and Metrics: JIRA offers various reporting capabilities that help teams analyze project progress, team performance, and other key metrics. It provides built-in reports such as burndown charts, velocity charts, and cumulative flow diagrams. Additionally, JIRA allows customization of reports and the creation of dashboards to visualize and share project data.
  7. Scalability and Integration: JIRA is a scalable solution suitable for small to large Agile Scrum projects and can accommodate teams of different sizes. It also offers extensive integration capabilities, allowing teams to connect with other tools and systems they may be using in their Agile Scrum processes.
While JIRA offers numerous benefits for Agile Scrum project management, it is important to consider the specific needs and requirements of your team or organization. It may be beneficial to conduct a thorough evaluation and consider factors such as ease of use, training requirements, cost, and ongoing support before adopting JIRA or any other project management tool.
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Hello all! I am a doctoral student at Capella University and am working on my capstone project. I am looking for participants with five years leadership, experience with any role in the supply chain, and have experience with CPG companies within the United States and at least $10MM in annual revenue. My topic is regarding agility in a sustainable supply chain and I would need an hour of your time via Zoom to complete the data collection. Please let me know if you are interested!
Randy Kuhlman
228-471-7075
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Please contact me at arthonentre@gmail.com
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Dear All,
I'm doing research at Gadjah Mada University, Indoensia. I have to analyze parameter that support for estimating effort in agile / scrum project and develop a model using machine learning. I really need public dataset of software project which are developed by agile / scrum methodology that contain number of sprint, detailed issue, story point, velocity, etc. If any one want to help me, please message me. I'm very grateful for your support.
best regard.
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Question 01: Two Parts
1) Software programs have insidious problems. What & why?
Look ahead.
2) Should we blame the programmers?
The answer: No.
We need to engineer the programs instead of programming them.
How many software programs are there in the world? Joseph Newcomer, Former Chief Software Architect (1987–2010) and Author have 14.7K replies and 3.7M answer views. Billions. Probably not trillions. But certainly, more than hundreds of millions. Some are one line long. Some are a hundred million lines long.
These software programs have insidious problems, such as:
• Lack of reliability.
• Lack of stability/unstable
• Excessively costly (billions) to build, purchase, and operate.
• Brittle
• Software projects continue to fail at an alarming rate.
This data immediately prompts two questions:
1. Is it a problem with the project methodology or how organizations administer software engineering projects?
2. Is it a problem with the quality of software engineers available within the marketplace?
There is plenty of blame; however, these are not the root causes of the failings of contemporary software applications and software products.
The problems are manifold:
(1) Every software solution must be targeted for an operating platform, and invariably, a software engineer or team of engineers must build out not only the functional capabilities of the software but also must deliver the plumbing of the software itself. The multitude of questions must be addressed at the commencement of a software engineering project:
I. How does information move within the application?
II. What algorithms and patterns will be used, and which will be avoided?
III. How do different components interact?
IV. Is there a need for a message bus?
II. Will the application employs services?
VI. How is information stored, retrieved, rendered, reported, and transmitted to consumers of other details?
V. What are the performance requirements of the application?
VI. What is the mechanism for recovering from routine application failures? Or catastrophic failures?
VII. How do we prevent the application from suffering from design constraints that effectively lock the application from evolving to meet changing requirements over time?
VIII. How can we prepare for inevitable changes in requirements and ensure the integrity of the application across many design changes?
(2) Functional and non-functional requirements must be vetted, and a solution that satisfies these questions and many more is needed. Plus, there needs to be a holistic methodology for efficiently documenting a software application's functional and non-functional requirements, neither at its inception nor throughout its lifecycle. Approaches to writing these requirements are as diverse as the number of software architectures today. For example, Fayad's Unified Software Engine (FUSE) employs a holistic approach to Unified and Stable Functional and Non-Functional Requirements Ultimate Design, Unified Software Architecture on-Demand (USA on-Demand); and applications are simply artifacts of the entire lifecycle of the system and application software.
Note: We have a complete in-house course on FUSE and will post a few PowerPoint Presentations and videos related to FUSE soon.
We could spend hundreds of pages analyzing the many weaknesses of contemporary software engineering practice, but the purpose of our research is different. The compendium of research into the failures of modern software methods is vast, and each new methodology and technique introduced addresses point solutions to only specific problems and weaknesses in software engineering. Unfortunately, no unified and holistic software approach addresses the issues with prior methods.
One may ask, "how so?" or "how did we get into this desperate situation? Unfortunately, this specific line of questioning perpetuates the problem and keeps the software engineering community on the wrong track. The question pre-supposes that minor tweaks to how software is engineered are adequate to "fix" the problems that genius software engineers have bequeathed to our world. We cannot just tweak things as has been tried before. We cannot replace zero methodologies with waterfalls to fix how projects are managed. We need to replace waterfall with agile and get a better outcome.
We have made meaningful advances in Software Engineering in the past 50 years. Waterfall methodology was an essential improvement over the diverse approaches used before Waterfall methods were introduced. Object-Oriented Analysis, which led to Object-Oriented Design and Object-Oriented programming, was a similarly crucial step forward. This object orientation motivated the Gang of Four to introduce their notion of systems of patterns, ushering the concepts of patterns into the contemporary world of software engineering. So pervasive was this concept and so widely adopted that it is unlikely to find any software undertaking that does not employ the idea of patterns today.
However, if this is the case, why are the artifacts of software not improving markedly? Why do we still have failures with alarming frequency across all software projects? Shouldn't we expect more from software projects that employ the correct techniques and methods? However, again, this is the wrong question. It assumes that we can adjust a small error here or there.them.
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Thank you for your question.
First of all: My understanding is to separate my questions to:
1) Unanswered Questions
2) Answered Questions by myself
Point (1): I don't know how to separate them.
Point (2): I didn't provide any answers to all my questions
Moment (3): The same questions got thousands in reading and discussion on LinkedIn, and I have no idea what is going on ResearchGate
Issue (4): I posted the questions to get the conversation going and provide answers.
I posted that Software programs have insidious problems clearly, and I would have hoped to hear from the respected researchers on ResearchGate the following:
1) Do you agree with the listed dark sides or not?
2) Justify your answer.
3) What do you think we should or should not do?
I can address the dark side issues and provide better engineering Unified Software Engines instead of programming applications and systems
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I am looking to recruit some skilled talent for an Agile organization with a Safe model. What do you think is the best way to our attract not to be traditional?
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What Topic do you suggest for master thesis with regard to Agile Methodology ? I was thinking of " How organization benefits from applying agile methodology and practices ?
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One topic that is unexplored and urgent in large system development is “The essential challenges of hardware and electronics development organisations when adopting Agile methods”.
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Are flexible organisations agile?
Need your comment on this !
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G'day Vinaytosh,
I am posting four journal papers explaining respectively agility & flexibility, this will help you to clearly identify the two concepts, all the best with your research topic, cheers.
Best wishes,
1. Agility:
Leadership as one of the factors shaping the development of an agile organization
2. Organizational agility: do agile project management and networking capability require market orientation?
3. Flexibility:
Organizational network and strategic business performance: Does organizational flexibility and entrepreneurial orientation really matter?
4. Agility & Flexibility:
Cultivating product innovation performance through creativity: the impact of organizational agility and flexibility under technological turbulence
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For about 10 years, everyone has been concerned with the correct and effective form of organization for companies. Not a day goes by on social media (e.g. LinkedIn) on the transformation of traditional into agile companies. The practitioners shake their heads.
Now the term "adaptive organization" also appears, which at first glance seems to be a feasible form of organization in this VUCA world.
In short: The adaptive organized companies are extremely flexible, adaptable and simply very lively. At the same time, it seems to me that everyone involved in these organizations acts on an equal footing. The companies do not follow any method dogma and do not have a firmly defined organizational model, but live organizational agility and are constantly changing. And at the same time, adaptive organizations always act in a planned and very disciplined manner.
However, some companies also emphasize that there is an intact culture and a strong leader at the top who offers unconditional support and trust.
What experiences have you had with traditional, agile and adaptive organizations? What are the success-critical perspectives and necessities in a transformation?
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You are most welcome Hartmut Kainer . Wish you the best always
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Greetings,
Thank you for giving me some of your time to answer my survey about choosing the right method to manage a project.
#project #agile #iot #project_management #computersciences #ignite #iotmethodology #lean #agility #ITproject #project #IT #gestiondeprojet #agilité #ProjetIoT #scrum #informatique #kanban #xp #projet
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sent via google form
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work generated and involving agile methodologies and flow and planning tools, with mature databases
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Following this project. Because I am about to embark on some agile projects myself.
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i am Phd student, and i want to make my thesis in agile. I just need some ideas in agile topics that recently new and trend these days.
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Scalable agile Management.
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I have a challenge and that is how to evaluate the developer onboarding process in agile teams and which criteria and KPIs must be used in this evaluation.
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- atendiendo a los resultados obtenidos y el clima que se ha desarrollado en el equipo en el proceso de trabajo.
- evaluando el nivel de asunción de la cultural organizacional y la implicación en las tareas.
- analizando la ayuda y colaboración con el resto del equipo.
Puede ser a través de la observación, preguntas frecuentes al resto del equipo y a propio colaborador, con escalas de valoración sobre satisfacción, cohesión grupal, trabajo en equipo, comunicación, relaciones interpersonales. Técnicas proyectivas en general.
saludos, espero que le sea útil
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Hello Community,
I am currently working on my final thesis, in which I would like to look at the requirements perceived by employees with regard to agile work, in order to derive implications for adult education (for example learning support). It seems worthwhile to me to approach the subjective experiences of employees in the course of agile work with the help of the analysis approach of the activity system according to Engeström. In this way, I hope to identify both person-related and condition-related challenges. In this context, I wanted to know which interview questions are useful for an approach to the activity system or have already proven successful. I am looking forward to your tips and ideas - thank you very much.
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Maybe you could use semi-structured interviews as it will enables you to probe further.
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So far world knows agile has emerged from IT/software solution projects. The methodology/ concept of agile is so highly effective that companies now want to explore its scope in managing mechanical product development.
1 biggest challenge i see before even embarking on the concept is, having an agile approach in CAD. A CAD engineer will take several days in general to modify or create a new model. Similarly, FEA/CFD will take days to iterate constraints to reach a solution. This cycle time is too big to go the agile way. How can we break down this work chain and check midway to make sure the progress is in right direction and effort will not need a redo?
Mechanical engineers are orthodox in working pattern so to say. There has been many improvisations and upgrades in CAD software but none in working style or thinking style.
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In CAD, there are ways to simplify and reduce your design time. if you use creo, there is a feature called Skelton concept, with Top-Down and Bottom-Up Design. we are using this concept to reduce the design time. every new design we make few master models, linked with family table and reference. this method reducing more than 75% of our design time. even we can have parametric drawings, no need to make separate drawing for the new design.
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In waterfall, you might have information about your people's occupation (if it is going to be high or low within the next month) because you have some estimates of how much people (and sometimes who) are you needing in the future. How does this work in agile? Can the companies have any overview after the current sprint? Because I haven't found much about the topic and I assume that since the best estimates are only on a backlog without names, therefore you can't really have an overview of your resource's availability in the near future, which is somehow troubling if you want to allow someone to go on vacations or schedule some trainings without impacting the projects.
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One answer might be to train existing staff to be ambidextrous with respect to exploitative and exploratory innovation. Some evidence suggests that type of employee is important to consider- and esp, that managers in Product Management and Engineering functions don’t seem to apply exploratory innovation techniques to exploratory projects.
See
Yamnitsky E. & Jankowicz, D. ‘Exploratory and Exploitative Project Management: How Product and Engineering Managers’ Perceptions Differ: A Case of Two Large High-Tech Corporations’. International Journal of Innovation Management 2021, https://doi.org/10.1142/S1363919621500845
Devi Jankowicz
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Studying on Scrum and XP
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There are several ways to measure the success of IT projects. projects meet objectives within time and budget, delivered features, and the quality of the delivered product. There are other indicators such as productivity of developers and number of detected bugs. More information can be found in this paper where the focus is qualitative analysis.
good luck
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Heterarchy, holocracy and sociocracy are the modern organizational forms of companies. This also changes the understanding of leadership and cooperation. New leadership is the answer to the megatrends of digitization and new work. With New Leadership, the focus of leadership changes away from hierarchy and leader to leadership as a team task.
Teams have the company's vision in mind and take on more responsibility for the entire company. Nevertheless, managers are not obsolete; their roles are changing. You delegate administrative and operational tasks and create structures in the team that enable it to organize itself.
This results in the need to question the classic understanding of leadership as well as the current leadership styles and to realign them.
This study analyzes which factors positively influence New Leadership.
The findings of the study are transferred to management practice and essential requirements for action are derived.
All participants (managers and employees) will receive the results and conclusions of the study on request.
You are very welcome to share this link on your network.
Thank you very much.
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Jörg, you may be interested in my new book: People-Centric Management, LID Publishing, London, 2021. It outlines a model for leadership in an agile and dynamic context.
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How does one make their marketing mix be more agile to new channels, ever changing environment. what are the models used for this analysis and their interpretation.
our paper on MMM- complex models and interpretations to discuss the advertising effects, models- simple and complex to collate it all together.
Please read, review and suggest how we can add on to enhance our research going forward
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Well, intereyting approach, although I personally have a problem with "econometrisation" of marketing.
I like new perspectives on basic marketing concepts, for example SAVE concept instead of classic 4P
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Modern organization has faced numerous challenges in the 21st century. Leadership is pivotal in the success of any organization. However, leadership style of senior management has been a debate over the decades. Regardless of the leadership style, leadership agility has now become an emerging issue. A leader should possess the capability of being agile. An agile leader is one who is more adaptive and can adjust given any situation. Leadership agility plays an important role in the evolving modern organization and the current pandemic has proved that.
In changing times the leaders must adapt and become more agile in managing organizations. It is important to note that Emotional-Social intelligence (ESI) is also very crucial when it comes to leadership agility. One may argue that having a good IQ is sufficient for a leader however lacks ESI component. This affects the agility of a leader which affects an organization in terms of outcomes such as performance.
Lets discuss this.
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The following is a recent research paper published in this regard:
Perceptions of Emotional and Social Intelligence Competencies Among Leaders Within Collective Impact Initiatives in Puerto Rico
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Currently, I am doing work on this topic, so it will be a great help if you leave your valuable comments about the safety of our children in pedestrian. You can add your experience and suggestion too.
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Tazim Ameen Thanks a lot for your feedback.
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Requirements
You are required to, as a team, investigate agile project management. The following broad issues must be addressed:
1. Define agile project management (including key artefacts);
2. Define traditional project management;
3. Study strengths and weaknesses of at least two agile project management methodologies;
4. List some challenges of implementation of agile methodologies;
5. Highlight impact of agile project management on IT projects.
NB: please is the most important research paper of my final year at school. I would really love to get answers here thank you.
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main issue in my eyes is measurments and metrics - regarding quality and outcome.
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By the mid-1990s, in consequence of the Information Revolution (ca. 1980–2000), the role of information and communication technology in organizations had grown to such an extent that one could already discern first-level impacts on organizational configuration, organizational culture, business strategy, management processes, work, and workplace. What might be second-level impacts on organizations (e.g., business models, creativity and innovation, psychological contracts) from the ongoing Digital Revolution (ca. 2000s–)? What implications might there be for the nature of organizing, the quest for the agile organization, leveraging information and communication technology for agility, and agility and leadership?
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Considering that the new technologies used in the automation of production in industry and services make extensive use of information and communication technologies, the changes brought about by the latter are considerable. In many cases, the human factor seems to be only marginally taken into account. It is very often up to man to adapt to the machine, whereas one might think that the machine is there to facilitate human work...
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They need to collaborate across functions and areas – not only to counter future disruptions, but also to spur growth.
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It's important for boosting up the business
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Good day, I am doing a research project on Agile Management Methods in Business. My research focus is on project management and compare it to the measures from the software development perspective, as I wanted to gain insight, how the tool from the software perspective influences the overall project management perspective.
Thank you
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I am currently writing my thesis and I wanted to focus on the top 3 agile methods that are currently used which covers major market share. For this I need to know which are the top 3 methods which is published in an academic paper.
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I am wondering if there are any case studies used for delivering and assessing students understanding of agile project management Scrum framework. Please feel free to share some of your agile PM teaching cases (any industrial field) and/or how you assess students understanding of Scrum framework.
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Traditional software development methods are not very efficient because with the slightest or rapid change in the requirements, you need to have a meeting to improve.
Agile is a solution. Agile is a way to prevent project failure.
what is your opinion?
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Looking for good information sources, both academic sources and practical examples.
Informed opinions, comments and other types of answers are very much appreciated.
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Agile is almost always use in SW development.  What are some great examples of it being used for hardware development
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Hello,
I am doing my thesis on agile testing strategies and would appreciate if you take the time to reply to my survey and/ or share it with your network.
Also if you are a QA, tester, develloper... or have participated in anyway to the testing phase of a project I would love to discuss the subject further more.
Thank you.
kind regards,
Malak
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Yi Qin This awesome! it seems I am unable to send you a PM so let's chat on another chanel. Also can you please answer my survey and share it.
Looking forward to hearing from you.
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Hi Project Managers and Agile practitioners,
Could you please dedicate 10 minutes to fill out the survey below?
The data collected will be used for the purpose of my master thesis only.
Thanks for helping!
Regards,
Romulo Caliri
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Romulo Caliri, good to hear from you. Thanks for getting back. That's interesting. I hate to say it, but I suspect you will have difficulty getting an adequate number of responses.
Or are you still optimistic?
I hope so. :-)
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I am, interested in the field of intelligent factories and agile planning. could you please explain what is this project? which include exciting subjects like urban factories, I4.0, shared factories, new planning approaches, agile planning, automotive, autonomous logistics
thank you in advanced
Vahideh
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I am thinking about the hybrid Agile waterfall management approach in construction projects, but i couldn't advance more in my research.
I have a background in International Business and Financial management. thanks.
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Rayane Bouguerri Those are my suggestions anyway.. Im very much in to psychology and group dynamics but Either what Herrman suggested or something more connected with psychology or gender...Best wishes Henrik
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I would like to read on how people have been adaptable and agile when conducting qualitative research in uncertain environments. Usually typing "agile methodologies" often lead me to work in software development studies. Any help would be much appreciated, thank you.
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This source is good and available for free online: Bhattacherjee, A. 2012. Social Science Research: Principles, Methods, and Practices. USF Tampa Bay: Florida. http://scholarcommons.usf.edu/cgi/viewcontent.cgi?article=1002&context=oa_textbooks
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Hello,
I'm working for my thesis, it would be great if some of you could share the insights and results of agile methods to make your organization ambidextrous, please.
Thanks and Best regards
Hussain
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Hi, it was a good experience to dig into so much of research content to formulate the question to arrive at a conclusion. My coordinator was of a great help to shortlist papers based on the keywords search. Anyway, I'm done with it now.
All the best to you.
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Do you agree that Agile Software Development can be an good technology roadmapping for Society 5.0? Why or why not?
Please kindly share your ideas.
Thank you...
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Thank you so much for sharing your ideas Stefan Wegner
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The aim is to mitigate delays on construction projects - especially during the execution phase
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compare following Agile systems development life-cycle approaches and the FAST life-cycle covered in the class. Use the table below for comparison. You must have at least five comparison points.
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Hi,
Agile software development is an iterative and incremental approach that is performed in a highly collaborative manner to produce high quality software that meets the changing needs of its stakeholders.
Agile software development methods offer a viable solution when the software to be developed has fuzzy or changing requirements, being able to cope with changing requirements throughout the life cycle of a project.
Agile software development methods include XP, Scrum, Crystal, Feature Driven Development (FDD), Dynamic System Development Methodology (DSDM), and Adaptive Software Development (ASD).
You can check my project "Agile Software Engineering" that has about 28 papers related to agile methods, especially Scrum and XP. https://www.researchgate.net/project/Agile-Software-Engineering
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I have researched around 40 Research Papers to get to know whether an agile approach is used in an implementation of an IoT device. Unfortunately, I have found nothing about agile in IoT development.
I would like to receive some comments from those who have an industrial experience that if the developers are using agile in IoT implementations on industrial level. If agile is common in IoT implementation procedure than there is nothing to find in literature.
Thank You.
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Today, Agile is being used at the core level of software development for IOT implementation or any other application field. There is not enough literature on this as the field the software will cater to usually does not determine the development model. IOT is a specific field, and any software that is a part of IOT may or may not be developed using Agile, the software model is usually determined by the resouces, cost and time.
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Hi,
I'm writing my masters dissertation about Challenges of agile distributed software development. I think I have to narrow down my subject and struggling a little bit. Do you have any recommendation or advice?
Thank you
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Distributed Agile software development is more likely to fail due to diverse definition of agility of development. If applied at an organization level, it might be free from such differences as the boundaries and the agile guidelines are well defined. If the development is distributed over multiple organizations, it can be hampered by the differences between the acceptable definition of agility among these organizations.
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I have developed a framework that leverages Human Reliability Assessment (HRA) methods to perform agile software feature elicitation and valuation, and have demonstrated the feasibility of the framework by using it in the field. I am seeking to assess the performance of the framework by comparing it to other methods of performing software feature elicitation and valuation (the assignment of a measure of value (typically monetary/return-on-investment)), but am struggling to find published data. Can anyone point me towards literature regarding how long it typically takes to perform software feature elicitation and valuation and/or prioritization (aka "grooming the backlog")? I recognize that the amount of time to perform such tasks varies significantly from project to project, primarily dependent upon the complexity of the software, so data in the form of XX% of total project cost or time would be ideal. Thanks for your help!
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Perhaps have a look at sic capital of gleeson white and the annual report 2018 of Philips
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I am doing a quantitative project for course and would want to use the lessons learnt for my doctoral dissertation. Where can I find free datasets related to Agile team attributes or agile methodology quality in organizations for quant analysis? For example, VersionOne survey for Agile preferences over other methods in globally distributed environment is very similar to what I want to do. However, I am not sure where can I access similar datasets.
Edit (Sep 25, 2019): There are a couple of free dataset hubs available but I have not come across any project management dataset. I say 'Project Management' because Agile gets too specific. Also I was wondering what if I roll out a 3-minute survey on a social platform (e.g. Reddit)? How long does it take to get a good number of response?
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Thank you, Cristian! Although I have not heard of any success stories of people requesting datasets from authors, however, I may give it a try. :)
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I worked both, in science and as a developer. As the latter, I often worked in projects that are organised according to Scrum or similar agile management approaches. I really wonder why scientific projects are not organised according to Scrum in general. In many projects in e.g. natural sciences, engineering or related fields software developments are common, like code to analyse data and to visualise it. Usually, scientific developments work in small steps - in fact, perfect for a sprint logic.
Why are scientific projects not management as agile projects more often?
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Great discussion point!!!
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Do you know where I can find some tips/practical information on how to apply agile methodologies such as Scrum to data mining projects that use CRISP-DM?  AgileKDD, etc.?
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You can also refer to the ASUM (Analytics Solutions Unified Method - IBM) process that is an iterative process to implement a Data Mining/Predictive Analytics project based on an extended and refined CRISP-DM methodology.
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Leagile means the integration a lean and agile manufacturing system. It means the assembler (manufacturer) should consider both the system of push and pull production system.
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My suggestion is to study the barriers,
to understand basis of the bigger picture in here :-)
B.R.,
Ari
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Agile requires communication with the team and the customer, my doubts lie how to exceed the expectation of the customer, how to develop a product or a service which will satisfy the customer need beyond the requirement and ensuring the success of the organization.
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Requirement analyst is the key person who will act as intermediate between end user, developer , designer , tester , management ,estimator and in short complete project from beginning till deployed . Thorough analysis along with passion to provide best output that enhances brand of organisation is success factor . In the high agile software environment higher monitoring and visualon is key factor .
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If we combine the best practices of CMMI and SCRUM Model, we can reduce the major issues the different organizations are facing in their Agile Global Software Development Projects. What do you suggest on this?
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In order to make scrum work, you need a separate and autonomous organization to provide the scrum masters. Otherwise the scrum meetings become political and will be commandeered over time by political creatures. Ultimately they will be extended into regular meetings and eat up valuable time. In theory it works beautifully but in practice, reality sets in.
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Different organizations has started global software development projects and the management strategy they are adopting is Agile methodology (most popular is Scrum). What are the issues in using SCRUM in DSD - Distributed Software Development.
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Hi Srdjan,
Exactly you are right.
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agile processes are now a days adapted to various sectors , initially developed for software projects but due to its steadfast success and development in technology it is adapted in various organizations. But how successful are they in reality is it possible to execute agile in the innovation phase of the product/project/service how successful will they be?
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Hi, there is an important trend of usage of Agile beyond IT because Agile principles are easily adaptable to many activities. Regarding the process, Scrum is leading this trend and given it is a mainly management framework it can be used without problems outside IT.
Regards,
NicoPaez
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Hi dears,
Could you please provide me a document that related to my dissertation topic or any advice that could be useful for me?
Kindly note that I am studying MSc project management and my topic is (The impact of Agile project manager on productivity in IT industry).
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In my research, you can find regarding productivity
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Hi everyone,
I am currently conducting a research on the agile transformation process for companies based in non-IT industries.
Would you have any recommendations regarding academic articles or specific authors that have been focused on the adoption of agile principles in non-software development projects?
Thank you in advance for your help!
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How do you think you can approach the combination of different methodologies in one project?
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Methodological approach depends on the research goals and it's not so easy to describe mixed methodological approach if we don't know all the project elements. Also, scientific fields are quite different towards methodological issues.
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Dear colleagues,
I am very pleased to announce the launch of the new issue of the Communications in Advanced Mathematical Sciences-CAMS.
The CAMS will continue to be an international journal mainly devoted to the publication of original studies and research papers in all areas of mathematical analysis and its numerous applications.
All Papers in Volume II, Issue I of CAMS:
1) A Unified Family of Generalized q-Hermite Apostol Type Polynomials and its Applications
Authors: Subuhi Khan , Tabinda Nahid
2) Analytical and Solutions of Fourth Order Difference Equations
Authors: Marwa M. Alzubaidi, Elsayed M. Elsayed
3) A New Theorem on The Existence of Positive Solutions of Singular Initial-Value Problem for Second Order Differential Equations
Authors: Afgan Aslanov
4) Analysis of the Dynamical System in a Special Time-Dependent Norm
Authors: Ludwig Kohaupt
5) An Agile Optimal Orthogonal Additive Randomized Response Model
Authors: Tanveer A. Tarray , Housial P. Singh
6) On Signomial Constrained Optimal Control Problems
Authors: Savin Treanta
7) Two Positive Solutions for a Fourth-Order Three-Point BVP with Sign-Changing Green's Function
Authors: Habib Djourdem, Slimane Benaicha, Noureddine Bouteraa
8) Solution of Singular Integral Equations of the First Kind with Cauchy Kernel
Authors: Subhabrata Mondal, B.N. Mandal
For more details about this issue please visit: http://dergipark.gov.tr/cams/issue/44087
I hope you will enjoy this new issue of CAMS and consider submitting your future work to this promising academic venue.
With my best regards,
Emrah Evren Kara
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is the journal support the bifurcation theory papers
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What approach to project life cycle management do you prefer to practice?
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Definitely hybrid, depends on the project, the complexity of the organisation, capability of the staff, even the culture because the method needs to be supported by management as well.
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Hello Everyone, From past few days, I am planning to write a research paper on (Requirements Engineering + Fintech/Digital Financial Systems/Banking Systems + Agile Model). I need some suggestions from your side on the topic.
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I am looking for new trends i.e. Agile auditing. Further, new methodology to analyze the competency level of an auditor along with methodologies to assess the audit risk.
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I've got a keen interest in auditing from a manufacturing perspective. I am also an internal auditor.
If you like to discuss in detail please PM me.
My insight in to internal audit strategy - From an internal auditing perspective, a lot of auditors give the area notice of the audit. The reason for this from an internal auditors point of view is so that the auditor can understand what he needs to audit and plan for it. However, this also give the auditee's a chance to prepare for the audit. This in a way, is not a true depiction of the area being audited.
However, giving them a chance to prepare at least makes them evaluate themselves and look to become compliant. Its an interesting thing to consider. Do you turn up unannounced and audit them, or do you inform them of the audit, giving them a chance to prepare and what benefit does this provide in the long term, or is it just a short term fix.
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I'm researching Agile Adoption in software development. When searching for answers on the success rate of agile adoption, all I get is research mentioning the success of agile software projects.
I specifically want to know how many organizations succeed in adopting agile software development.
Does anyone have any pointers?
Much appreciated.
Andries.
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Agile manifesto and principles look extremely fascinating and practical on paper, it starts appearing equally ineffectual to produce a balance among project’s scope, time, cost, quality, and risks when materialized in a certain organizational culture, structure and environment in terms of success rate.
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science processes need to evolve with the rapid pace of science advances. SCRUM and AGILE processes long used in IT.
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thanks for your response Omar
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Organizations facing an unstable business environment and intense competition need a leader who has the skills of agile thinking. Can this leader make decisions without affecting the results of these decisions by his overconfidence?
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Most of the disasters of Third World countries are the result of leaders who have too much confidence in themselves (another shape of dictatorship).
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The effect of agile software development teams on productivity.....
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There could be a lot of reasons and the most effected one is the communication. Without communication a team member cannot
1) Express his/her problems
2) Understand the task he/she is going to work on
3) Enhance his/her confidence
4) Refine his/her communication skills
5) Be more productive and much more...
All these facts are based on real industrial experience that's why I'm not referencing any case study or methodology here.
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What methodology need to be followed to validate any proposed Agile Framework?
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Can anyone suggest a research topic on project change manage/Agile change management to a non software industry.
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Extreme project management
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I am currently researching on software cost estimation methods for Waterfall model projects and agile model projects. I have also came through DevOps methodology in my research, so is there any latest cost estimation technique for DevOps methodology?
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Welcome dear, You use the Function point Measure, which is a functionality software measure and by the Function point you can calculate the total working hours then easy to estimate the total development cost , please see these references
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I am looking for a research topic/question on bimodal IT.
Although this concept is more a practical phenomenon I thought about a theoretical approach. I thought about combining bimodal IT with the theory of organisational ambidextirity in the IT and to research for success factors for implementing a bimodal concept.
What do you think about this idea? Could you suggest any other theoretical-related topics on bimodal IT?
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Dear Mr. Jung, thanks a lot I will have a look at it :-)
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Is it possible? If so, in which cases?
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Hello
I think it is possible to follow both models, broad waterfall method in which agile sprints are executed for product development.
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Survey Questionnaire On Effect of parameters on Effort Estimation Models
I'm conducting a research on improving effort estimation practices in small scale agile software projects. For this, I have prepared a questionnaire to analyze the effect of parameters (Lines of codes, Historical Data, Expertise Involvement, Team member involvement) on different effort estimation models including COCOMO, Planning Poker, T-shirt sizing method, Wideband Delphi, Function Point Analysis and Story point analysis.
Could you please fill this questionnaire. Appreciate your responses.
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Good luck, please share the final results of your research.
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I am currently working on my thesis about "Implementation Barriers to Agile Strategy Development Concepts". Since the topic "agile concepts" is mostly covered in software development and project management, I am searching for specific literature on "agile strategy development".
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In my research into agile development implementations, I see many positive and some negative unintended consequences. The agile initiative scales faster than expected, other department adopt agile practices, the organizational focus often changes to customers, bureaucracy gets a slap, finances can't cope with rapid cycles, and morale often improves. Any other observations?
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agree with @ Srdjan Atanasijevic
regards
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One of the principles behind the Agile Manifesto stipulates that
"The best architectures, requirements, and designs emerge from self-organizing teams."
Likewise, how do you see the enterprise architecture discipline emerging in a lean/agile startup?
Any experience or related research in this field?
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Last year, we published a paper called "Bimodal Enterprise Architecture Management: The Emergence of a New EAM Function for a BizDevOps-Based Fast IT" at the TEAR workshop (https://ieeexplore.ieee.org/document/8089832/). The case for this paper was an eCommerce unit with agile practices in a retail company and not a startup - nevertheless, it might serve as an inspiration for your work.
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Hey community,
I am currently working on a thesis about the large scale agile transformation at a company. Unfortunately since I don’t have too much experience with research methods I am stuck. In a nutshell I want to use the questionnaire and research questions of the paper “Large scale agile at Ericcson“ to enable readers to compare both more easily. Since this field has not been explored too much the Motivation would be to educate other companies, practitioners on solutions for the challenges which have been overcome. Is an overall research question needed, what would one look like?
Example:
How did the approach To transform to an agile way of working on a large scale of Company X differ from company Y
Thank you.
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Do I need to solve a problem when conducting a case study in a field where scientific research is scarce ?
Conducting a scientific research is to resolve a research problem / address a research gap. You can better frame your research question(s) after you'd identified what is the research problem / problem statement & research objective(s). All your research questions need to be answered after you'd completed your research.
I have some comments based on your question above:
  1. Don't worry too much on research method at the beginning of your research - you need to perform rigorous literature review to develop your research problem, research objectives, research questions & conceptual framework / research model. Once the above are identified, you can logically decide on what research method to use. E.g. your research questions can drive the way you frame your hypotheses & the way you formed your the hypotheses can dictate what data technique to use to analyze the data collected etc.
  2. Instead of using the questionnaire & research questions in the paper "Large scale agile at Ericsson", try to understand from the paper what theoretical framework, theory / theories, questionnaire the author(s) had derived? Because your conceptual framework should underpinning on sound theoretical framework / theory. From there you can adopt / adapt the previous theoretical framework / questionnaire to form your own conceptual framework / questionnaire.
  3. Is the current company that you are researching in Network Equipment Provider (NEP) / Telco similar business or capacity of Ericsson? Why need to benchmark with Ericsson in terms of large scale Agile Transformation?
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I need good advice and references on how the different roles in an agile software development team should work together most efficiently.
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I think the most suitable agile methodology for this scenario is Scrum, since it is a management methodology and can be applied to a wide range of situations (including scenarios were there are not developers, for example).
I would recomend starting with a book the describe as the basics and then you can personalize scrum the way you find more suitable:
Schwaber, K., & Beedle, M. (2002). Agile software development with Scrum (Vol. 1). Upper Saddle River: Prentice Hall.
You can find good starting materials online, provided by Scrum Alliance ans The Scrum Guide:
Kind Regards,
Andrea
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my research topic is "a comparative analysis of heavyweight and agile methodologies in software industry of pakistan". it is related to software project management and computer sciences fields. which theory/theories guide this research?
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Hi Adnan,
This link may be a starting point and spur some ideas:
Have a great day!
--Adrian
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- what are the main reasons of introducing agile and holacratic principles in traditional organizations ?
- what are the main reasons of not doing that ? the main drawbacks or risks linked with these more horizontal organizational technologies ?
- considering that each management technology is made of several principles, is it possible to introduce them separately and progressively ? If the answer is yes, is there a sequence of application or is it completely dependent on the context ?
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