ABSTRACT
With the recent global COVID-19 pandemic and lockdowns, accreditation delays have become inevitable in lieu of the strict travel restrictions. The usual accreditation inspection process conducted face-To-face was affected. Organizations are shifting to a reliance on technology to adapt to the national emergency. The study aims to bridge the gap by digitalization Professional Regulation Commission's (PRC) monitoring and accreditation system to conduct a virtual inspection and monitoring. With all of these said, the specific objectives of the researchers and developers are to develop an efficient digitized system that captures the original one. In developing the proposed accreditation and monitoring system and document management system (website) for PRC, the group will adapt and take inspiration from the Agile Development Lifecycle methodology, which will help the modification and other functionality of the system by using the iterative style in the development of the system. The proposed digital monitoring system undergoes a cross-browser test, and performance test, i.e., Requirements Traceability Matrix (RTM). These tests show that the proposed system passed the compatibility for commonly used browsers like Chrome, Edge, Mozilla, and many more. The Final Test in Performance Testing showed that the system RTM functions had passed all final testing. © 2023 IEEE.
ABSTRACT
In this article, we explore how agile development teams are affected by transition from physical to virtual agile teamwork. To this end, we examined three agile teams at a software company, which due to Covid-19 had to change from working in a shared office space to individual home offices. We find that virtual work affects agile development in that there are fewer interactions, more written communication, more formalized relationships, and increased use of documentation. Furthermore, we find that virtual agile teams need a different style of team management. In light of this, we discuss whether a virtual context is compatible with agile development, or whether the form of work is affected so much that it no longer can be considered agile. © 2022 IEEE Computer Society. All rights reserved.
ABSTRACT
This contribution to the journal Gruppe. Interaktion. Organisation. (GIO) presents a case study for an approach to design sustainable innovation. No nation is on track to achieve the UN sustainable development goals for 2030. The traditional innovation ecosystem is insufficient. Rather than only solving problems, technological innovation is creating new challenges that society is struggling with. Innovation needs to be developed differently to focus on impact. Geneva Macro Labs initiated a new approach to foster sustainable innovation which was based on a combination of systems theory, collective intelligence, agile development and design thinking. The initiative, called Geneva impACTs, brought together a diverse group of experts, start-ups and investors to develop innovative projects, aiming to make inroads towards achieving the Sustainable Development Goals 2030. It started at a time when COVID-19 measures made it impossible for groups to meet in person and so the entire process was conducted virtually using a range of online tools. A critical reflection shows the methodological strengths of the Geneva impACTs approach and identifies suggestions for improvement to be considered for future iterations. As an overall result, this new methodology is highly conducive to impact innovation. (PsycInfo Database Record (c) 2023 APA, all rights reserved) (German) Dieser Beitrag der Zeitschrift Gruppe. Interaktion. Organisation. (GIO) stellt anhand einer Fallstudie einen Ansatz zum Design nachhaltiger Innovation vor. Die Ziele der Vereinten Nationen fur nachhaltige Entwicklung bis 2030 zu erreichen, scheint keiner Nation zu gelingen. Die bestehenden Innovationsmechanismen haben sich als unzureichend herausgestellt. Statt blos Probleme zu losen, schafft Innovation zusatzliche Herausforderungen, mit denen die Gesellschaft zu kampfen hat. Daher muss Innovation darauf fokussiert werden, die Nachhaltigkeitsziele zu fordern. Geneva Macro Labs initiierte und verfolgte einen neuen Ansatz zur Forderung nachhaltiger Innovation, der auf einer Kombination aus Systems Theory, kollektiver Intelligenz, agiler Entwicklung und Design Thinking basiert. Die Initiative Geneva impACTs brachte eine Vielzahl von Experten, Start-ups und Investoren zusammen, um innovative Projekte zu entwickeln, die einen Beitrag zum Erreichen der Ziele fur nachhaltige Entwicklung 2030 leisten sollen. Als die Initiative ins Leben gerufen wurde, machten COVID-19-Masnahmen es den Beteiligten unmoglich, sich personlich zu treffen und zwang sie dazu, komplett via Online-Tools zu interagieren. Eine kritische Reflexion zeigt die methodischen Starken dieses Ansatzes und identifiziert Verbesserungsvorschlage, die bei kunftiger Anwendung berucksichtigt werden sollten. Im Ergebnis konnen Innovationen, die Nachhaltigkeit zum Ziel haben, sehr von dieser neuen Methodik profitieren. (PsycInfo Database Record (c) 2023 APA, all rights reserved)
ABSTRACT
The onset of the COVID-19 pandemic delayed certain operations and paved the way to strict travel restrictions. This also meant that the traditional face-to-face process for accreditation inspection was affected. With this, to adapt to the situation, many institutions switched to relying on technology. This study aims to address the digitalization of the Professional Regulation Commission of the Philippines' monitoring and accreditation system. Hence, the objective of the study is to develop an effective digital system for the Professional Regulation Commission of the Philippines. The Agile Development Lifecycle will be implemented in constructing the system. Mobile Application Test and Performance Test are tests designed to evaluate the system's capabilities and usefulness. The outcomes met the study's goal, which led to the tests being successful. © 2022 ACM.
ABSTRACT
Purpose: The objective of the study is to analyze the impact of the adoption of the Agile Mindset on the productivity of Agile software development teams in IT enterprises during COVID-19. Design/methodology/approach: A web-based survey is performed with voluntary participants working with the Agile software development professionals with a specific focus on IT enterprises around Pune, India. For this the initial exploratory literature review was performed, to explore the team's behaviors and their response to the crises like the Covid-19 pandemic. Data is collected from the targeted population using the random sampling method. A questionnaire is designed with the help of a five-point Likert scale. All the respondents were analyzed based on their behaviors shown and how adopting to Agile mindset has impacted their productivity during the pandemic. Collected data would be then analyzed using the Smart PLS-SEM methodology. Findings: Findings of the study show that Agile software development teams adopting to Agile mindset are better at responding to crisis and quick to adapt to change as teams adopting the Agile mindset is likely to sustain or even improve their productivity during the crises like Covid-19 pandemic. Adapting to an Agile mindset is important for Agile software development teams during a crisis as a response to changes in the working as well as environmental conditions. This study also shows that by adopting an Agile mindset, development teams are better at responding to the crisis eventually improving productivity. Research limitations/implications: Research limitations for this study-scope of the study could be extended to the larger population across geographies to have improved insights Productivity Factors like- Efforts Efficiency, Backlog-management Index (BMI), and Weighted Average Productivity (VWP) for team members can be included. More behavioral factors for Agile Mindset can be considered. Practical implications: Agile software development teams are characterized by collaboration and responsibility. Recent enforcement of pandemic precautionary measures has enforced Agile software development teams to work remotely and maintain social distancing while in the office. It was challenging for most of the working people to adjust to the new working conditions (Yang et al., 2021) However, in IT organizations, adopting the Agile mindset has ensured continuous software deliveries, took ownership, and quickly adapted to the volatile situations, ultimately resulting into the growth in the productivity unlike to that of other sectors of the economy. Social implications: In this study, we have analyzed the hypotheses with statistical significance in association with constructs that are in sync with the available literature. Adopting the Agile mindset values has positively impacted the team's behavior resulting in productivity improvement even in the distributed working locations in pandemic situations. Originality/value: The study highlights that adopting to Agile mindset has positively impacted an Agile software development team's productivity during the Covid-19 pandemic. As environmental conditions during Covid-19 were uncertain and ambiguous and teams were working in distributed and disconnected ways, many researchers have believed that it would have affected the overall productivity. This was turned true for most of the sectors of the economy, however, Agile software development teams have shown positive trends in their productivity, as they have adopted the Agile mindset values and principles, during crises. © 2022, Emerald Publishing Limited.
ABSTRACT
Indonesia experienced a COVID-19 pandemic starting in 2020. Limited mobility impacts various sectors, including tourism. Alian Butterfly Park is one of those affected. Alternatives were made to attract visitors, such as developing Augmented Reality applications to educate visitors about the new normal. Previous research developed a similar application, namely butterfly education with Augmented Reality technology, but its implementation still uses markers. It makes the user have to visit in person. This research improves the previous application. The improvement such as adding the interaction in AR butterfly life cycle, a virtual tour to collect butterflies, and the AR object is developed markerless. The application is developed using the agile development method. The application that has been developed is tested on the target user of the application. Testing is done by giving a black box testing. The test method is carried out by the black box testing method on 3 students. From the tests carried out, from a total of 25 test scenarios, there are 23 successful test scenarios and 2 test scenarios that fail due to bugs. The success value of the entire test scenario is 92% and the bugs found are 156 only affect the appearance of the application and do not affect the application critically. In addition, 2 scenarios are successful but are given special note due to environmental factors that can affect the results of the test. © 2022 IEEE.
ABSTRACT
Purpose The objective of the study is to analyze the impact of the adoption of the Agile Mindset on the productivity of Agile software development teams in IT enterprises during COVID-19. Design/methodology/approach A web-based survey is performed with voluntary participants working with the Agile software development professionals with a specific focus on IT enterprises around Pune, India. For this the initial exploratory literature review was performed, to explore the team's behaviors and their response to the crises like the Covid-19 pandemic. Data is collected from the targeted population using the random sampling method. A questionnaire is designed with the help of a five-point Likert scale. All the respondents were analyzed based on their behaviors shown and how adopting to Agile mindset has impacted their productivity during the pandemic. Collected data would be then analyzed using the Smart PLS-SEM methodology. Findings Findings of the study show that Agile software development teams adopting to Agile mindset are better at responding to crisis and quick to adapt to change as teams adopting the Agile mindset is likely to sustain or even improve their productivity during the crises like Covid-19 pandemic. Adapting to an Agile mindset is important for Agile software development teams during a crisis as a response to changes in the working as well as environmental conditions. This study also shows that by adopting an Agile mindset, development teams are better at responding to the crisis eventually improving productivity. Research limitations/implications Research limitations for this study-scope of the study could be extended to the larger population across geographies to have improved insights Productivity Factors like- Efforts Efficiency, Backlog-management Index (BMI), and Weighted Average Productivity (VWP) for team members can be included. More behavioral factors for Agile Mindset can be considered. Practical implications Agile software development teams are characterized by collaboration and responsibility. Recent enforcement of pandemic precautionary measures has enforced Agile software development teams to work remotely and maintain social distancing while in the office. It was challenging for most of the working people to adjust to the new working conditions (Yang et al., 2021) However, in IT organizations, adopting the Agile mindset has ensured continuous software deliveries, took ownership, and quickly adapted to the volatile situations, ultimately resulting into the growth in the productivity unlike to that of other sectors of the economy. Social implications In this study, we have analyzed the hypotheses with statistical significance in association with constructs that are in sync with the available literature. Adopting the Agile mindset values has positively impacted the team's behavior resulting in productivity improvement even in the distributed working locations in pandemic situations. Originality/value The study highlights that adopting to Agile mindset has positively impacted an Agile software development team's productivity during the Covid-19 pandemic. As environmental conditions during Covid-19 were uncertain and ambiguous and teams were working in distributed and disconnected ways, many researchers have believed that it would have affected the overall productivity. This was turned true for most of the sectors of the economy, however, Agile software development teams have shown positive trends in their productivity, as they have adopted the Agile mindset values and principles, during crises.
ABSTRACT
Agile development has been a common methodology in software development. In response to the covid-19, most software development teams choose to work remotely. As a result of the different network environments, the company cloud center network load cannot meet the requirements of remote development and fault tolerance requirements of the agile development process. We designed a mixed-method called the Edge Development approach for improving Agile software development during the decision-making process. The extensive literature review provided us with three categories of challenges as well as solutions to support Edge Development's decision-support process. In the light of the survey, Five main software development decision-making challenges were identified in this study. In addition, we made a series of recommendations to improve the decision-making process of Edge Development from a variety of perspectives. © 2022 IEEE.
ABSTRACT
Mobile application development requires fast development due to shorter go-to market initiatives. In this context, understanding agile teams is crucial for the mobile software development industry. Thus, identifying and understanding enablers and inhibitors of agile teams in active learning environments has become a research opportunity among the software engineering research community and it is the main goal of this study. To achieve this study goal, we have performed a one-month case study with 50 individuals as part of a two-year mobile development course that teaches iOS development to undergraduate students in a Challenge Based Learning environment. In the course, students experience an agile environment developing mobile applications, dedicating 20 hours a week for the development of real world projects. The case study was conducted in two stages, both of which were held during the COVID-19 pandemic. On the first stage, we have found 33 positive aspects as well as 33 negative aspects reported by participants. However, on the second stage participants have reported 30 positive aspects and 35 negative aspects. The set of both positive aspects and negative aspects partially repeats from the first stage to the second stage. We concluded that team relationship, communication and engagement positively influence mobile application development in agile environments. At the same time, this study also presented negative influences for mobile application development teams, such as teams working remotely (because of COVID-19), lack of knowledge and bad planning. CCS CONCEPTS • Social and professional topics → Software engineering education;• Applied computing → Interactive learning environments;Collaborative learning. © 2022 ACM.
ABSTRACT
One factor of success in software development companies is their ability to deliver good quality products, fast. For this, they need to improve their software development practices. We work with a medium-sized company modernizing its development practices. The company introduced several practices recommended in agile development. If the benefits of these practices are well documented, the impact of such changes on the developers is less well known. We follow this modernization before and during the COVID-19 outbreak. This paper presents an empirical study of the perceived benefit and drawback of these practices as well as the impact of COVID-19 on the company's employees. One of the conclusions, is the additional difficulties created by obsolete technologies to adapt the technology itself and the development practices it encourages to modern standards.
ABSTRACT
The combination of agile software development and reusability makes a lot of benefits to the client, work team and quality of the project. Several types of artifacts can be used in the future (exp code, design, document, model, etc.). To be more effective, they must be organized and structured in an artifacts’ repository. However, few approaches have been proposed to address this problem. In this work, we have incorporated reuse into most of the scrum process activities through a repository of reusable artifacts. This repository allows the work team on the one hand to store and classify new artifacts detected during software development and on the other hand to search and retrieve the available artifacts. This retrieval is facilitated by an evaluation for each artifact. To validate our proposed approach, we have experimented our idea in a project to develop an intelligent system for assisting a COVID19 crisis unit. © 2022, The Author(s), under exclusive license to Springer Nature Switzerland AG.
ABSTRACT
The article presents the impact of remote work, resulting from the COVID-19 pandemic, on the functioning of Scrum teams. Attempts have been made to analyse the positive and negative aspects of remote work. The article also looks at the impact of remote work on the level of communication and efficiency of Scrum teams. For this purpose, the author conducted research on a sample of 40 organisations that declared to use Scrum methodology, using 187 questionnaires as the research material. The study was carried out at the turn of April and May 2021 and was carried out using the CAWI technique. The obtained results were analysed using the Principal Component Analysis and Cluster Analysis methods, and enable defining a picture of an organisation's readiness to work remotely. In addition, they also allowed for an assessment of how the infrastructure used for remote work communication translates into the organisation of Sprint meetings. This paper presents conclusions aimed at counteracting the observed irregularities detected during the tests. At the end, the author proposes solutions that could improve communication within Scrum teams, with remote work in mind.
ABSTRACT
This contribution to the journal Gruppe. Interaktion. Organisation. (GIO) presents a case study for an approach to design sustainable innovation. No nation is on track to achieve the UN sustainable development goals for 2030. The traditional innovation ecosystem is insufficient. Rather than only solving problems, technological innovation is creating new challenges that society is struggling with. Innovation needs to be developed differently to focus on impact. Geneva Macro Labs initiated a new approach to foster sustainable innovation which was based on a combination of systems theory, collective intelligence, agile development and design thinking. The initiative, called Geneva impACTs, brought together a diverse group of experts, start-ups and investors to develop innovative projects, aiming to make inroads towards achieving the Sustainable Development Goals 2030. It started at a time when COVID-19 measures made it impossible for groups to meet in person and so the entire process was conducted virtually using a range of online tools. A critical reflection shows the methodological strengths of the Geneva impACTs approach and identifies suggestions for improvement to be considered for future iterations. As an overall result, this new methodology is highly conducive to impact innovation.
ABSTRACT
The SARS-CoV-2 pandemic presented European hospitals with chronic shortages of personal protective equipment (PPE) such as surgical masks and respirator masks. Demand outstripped the production capacity of certified European manufacturers of these devices. Hospitals perceived emergency local manufacturing of PPE as an approach to reduce dependence on foreign supply. The fact of a pandemic does not circumvent the hospital's responsibility to provide appropriate protective equipment to their staff, so the emergency production needed to result in devices that were certified by testing agencies. This paper is a case study of the emergency manufacturing of respirator masks during the first month of the first wave of SARS-CoV-2 pandemic and is separated into two distinct phases. Phase A describes the three-panel folding facepiece respirator design, material sourcing, performance testing, and an analysis of the folding facepiece respirator assembly process. Phase B describes the redevelopment of individual steps in the assembly process.