Using a Low Code Development Environment to Teach the Agile Methodology

PurposeThe purpose of this study is to reflect upon the feasibility of agile methodologies, Scrum in particular, to supplement the procedural design and implementation of performance measurement systems (PMS).Design/methodology/approachThe study is an interventionist case study that applied agile methodologies in the PMS development. Researchers actively participated in the PMS development, e.g. researchers designed some of the performance measurement prototypes in order to facilitate the agile development.FindingsThe study outlines an agile approach suitable for PMS development. The paper answers the topical needs for adaptability and agility in management accounting, by applying agile methodologies into PMS development. PMS development does not take place only as a project or process that systematically progresses from the measure selection to measure implementation. Instead, as the requirements for the PMS change during the development project, management may reject some measures and new measures emerge as the understanding about changing situations increase. Agile methodologies are a methodological way to respond to the inevitable change and to enhance management accounting adaptability.Research limitations/implicationsThis study contributes to the PMS literature by proposing that agile development methodologies can advance organizational features that increase management accounting adaptability. As a result, the study proposes a new approach for PMS development to supplement existing ones. Agile methodologies are especially suitable for extending the PMS in new, yet relatively immature areas of performance measurement. The new approach applies Scrum principles in PMS development. By drawing from the theories of performance measurement (system) development and enabling PMS, the paper furthers academic understanding about agile development of accounting information systems.Practical implicationsCompanies can use the proposed approach in PMS development, particularly after the initial system implementation in redesigning the system. The approach may increase the PMS impact in organizations and prevent PMS implementation failures.Originality/valueThe paper identifies the potential of using agile methodologies to enhance PMS adaptability and provides preliminary evidence of the potential of such approach in supplementing processual PMS development frameworks.

The emergence of software offshore outsourcing phenomena hits every country positively and one of the offshore client/vendor attractng factor is CMM certification. CMM is a well recognized and globally accepted standard in software development to process control, quality improvement, and measurement of software firm's capability. Therefore, Pakistani software firms (SMEs) are striving to achieve the CMM certifications to earn profit from offshore clients. In fact, CMM certification is not easy to adopt for all level of firms. Pakistan software industry is at its initial stage, so it is not recommendable to jump for CMM by software firms (SMEs) directly. The present research paper suggests that these software firms (SMEs) should go for adaptation of agile development methodology for excellent performance on the foot steps of CMM. In this way, software firms (SMEs) can leads toward CMM after agile maturity. The authors used the eXtreme Programming (XP) as an example that proves Agile Development Methodology can well fit the CMM framework and software development firms (SMEs) can achieve their objectives to participate in offshore outsourcing phenonmena.

The Internet economy has altered the rules of software engineering. Traditional development methodologies are too cumbersome to meet the rapidly changing requirements and short product cycles demanded by business. To meet these changing requirements, software developers have developed agile software development methodologies (SDMs) utilizing iterative development, prototyping, and templates. This research project investigated agile SDM implementation using an online survey sent to practitioners worldwide. This survey data were used to identify factors related to agile SDM implementation. Factors that included training, management involvement, access to external resources, and corporate size were found to impact implementation of an agile software development methodology. Factors such as using models, having an implementation plan, collocating the development team, and developing software for Internet or intranet use did not impact the implementation of an agile software development methodology. Several of the factors that impact the implementation of an agile development methodology are under the control of management. Organizations considering the implementation of an agile methodology may wish to manipulate some of these factors to increase the opportunities for success of their methodology.

The purpose of this quantitative quasi-experimental study is to identify the possible correlation between software changes and the likelihood that software releases developed using an agile methodology like DevOps will introduce vulnerabilities into the software application when integrated. There are several scholarly articles that provide details on how Agile development methodologies like scrum and DevOps rely on automated testing for security. The majority of literature on the subject recommend manual security and penetration testing, but there is currently no objective measure to determine when this manual testing should take place. In Agile scrum and in DevOps, manual security testing is usually conducted after a large feature is completed and integrated into production. If a correlation can be found between aspects of software changes and their propensity to introduce vulnerabilities into a software application, then that data can be used to build an objective process for measuring when manual security testing should be performed in Agile development.

The role of the Contract Data Requirements List [CDRL] in the DoD acquisition process is to provide the authoritative list of required artifacts for a given procurement. It forms an appendix to the acquisition contract, and includes delivery information and a schedule for each, typically mapped to milestone events such as the Preliminary Design Review [PDR] or the Critical Design Review [CDR] in the DoD Acquisition Waterfall Lifecycle. A number of CDRLs were proposed for the Joint Mission Planning Systems [JMPS] Framework, including a number of artifacts specific to the architecture and design of the application. Alignment with the DoD Acquisition Waterfall Lifecycle milestone events posed significant challenges to the program, given the contractor's proposed Agile development methodology. Many of these architectural and design documents carried a delivery-schedule expectation that placed them in conflict with the best practices and anticipated benefits of Agile, including the principle of “design only as much as is necessary to build features”. Using the Enterprise Architect tool, the contractor was able to produce a “living design” used daily by the development team, including architects, designers, developers, integrators, and testers. The tool provided capabilities that facilitated templates for various CDRLs, including the Systems Architecture Description [SAD], the Software Design Description [SDD], and the Interface Design Description [IDD], allowing on-demand generation of snapshots of the architecture and detailed design as it evolved, providing the appropriate level of documentation of the as-built system. The result better addressed the contractual intent of the CDRLs, to provide subsequent platform developers an accurate and up-to-date understanding of the architecture and design of the JMPS Framework, while better preserving the integrity of the development of the Enterprise Architecture within the selected Zachman Framework, and in the context of the contractor's Agile methodology.

Since the late 1990s, agile or lightweight software development methodologies have experienced a meteoric rise of interest among systems developers who consider traditional systems development methodologies (such as Structured Systems Development, Information Engineering, and Rational Unified Process) too inflexible for building systems having unpredictable and changing requirements. Agile methodologies try to adapt to rapid requirement changes by having short, iterative development cycles and by encouraging frequent, open communication with customers. However, agile methodologies are still in the process of devising systematic approaches on how to be adaptive to unpredictable and changing requirements and how to incorporate customers into the systems development process. In this study, we show how an ethnographic research process called Strip Resolution can be applied as a systematic complement to projects applying agile development principles. We illustrate, in detail, how the Strip Resolution Process (SRP) enabled us, in the role of systems developers, to adapt to changing and unpredictable user requirements and to incorporate customers into the systems development process.

Software industry is a growing sector in economy and in the present financial crisis, software firms are facing problems in providing necessary support for research and development activities. The objective of this paper is to find alternatives to the use of IT (information technology) solution of software firm development. Agile development methodologies are very promising in the software industry. Agile development techniques are such a way of developing environment such that it is very practical and viable in understanding the flow of business environment changes constantly. Agile development processes optimize the opportunity provided by cloud computing by doing software releases iteratively and getting user feedback more frequently. The research methodology depends on Cloud Computing as an alternative to IT provision, management and security. It also took into account the best practices for Cloud Computing usage within software firms and software developers experience in IT. The strategy includes five stages, with emphasis on the evaluation of data and processes/functions/applications from several major software firms based on some key criteria, while creating a correspondence between these aspects and the models/services/applications that exist on the Cloud market. The outcome of using Cloud solutions in software firms by improving knowledge is impressive.

In the era of digital transformation, mobile engineering teams face the challenge of delivering high - quality mobile applications at an accelerated pace. Agile development methodologies have become widely adopted to enable rapid iteration and continuous delivery. However, traditional testing processes often struggle to keep up with the speed and flexibility demanded by agile development. This paper explores the principles and practices of agile testing in mobile engineering, focusing on strategies for adapting testing processes to support rapid iteration and continuous delivery. We present a framework for integrating agile testing practices into the mobile app development lifecycle, emphasizing collaboration, automation, and continuous feedback. The paper discusses the key challenges and best practices for implementing agile testing in mobile engineering, including test planning, test automation, continuous integration and deployment, and team collaboration. We also highlight the importance of adopting a quality - driven mindset and leveraging data - driven insights to optimize testing efforts. The insights and recommendations provided in this paper aim to guide mobile engineering teams in embracing agile testing practices to deliver high - quality mobile apps faster and more efficiently in the context of digital transformation.

From the perspective of the main goal, the real use of agile project methodology was analyzed, and then the levels of knowledge and use of the mentioned methodology were evaluated. Areas for potential improvement were identified and proposals for measures were created to increase the efficiency of future project implementation. Most companies today focus on delivering quality and gaining customer satisfaction and in order to accomplish this, the challenge lies in choosing between traditional development methodologies and agile development methodologies. However, both these approaches have positives and negatives, making the right choice plays a crucial role while starting a new project.

This paper describes an agile development methodology which combines agile principles with organizational patterns and adapts them to build embedded real-time systems focusing on the system's constraints. The hardware/software partitioning and platform-based design are used in the proposed methodology to support the embedded system designer meet the system's constraints in an iterative and incremental way and to reduce substantially the design time and cost of the product. To discuss the strengths and weakness of this methodology, a case study involving a pulse oximeter is also presented

In this paper, an application of Agile Devel-opment Methodologies (ADM) to university project ori-ented courses is presented. A multidisciplinary student team applies Waterfall and Agile (Scrum) project man-agement strategies over a period of 10 months to a pro-ject based capstone course. The study primarily focuses on evaluating the two methodologies across five catego-ries – student confidence, student awareness, stakeholder confidence, stakeholder awareness, and project success. Results suggest that overall Agile can be more effective than Waterfall. Due to practices such as daily standups and frequent sprint planning, the student team and stake-holders found they were not only able to stay up to date with the progress of the overall project but also found there was enough time allocated to address the ever-changing nature of requirements brought on by the pro-ject. The lessons learned and recommendations provided in this study are generalized such that they can be applied in other project based courses as well.

Due to digital transformation, technology advancements, telework, we can no longer pretend that traditional work offers high incentives and efficiency, but on the contrary, traditional work falls behind each year, deeming organizations and individuals to adopt the agile work. Rapid technological developments have altered the way businesses operate, with the goal of producing viable solutions in an environment fraught with unpredictability. This paper is a theoretical narrative review on the general topic of agile work. The present paper addresses the issue of determining the best international practices for implementing agile methodology at work, carrying out a theoretical narrative review. Basing on literature on present-day theory the authors make an attempt to explain the implications of implementing agile methodologies into organizational culture, summarize existing approaches to classifying the main effects on implementing agile methodologies at work, consolidate and document best international practices for agile methodologies development among employers. After defining the concepts of agile method tailoring and agile maturity, the data obtained in the theoretical narrative analysis reveal that the implementing agile methodologies have a direct impact on management style, on teams, on learning environments, and on employee’s mental health. An overall conclusions and discussions section is presented along with the personal opinion of authors. This work is intended to open a post-pandemic agile work research methodology, since there are no systematic approaches to this topic.

agile information systems, flexible information systems development, distributed information systems development, global software development, software development, special issue

Agile software development is often seen as a product development strategy to design and develop new software products. One of the biggest mistakes that most software development teams make is to consider software re-engineering as a part of their maintenance activities rather than an integral part of the product development lifecycle, and therefore, they don’t consider a systematic development approach for re-engineering activities. Even the most popular agile development frameworks such as Scrum, Kanban, and SAFe don’t have any specific guidelines for re-engineering projects. It is also commonly observed that most of the teams that used agile development methodologies faced several challenges and accumulated a huge technical debt due to their short-focused goals and lack of systematic re-engineering plans (Raza and Majeed in Int J Sci Eng Res 3(8):1–5 (2012) [1]). This paper describes the importance of continuous software re-engineering and the usage of agile methodologies to effectively achieve the re-engineering goals.

The development of video games is a complex, multidisciplinary process, which involves different areas as well as a greater number of roles than for traditional software. Serious games face process constraints that concern a number of interactive, educational and psychological factors designed to lead to the fulfillment of educational objectives within a specific context. Based on a case study in the city Cali, Colombia, an iterative and incremental process is proposed, focusing on small and medium development for educational serious games and basing itself on two lines of research: agile development methodology and user-centered design (UCD) for children from 7 to 10 years. The agile methodology eXtreme Programming (XP) offers a useful option for the development of serious games as it establishes a continuous communication with all project stakeholders - including the end user - throughout the project, while UCD allows the user profile to be known and identified so that the game will meet the needs and match the capabilities, expectations and motivations of the child.