Software development methods and usability: Perspectives from a survey in the software industry in Norway

This paper investigates the relationship between traditional software development methodologies and usability. The point of departure is the assumption that two important disciplines in software development, one of software development methods (SDMs) and one of usability work, are not integrated in industrial software projects. Building on previous research we investigate two questions; (1) Will software companies generally acknowledge the importance of usability, but not prioritise it in industrial projects? and (2) To what degree are software development methods and usability perceived by practitioners as being integrated? To this end a survey in the Norwegian IT industry was conducted. From a sample of 259 companies we received responses from 78 companies. In response to our first research question, our findings show that although there is a positive bias towards usability, the importance of usability testing is perceived to be much less than that of usability requirements. Given the strong time and cost pressures associated with the software industry, we believe that these results highlight that there is a gap between intention and reality. Regarding our second research question our survey revealed that companies perceive usability and software development methods to be integrated. This is in contrast to earlier research, which, somewhat pessimistically, has argued for the existence of two different cultures, one of software development and one of usability. The findings give hope for the future, in particular because the general use of system development methods are pragmatic and adaptable

PROPOSING A NEW MODEL: 'AGILE X' - AN UPGRADED AGILE METHODOLOGY

Agile methodologies have revolutionized the way project management is handled, emphasizing iterative development and cooperation between client and vendor in a fast-paced world of software development. A comprehensive agile framework, which may be adapted to changing requirements, is nonetheless needed in view of the increasing complexity of projects. In order to overcome the limitations of existing Agile models, this Article shall introduce a novel method named 'Agile X.' This research supplies a framework that will improve project management, foster collaboration, and deliver superior project outcomes through the use of strong quantitative analysis and qualitative evidence

The investigation on the best pracices of extreme programming (XP) quality implementation at UUMIT

Software engineering (SE) plays an important role for improving society‘s wellbeing through the use of high quality software. There is noted that most of the software projects are failed, due to missing or poor software development practices in software organizations. Due to this reason, having a good and sound software development methodology is crucial for software organization to satisfy stakeholder‘s requirements. One of the prevalent software development methodologies in SE is Extreme programming (XP) methodology. This methodology is an emerging SE approach, which is able to increase software quality and hence reducing software development time and cost. However, the level of application of this methodology among software developers in UUM IT centre is still unclear. Therefore, this study aims to investigate the application of XP practices in this centre. UUM IT was chosen as a case study because the role of this organization has changed to meet high demand among campus communities. Thus, research that focuses on the 12 XP practices of UUM IT is highly needed. This study was conducted using a semi–structured interview with five (5) experts from the UUM IT, to identify the successful implementation of the XP practices. The findings have shown that, most of the practices are used by UUM IT developers but need to improve. In contrast, some of the practices such as pair programming and test first programming are not used by the UUM IT developers. This is due to the nature and type of software projects involved, also because of the personality, experiences and the education level differences among developers. This study provides qualitative evident that can assist software project managers to guide them in improving software development practices for producing high quality software

Journey Towards Agility – A Retro- and Prospective Review

After more than 15 years since the Agile Manifesto and extensive research on agile software development (ASD) for nearly three decades, a comprehensive body of knowledge is available and is constantly growing. ASD is considered an effective way for managing software development projects in environments characterized by rapidly changing requirements. This study aims to shed light on the existing knowledge on ASD by applying a structured literature review and computer aided analysis consisting of distinct text mining techniques. We analyzed a sample of 1,376 papers and provide results from articles among relevant information systems research as well as computer science conferences and journals. Based on our approach, we are able to (1) evaluate key articles and journals, (2) analyze the development of ASD research in the last three decades and, most importantly, (3) identify research foci of the past as well as gaps in our knowledge on ASD

Investigating the Relationship Between an IT Project Manager\u27s Emotional Intelligence and the Customer\u27s Perception of Success

This research focuses on the intersections of Project Management, Information Technology (IT), and Emotional Intelligence. The Project Management Institute (PMI) created the Project Management Professional (PMP) certification, which is one of the most highly regarded and sought after professional certifications (Project Management Institute 2005, p. 15-18). This certification acknowledges the holder as a knowledgeable practitioner in Project Management. The purpose behind Project Management is to obtain requirements, sometimes fluid at best, and develop solutions that are traceable by schedule and cost controls. This approach allows a Project Manager to monitor and control the project through successful completion. However, the PMI also notes that the main aspects of the Project Manager\u27s job are team leadership and communication. These aspects provide the art of Project Management. The Standish Group published an article noting that less than 20 percent of IT projects are successful. Some of this failure is due to the dynamic nature of IT projects. This research focuses on the question of whether or not an IT Project Manager\u27s Emotional Intelligence influences the customer\u27s perception of project success. In this research, ninety-two IT projects were evaluated. The evaluation included project demographics and the use of the Emotional Quotient Inventory (EQ-i) to assess the IT Project Manager\u27s Emotional Quotient and the five subscales (Intra-Personal, Inter-Personal, Stress Management, Adaptability, and General Mood). A separate customer satisfaction survey was sent to the projects\u27 customers. A total of fifty-six complete datasets were used in this research. The results showed no statistical correlation between the EQ-i scales Interpersonal, Intrapersonal, Stress Management, and Adaptability scores and the customer\u27s perception of project success. A marginal negative statistical correlation, at the 0.1 level, was discovered between an IT Project Manager\u27s Total EQ score and the customer\u27s perception of project success. A strong negative statistical correlation, at the 0.01 level, was discovered between the EQ-i scale General Mood and the customer\u27s perception of project success. These findings are important to the practitioners of Project Management in the IT field because they help managers understand how customers\u27 perceptions influence a project\u27s success. Additional research opportunities are addressed in the final chapter

Journey towards agility: Three decades of research on agile information systems development

After more than 15 years since the Agile Manifesto and extensive research on agile information systems developmentfor nearly three decades, a comprehensive body of knowledge is available and is constantly growing.Agile information systems developmentis considered an effective way for managing information systems developmentprojects in environments characterized by rapidly changing requirements. This study aims to shed light on the existing knowledge on agile information systems developmentby applying a structured literature review and computer aided analysis consisting of distinct text mining techniques. We analyzed a sample of 775papers and provide results from articles among the Senior Scholars’ Basket, selected information systems conferences,and selected journalsfrom management and computer science. Based on our approach, we are able to (1) evaluate key articles and journals, (2) analyze the development of agile information systems developmentresearch in the last three decades and, most importantly, (3) identify research foci of the past as well asgaps in our knowledge on agile information systems development for further research

The CAPM debate

This article describes the academic debate about the usefulness of the capital asset pricing model (the CAPM) developed by Sharpe and Lintner. First the article describes the data the model is meant to explain—the historical average returns for various types of assets over long time periods. Then the article develops a version of the CAPM and describes how it measures the risk of investing in particular assets. Finally the article describes the results of competing studies of the model's validity. Included are studies that support the CAPM (Black; Black, Jensen, and Scholes; Fama and MacBeth), studies that challenge it (Banz; Fama and French), and studies that challenge those challenges (Amihud, Christensen, and Mendelson; Black; Breen and Korajczyk; Jagannathan and Wang; Kothari, Shanken, and Sloan). The article concludes by suggesting that, while academic debate continues, the CAPM may still be useful for those interested in the long run.Capital assets pricing model