Метод обратной семантической трассировки для контроля качества в гибкой разработке программных проектов

Метод обратной семантической трассировки предназначен для контроля качества программных проектов путем снижения рисков несоответствия требованиям входных и выходных артефактов на каждом этапе процесса разработки. В работе предложена методика применения этого метода при гибкой разработке проектов на примере использования методологии MSF Agile.The reverse semantic traceability is a method of controlling quality of software project artifacts by decreasing risks of disparity between input and output artifacts on every project stage. The paper discusses the application of this method in agile software development in the case of Microsoft Solutions Framework for Agile

Agile IT Performance Measurement

Während im IT-Projektmanagement agile Methoden seit vielen Jahren in der Praxis Zuspruch finden, werden im IT-Controlling überwiegend noch klassische Methoden eingesetzt. Der Beitrag untersucht die Fragestellung, ob und wie die im IT-Controlling eingesetzten Methoden auch agilen Paradigmen folgen und Methoden des agilen IT-Projektmanagements adaptiert werden können.While agile methods have been popular in practice in IT project management for many years, classic methods are still predominantly used in IT performance measurement. The article examines the question of whether and how the methods used in IT performance measurement also follow agile paradigms and agile IT project management methods can be adapted

Addressing challenges to teach traditional and agile project management in academia

In order to prepare students for a professional IT career, most universities attempt to provide a current educational curriculum in the Project Management (PM) area to their students. This is usually based on the most promising methodologies used by the software industry. As instructors, we need to balance traditional methodologies focused on proven project planning and control processes leveraging widely accepted methods and tools along with the newer agile methodologies. Such new frameworks emphasize that software delivery should be done in a flexible and iterative manner and with significant collaboration with product owners and customers. In our experience agile methodologies have witnessed an exponential growth in many diverse software organizations, and the various agile PM tools and techniques will continue to see an increase in adoption in the software development sector. Reflecting on these changes, there is a critical need to accommodate best practices and current methodologies in our courses that deliver Project Management content. In this paper we analyse two of the most widely used methodologies for traditional and agile software development – the widely used ISO/PMBOK standard provided by the Project Management Institute and the well-accepted Scrum framework. We discuss how to overcome curriculum challenges and deliver a quality undergraduate PM course for a Computer Science and Information systems curricula. Based on our teaching experience in Europe and North America, we present a comprehensive comparison of the two approaches. Our research covers the main concepts, processes, and roles associated with the two PM frameworks and recommended learning outcomes. The paper should be of value to instructors who are keen to see their computing students graduate with a sound understanding of current PM methodologies and who can deliver real-world software products.Accepted manuscrip

Cost Estimation Approach for Scrum Agile Software Process Model

The software development in the industry is moving towards agile due to the advantages provided by the agile development process. Main advantages of agile software development process are: delivering high quality software in shorter intervals and embracing change. Testing is a vital activity in software development process model, for delivering a high quality software product. Often testing accounts for more project effort and time than any other software development activities. The software testing cost estimation is one of the most important managerial activities related to resource allocation, project planning and to control overall cost of the software development. Several models have been proposed by various authors to address the issue of effort and cost estimation. Most of the models are directly or indirectly depend on the source code of the software product. But, majority of the testing in software organizations is done in black-box environment, where the source code of the software is not available to the testing teams. In this paper, an alternative approach to software testing cost estimation for scrum agile software process model, by considering various testing activities involved in black-box testing environment is presented. The proposed approach is applied on four real world case studies and found that this approach provides more accurate estimation of the testing effort and cost, and helps the software managers in controlling the overrun of the project schedules and project costs

A Platform-Based Software Design Methodology for Embedded Control Systems: An Agile Toolkit

A discrete control system, with stringent hardware constraints, is effectively an embedded real-time system and hence requires a rigorous methodology to develop the software involved. The development methodology proposed in this paper adapts agile principles and patterns to support the building of embedded control systems, focusing on the issues relating to a system's constraints and safety. Strong unit testing, to ensure correctness, including the satisfaction of timing constraints, is the foundation of the proposed methodology. A platform-based design approach is used to balance costs and time-to-market in relation to performance and functionality constraints. It is concluded that the proposed methodology significantly reduces design time and costs, as well as leading to better software modularity and reliability

Uncertainty management in real estate development: studying the potential of the SCRUM design methodology

Real estate development is all about assessing and controlling risks and uncertainties. Risk management implies making decisions based on quantified risks to execute riskresponse measures. Uncertainties, on the other hand, cannot be quantified and are therefore unpredictable. In literature, much attention is paid to risk management. The management of uncertainties is underexposed. Uncertainties appear in the programming and designing phases of projects. The main goal of our research is to develop guidelines for real estate developers to manage uncertainties in those phases

The Design and Implementation of a bespoke Enterprise Resource Planning System (ERP) for an acoustical engineering company

This paper will describe the tasks completed so far as part of a Knowledge Transfer Partnership between the University of Hertfordshire and Acoustical Control Engineers (ACE) a ‘small and medium sized enterprise’ (SME) based in Cambridgeshire, UK. ACE’s 25 personnel design, manufacture and install noise and vibration control systems to solve a wide range of acoustic problems. The projects undertaken include acoustic enclosures for supermarket refrigeration plant and for generators used in many situations, together with other more diverse applications such as controlling noise in the workplace and even on a luxury boat. Before the current KTP project the company used some partially computerised systems consisting of spreadsheets to perform acoustic analyses, pricing and project management functions supplemented with a paper based system to ‘fill the gaps’. Enterprise Resource Planning (ERP) systems provide an integrated database for all parts of the organisation allowing decisions to be based on a complete understanding of the organisation’s information, avoiding the problems due to duplication of data and ensuring that the consequences of decisions in one part of the organisation are reflected in the planning and control systems of the rest of the organisation. ERP systems became popular from the 1990’s mainly in relatively large organisations due to the complexity and cost of these systems. This project is unusual in that rather than adapting an off-the-shelf ERP solution to ACE’s very specific and specialised requirements we are taking an ERP development approach in an SME whose legacy systems are made up of spreadsheet and paper based systems. For the software development an Agile approach has been used. Agile involves software development methods based on iterative and incremental development. The initial attempt was to start developing the ERP from an Open Source ERP Source Code; however this effort was futile as a result of the bespoke nature of ACE’s business and product lines. Mapping ACE’s data model to the database which any existing ERP system could be adapted to, proved to be a very difficult problem. Therefore, developing the ERP from first principles was inevitable. Several of the ERP modules have been developed, user training has taken place and the core modules have been signed off. The project is due to complete in September 2014 and by this time we will have further information on how the ERP system has increased the competitiveness of the company, as well as experience of introducing an ERP into an SME. However, as would be expected the work undertaken developing the system so far has had several significant effects on ACE and acted as a catalyst for change in various parts of ACE’s business.Non peer reviewe

A Knowledge Transfer Partnership - the development of a Bespoke Enterprise Resource Planning System in the UK

Abstract. A Knowledge Transfer Partnerships (KTP) is a UK-wide programme designed to enable businesses to improve their competitiveness, productivity and performance. A KTP achieves this through the forming of a Partnership between a business and an academic institution. The aim is to enable businesses to access skills and expertise from academics and embed this knowledge in their businesses in order to develop the business. The knowledge sought is embedded into the business through a project, or projects, undertaken by a recently qualified person (known as the Associate). Part funding is provided by the government towards the Associate’s salary and towards the release of an Academic supervisor who works a half a day a week at the company. KTPs can vary in length from 6 months to three years, depending on the needs of the business and the desired outcomes. Therefore a KTP enables new capability to be embedded into the business and has benefited and continues to benefit a wide range of businesses across many sectors in the UK, including micro sized, small and large businesses across many sectors. This paper describes a Knowledge Transfer Partnership project between the University of Hertfordshire and a small and medium sized enterprise (SME) based in Cambridgeshire, UK.Final Accepted Versio