Agile development for a multi-disciplinary bicycle stability test bench

Agile software development methods are used extensively in the software industry. This paper describes an argument to explain why these methods can be used within a multi-disciplinary project and provides a concrete description on how to implement such a method, using a case-study to support the rationale. The SOFIE (Intelligent Assisted Bicycle) project was created to develop mechatronic appliances to make bicycles more stable, i.e. safer. A bicycle stability test bench is created within this project and is used as the case study for this research. The relative complexity of the test bench development and partner structure within the SOFIE project has many similarities with large-scale complex projects found in industry. Thus it provides a good environment to research the application of Agile software methods to a multi-disciplinary project

Towards supporting agile practice within the Libre software paradigm

Abstrac

An ontology of agile aspect oriented software development

Both agile methods and aspect oriented programming (AOP) have emerged in recent years as new paradigms in software development. Both promise to free the process of building software systems from some of the constraints of more traditional approaches. As a software engineering approach on the one hand, and a software development tool on the other, there is the potential for them to be used in conjunction. However, thus far, there has been little interplay between the two. Nevertheless, there is some evidence that there may be untapped synergies that may be exploited, if the appropriate approach is taken to integrating AOP with agile methods. This paper takes an ontological approach to supporting this integration, proposing ontology enabled development based on an analysis of existing ontologies of aspect oriented programming, a proposed ontology of agile methods, and a derived ontology of agile aspect oriented development

A Study of Software Development Methodologies

Software development methodologies are often overlooked by software engineers as aspects of development that are handled by project managers alone. However, if every member of the team better understood the development methodology being used, it increases the likelihood that the method is properly implemented and ultimately used to complete the project more efficiently. Thus, this paper seeks to explore six common methodologies: the Waterfall Model, the Spiral Model, Agile, Scrum, Kanban, and Extreme Programming. These are discussed in two main sections in the paper. In the first section, the frameworks are isolated and viewed by themselves. The histories, unique features, and professional opinions regarding the methodologies are explored. In the second section, the methodologies are compared to one another, particularly within the context of ideal development environments and methodology advantages and disadvantages. It becomes apparent that the Waterfall and Spiral models are immensely different from the Agile, Scrum, Kanban, and Extreme Programming methodologies. This is because the Waterfall Model and the Spiral Model are both software development life cycle models, which indicates that there is a specific flow and set of rules to follow when it comes to development. The other methodologies, however, embrace the idea of flexibility. The process of creating software often changes. For example, a client could deliver new requirements for the software after development has already begun. Thus, the Agile-based methods do not attempt to create a rigid step-by-step development plan. Rather, they incorporate the idea of embracing change, empowering teams to accept that their development plan will have to change often. This paper further explores these considerations with the intention of promoting an interest in learning about the best ways to go about planning and developing software

Harnessing agile concepts for the development of intelligent systems

Traditional and current approaches to intelligent systems design, have led to the creation of sophisticated and computationally-intensive packages and environments, for a wide range of applications. This paper proposes methods with which to extend the functionality of such systems, borrowing knowledge management concepts from the field of Agile Manufacturing. As such, this paper proposes that the future of intelligent systems design should be based not only upon the continuing development of artificial intelligence techniques, but also effective methods for harnessing human skills and core competencies to achieve these aims

Self-tuning run-time reconfigurable PID controller

Digital PID control algorithm is one of the most commonly used algorithms in the control systems area. This algorithm is very well known, it is simple, easily implementable in the computer control systems and most of all its operation is very predictable. Thus PID control has got well known impact on the control system behavior. However, in its simple form the controller have no reconfiguration support. In a case of the controlled system substantial changes (or the whole control environment, in the wider aspect, for example if the disturbances characteristics would change) it is not possible to make the PID controller robust enough. In this paper a new structure of digital PID controller is proposed, where the policy-based computing is used to equip the controller with the ability to adjust it's behavior according to the environmental changes. Application to the electro-oil evaporator which is a part of distillation installation is used to show the new controller structure in operation

Enterprise Agility: Why Is Transformation so Hard?

Enterprise agility requires capabilities to transform, sense and seize new business opportunities more quickly than competitors. However, acquiring those capabilities, such as continuous delivery and scaling agility to product programmes, portfolios and business models, is challenging in many organisations. This paper introduces definitions of enterprise agility involving business management and cultural lenses for analysing large-scale agile transformation. The case organisation, in the higher education domain, leverages collaborative discovery sprints and an experimental programme to enable a bottom-up approach to transformation. Meanwhile the prevalence of bureaucracy and organisational silos are often contradictory to agile principles and values. The case study results identify transformation challenges based on observations from a five-month research period. Initial findings indicate that increased focus on organisational culture and leveraging of both bottom-up innovation and supportive top-down leadership activities, could enhance the likelihood of a successful transformation

Migrating agile methods to standardized development practice

Situated process and quality frame-works offer a way to resolve the tensions that arise when introducing agile methods into standardized software development engineering. For these to be successful, however, organizations must grasp the opportunity to reintegrate software development management, theory, and practice