Agile thinking in motion graphics practice and its potential for design education

Motion Graphics is relatively new subject and its methodologies are still being developed. There are useful lessons to be learnt from the practice in early cinema from the 1890's to the 1930's where Agile thinking was used by a number of practitioners including Fritz Lang. Recent studies in MA Motion Graphics have accessed some of this thinking incorporating them in a series of Motion Graphic tests and experiments culminating in a two minute animation “1896 Olympic Marathon”. This paper demonstrates how the project and its design methodology can contribute new knowledge for the practice and teaching of this relatively new and expanding area of Motion Graphic Design. This would be not only invaluable to the International community of Motion Graphic practitioners, Educators and Researchers in their development of this maturing field. But also to the broader Multidisciplinary disciplines within Design Education. These methodologies have been arrived at by accessing the work of creative and reflective practice as defined by Carol Grey and Julian Marlin in Visualizing Research (2004) and reflective practice as defined by Donald Schon (1983). Central to the investigation has been the approach of Agile thinking from the methodology of "Bricolage" by Levi Strauss "The Savage Mind" (1966)

Rethinking Security Incident Response: The Integration of Agile Principles

In today's globally networked environment, information security incidents can inflict staggering financial losses on organizations. Industry reports indicate that fundamental problems exist with the application of current linear plan-driven security incident response approaches being applied in many organizations. Researchers argue that traditional approaches value containment and eradication over incident learning. While previous security incident response research focused on best practice development, linear plan-driven approaches and the technical aspects of security incident response, very little research investigates the integration of agile principles and practices into the security incident response process. This paper proposes that the integration of disciplined agile principles and practices into the security incident response process is a practical solution to strengthening an organization's security incident response posture.Comment: Paper presented at the 20th Americas Conference on Information Systems (AMCIS 2014), Savannah, Georgi

Customising software products in distributed software development a model for allocating customisation requirements across organisational boundaries

Requirements engineering plays a vital role in the software development process. While it is difficult to manage those requirements locally, it is even more difficult to communicate those requirements over organisational boundaries and to convey them to multiple distribution customers. This paper discusses the requirements of multiple distribution customers empirically in the context of customised software products. The main purpose is to understand the challenges of communicating and allocating customisation requirements across distributed organisational boundaries. We conducted an empirical survey with 19 practitioners, which confirmed that communicating customisation requirements in a DSD context is a significant challenge. We therefore propose a model for allocating customisation requirements between a local, customer-based agile team and a distributed development team that uses a traditional development approach. Our conjecture is that the model would reduce the challenge of communicating requirements across organisational boundaries, address customers’ requirements and provide a focus for future empirical studies

Measuring Software Process: A Systematic Mapping Study

Context: Measurement is essential to reach predictable performance and high capability processes. It provides support for better understanding, evaluation, management, and control of the development process and project, as well as the resulting product. It also enables organizations to improve and predict its process’s performance, which places organizations in better positions to make appropriate decisions. Objective: This study aims to understand the measurement of the software development process, to identify studies, create a classification scheme based on the identified studies, and then to map such studies into the scheme to answer the research questions. Method: Systematic mapping is the selected research methodology for this study. Results: A total of 462 studies are included and classified into four topics with respect to their focus and into three groups based on the publishing date. Five abstractions and 64 attributes were identified, 25 methods/models and 17 contexts were distinguished. Conclusion: capability and performance were the most measured process attributes, while effort and performance were the most measured project attributes. Goal Question Metric and Capability Maturity Model Integration were the main methods and models used in the studies, whereas agile/lean development and small/medium-size enterprise were the most frequently identified research contexts.Ministerio de Economía y Competitividad TIN2013-46928-C3-3-RMinisterio de Economía y Competitividad TIN2016-76956-C3-2- RMinisterio de Economía y Competitividad TIN2015-71938-RED

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