Agile Case Study Evaluation In Middle Size Project

In the last few years Agile methodologies appeared as a reaction to traditional ways of developing software and acknowledge the need for an alternative to documentation driven, heavyweight software development processes. This paper shortly presents a combination between Rational Uni ed Process and an agile approach for software development of e-business applications. The resulting approach is described stressing on the strong aspects of both combined methodologies. The article provides a case study of the proposed methodology which was developed and executed in a successful e-project in the area of the embedded systems

Is project management the new management 2.0?

This paper considers the evolving nature of project management (PM) and offers a comparison with the evolving nature of management generally. Specifically, we identify a number of management trends that are drawn from a paper that documents a proposed ‘Management 2.0’ model, and we compare those trends to the way in which PM is maturing to embrace the challenges of modern organizational progress.Some theoretical frameworks are offered that assist in explaining the shift from the historically accepted ‘tools and techniques’ model to a more nuanced and behaviorally driven paradigm that is arguably more appropriate to manage change in today’s flexible and progressive organizations, and which provide a more coherent response, both in PM and traditional management, to McDonald’s forces. In addition, we offer a number of examples to robustly support our assertions, based around the development of innovative products from Apple Inc. In using this metaphor to demonstrate the evolution of project-based work, we link PM with innovation and new product development.

Small Satellite Industrial Base Study: Foundational Findings

This report documents findings from a Small Satellite (SmallSat) Industrial Base Study conducted by The Aerospace Corporation between November 2018 and September 2019. The primary objectives of this study were a) to gain a better understanding of the SmallSat communitys technical practices, engineering approaches, requirements flow-downs, and common processes and b) identify insights and recommendations for how the government can further capitalize on the strengths and capabilities of SmallSat offerings. In the context of this study, SmallSats are understood to weigh no more than 500 kg, as described in State of the Art Small Spacecraft Technology, NASA/TP-2018- 220027, December 2018. CubeSats were excluded from this study to avoid overlap and duplication of recently completed work or other studies already under way. The team also touched on differences between traditional space-grade and the emerging mid-grade and other non-space, alternate-grade EEEE (electrical, electronic, electromechanical, electro-optical) piece part categories. Finally, the participants sought to understand the potential effects of increased use of alternate-grade parts on the traditional space-grade industrial base. The study team was keenly aware that there are missions for which non-space grade parts currently are infeasible for the foreseeable future. National security, long-duration and high-reliability missions intolerant of risk are a few examples. The team sought to identify benefits of alternative parts and approaches that can be harnessed by the government to achieve greater efficiencies and capabilities without impacting mission success

A survey of simulation techniques in commerce and defence

Despite the developments in Modelling and Simulation (M&S) tools and techniques over the past years, there has been a gap in the M&S research and practice in healthcare on developing a toolkit to assist the modellers and simulation practitioners with selecting an appropriate set of techniques. This study is a preliminary step towards this goal. This paper presents some results from a systematic literature survey on applications of M&S in the commerce and defence domains that could inspire some improvements in the healthcare. Interim results show that in the commercial sector Discrete-Event Simulation (DES) has been the most widely used technique with System Dynamics (SD) in second place. However in the defence sector, SD has gained relatively more attention. SD has been found quite useful for qualitative and soft factors analysis. From both the surveys it becomes clear that there is a growing trend towards using hybrid M&S approaches

The Vortex of Continuous Development of Embedded Systems: An Inquiry into Agility Orchestration

Agile methodologies have become a popular and widely accepted method for managing software development. Since the inception of the Agile Manifesto over ten years ago, agile development techniques have superseded waterfall methods in many, if not most, software development organizations. Despite its apparent success, many companies have struggled with the adoption and implementation of agile, and exactly what level of adoption provides optimum agility. Agility is commonly held in the literature to be constructed of elements external to a company or project but may in fact be composed of both external and internal elements. The exact relationship of the adoption of agile development techniques and their relationship to the actual agility of a business remain unclear. A primary contributor to this uncertainty is the somewhat amorphous definition of agile itself. In academic literature, the concept is still relatively young and loosely defined. In practice, organizations have largely opted for a hybrid approach to agile, mixing its concepts and methods with existing Stage Gate or waterfall methodologies. This has made the management of agile even more complex. Crucially, there is no definition or criterion available to determine the appropriate mix of agile and waterfall processes in an embedded software development context nor is there a method to determine the impact of one against the other. These issues beg the question: how do organizations manage agility? This interpretive case study provides an empirical account of how stakeholders manage both market and process agility in an embedded systems context via a hybrid agility implementation and product genesis. As a result, we provide the notion of agile vorticity, as the point at which market and process agility collide to produce business momentum at a specific point of innovation within the agile business vortex

Special Session on Industry 4.0

No abstract available