Agile methods for agile universities

We explore a term, Agile, that is being used in various workplace settings, including the management of universities. The term may have several related but slightly different meanings. Agile is often used in the context of facilitating more creative problem-solving and advocating for the adoption, design, tailoring and continual updating of more innovative organizational processes. We consider a particular set of meanings of the term from the world of software development. Agile methods were created to address certain problems with the software development process. Many of those problems have interesting analogues in the context of universities, so a reflection on agile methods may be a useful heuristic for generating ideas for enabling universities to be more creative

Involving External Stakeholders in Project Courses

Problem: The involvement of external stakeholders in capstone projects and project courses is desirable due to its potential positive effects on the students. Capstone projects particularly profit from the inclusion of an industrial partner to make the project relevant and help students acquire professional skills. In addition, an increasing push towards education that is aligned with industry and incorporates industrial partners can be observed. However, the involvement of external stakeholders in teaching moments can create friction and could, in the worst case, lead to frustration of all involved parties. Contribution: We developed a model that allows analysing the involvement of external stakeholders in university courses both in a retrospective fashion, to gain insights from past course instances, and in a constructive fashion, to plan the involvement of external stakeholders. Key Concepts: The conceptual model and the accompanying guideline guide the teachers in their analysis of stakeholder involvement. The model is comprised of several activities (define, execute, and evaluate the collaboration). The guideline provides questions that the teachers should answer for each of these activities. In the constructive use, the model allows teachers to define an action plan based on an analysis of potential stakeholders and the pedagogical objectives. In the retrospective use, the model allows teachers to identify issues that appeared during the project and their underlying causes. Drawing from ideas of the reflective practitioner, the model contains an emphasis on reflection and interpretation of the observations made by the teacher and other groups involved in the courses. Key Lessons: Applying the model retrospectively to a total of eight courses shows that it is possible to reveal hitherto implicit risks and assumptions and to gain a better insight into the interaction...Comment: Abstract shortened since arxiv.org limits length of abstracts. See paper/pdf for full abstract. Paper is forthcoming, accepted August 2017. Arxiv version 2 corrects misspelled author nam

Object-oriented modelling with unified modelling language 2.0 for simple software application based on agile methodology

Unified modelling language (UML) 2.0 introduced in 2002 has been developing and influencing object-oriented software engineering and has become a standard and reference for information system analysis and design modelling. There are many concepts and theories to model the information system or software application with UML 2.0, which can make ambiguities and inconsistencies for a novice to learn to how to model the system with UML especially with UML 2.0. This article will discuss how to model the simple software application by using some of the diagrams of UML 2.0 and not by using the whole diagrams as suggested by agile methodology. Agile methodology is considered as convenient for novices because it can deliver the information technology environment to the end-user quickly and adaptively with minimal documentation. It also has the ability to deliver best performance software application according to the customer's needs. Agile methodology will make simple model with simple documentation, simple team and simple tools.Comment: 15 pages, 30 figure

The 2014 International Planning Competition: Progress and Trends

We review the 2014 International Planning Competition (IPC-2014), the eighth in a series of competitions starting in 1998. IPC-2014 was held in three separate parts to assess state-of-the-art in three prominent areas of planning research: the deterministic (classical) part (IPCD), the learning part (IPCL), and the probabilistic part (IPPC). Each part evaluated planning systems in ways that pushed the edge of existing planner performance by introducing new challenges, novel tasks, or both. The competition surpassed again the number of competitors than its predecessor, highlighting the competition’s central role in shaping the landscape of ongoing developments in evaluating planning systems

Video Game Development in a Rush: A Survey of the Global Game Jam Participants

Video game development is a complex endeavor, often involving complex software, large organizations, and aggressive release deadlines. Several studies have reported that periods of "crunch time" are prevalent in the video game industry, but there are few studies on the effects of time pressure. We conducted a survey with participants of the Global Game Jam (GGJ), a 48-hour hackathon. Based on 198 responses, the results suggest that: (1) iterative brainstorming is the most popular method for conceptualizing initial requirements; (2) continuous integration, minimum viable product, scope management, version control, and stand-up meetings are frequently applied development practices; (3) regular communication, internal playtesting, and dynamic and proactive planning are the most common quality assurance activities; and (4) familiarity with agile development has a weak correlation with perception of success in GGJ. We conclude that GGJ teams rely on ad hoc approaches to development and face-to-face communication, and recommend some complementary practices with limited overhead. Furthermore, as our findings are similar to recommendations for software startups, we posit that game jams and the startup scene share contextual similarities. Finally, we discuss the drawbacks of systemic "crunch time" and argue that game jam organizers are in a good position to problematize the phenomenon.Comment: Accepted for publication in IEEE Transactions on Game

EFFICIENT TEAM BUILDING FOR ON-TIME PROJECTS

When we think to software development projects we consider that a strong set of requirements is defined and team members always follow initial planning. Well, this was a specific orientation in traditional software developments methods and methodologies. In a current competitive business environment this attitude leads to fail in software development projects. This paper aims to highlight the importance of agile approach focused on meetings and team building and to give examples based on our experience in software development in industrial field for financial and energy sectors. This paper is the result of collaboration between university (business informatics, psychology, and finance) and business environment (internal software development projects).agile software development, team/group building, CMMI, project management