Evaluation of team dynamic in Norwegian projects for IT students

The need for teaching realistic software development in project courses has increased in a global scale. It has always been challenges in cooperating fast-changing software technologies, development methodologies and teamwork. Moreover, such project courses need to be designed in the connection to existing theoretical courses. We performed a large-scale research on student performance in Software Engineering projects in Norwegian universities. This paper investigates four aspects of team dynamics, which are team reflection, leadership, decision making and task assignment in order to improve student learning. Data was collected from student projects in 4 years at two universities. We found that some leader's characteristics are perceived differently for female and male leaders, including the perception of leaders as skilful workers or visionaries. Leadership is still a challenging aspect to teach, and assigned leadership is probably not the best way to learn. Students is are performing well in task review, however, needs support while performing task assignment. The result also suggests that task management to be done in more fine-grained levels. It is also important to maintain an open and active discussion to facilitate effective group decision makings

Scrum2Kanban: Integrating Kanban and Scrum in a University Software Engineering Capstone Course

Using university capstone courses to teach agile software development methodologies has become commonplace, as agile methods have gained support in professional software development. This usually means students are introduced to and work with the currently most popular agile methodology: Scrum. However, as the agile methods employed in the industry change and are adapted to different contexts, university courses must follow suit. A prime example of this is the Kanban method, which has recently gathered attention in the industry. In this paper, we describe a capstone course design, which adds the hands-on learning of the lean principles advocated by Kanban into a capstone project run with Scrum. This both ensures that students are aware of recent process frameworks and ideas as well as gain a more thorough overview of how agile methods can be employed in practice. We describe the details of the course and analyze the participating students' perceptions as well as our observations. We analyze the development artifacts, created by students during the course in respect to the two different development methodologies. We further present a summary of the lessons learned as well as recommendations for future similar courses. The survey conducted at the end of the course revealed an overwhelmingly positive attitude of students towards the integration of Kanban into the course

Fostering Cooperative Learning with Scrum in a Semi-Capstone Systems Analysis and Design Course

Agile methods such as Scrum that emphasize technical, communication, and teamwork skills have been practiced by IT professionals to effectively deliver software products of good quality. The same methods combined with pedagogies of engagement can potentially be used in the setting of higher education to promote effective group learning in software development classrooms. Therefore, the purpose of this study is to integrate both Scrum and cooperative learning guidelines into a systems analysis and design classroom to promote the skills of teamwork, communication, and problem-solving while learning systems analysis and design methods. This integration was implemented in a sophomore, semi-capstone design course where students were engaged in collaborative classroom activities. Two different approaches – overlapped approach and delayed approach – were used in two different semesters for this implementation. Based on the analysis of student performance in the course, student reflections on their team performance, and student overall perceptions of the teaching approach, this study suggests that the integration of cooperative learning and Scrum serves as guidance for students to effectively analyze and design software solutions, as well as to reflect on their team performance and learning process. In addition, a delayed approach for Scrum implementation appears to effectively support student learning by providing better and earlier feedback

An Alliance-Based Term Project in Software Quality Courses: a Lesson Learned

Software testing education has become important in the field of software engineering education. In the previous software quality assurance course, students were asked to form teams to complete a term project. By working on term projects, students can learn programming skills and test skills in a practical way. However, from the experience of the last 3 years, we found that students only did unit testing and system performance testing well but did poorly in integration testing. In addition, students do not yet have the concept of system decomposition and integration, even though it is important during software development. In this paper we report our improvements to software testing course design - an alliance-based approach. In the term project, students are organized into teams and many teams are grouped into alliances. Each alliance has a team of masters building game platforms for others. The master team must define the application interface to interact with other gaming teams, and they must perform integration tests based on the defined interface. In this paper we report our experiences and student feedback on the educational approach

Engineering Design Team Leadership in Undergraduate Design Teams

The objective of this research is to develop an understanding of the emergence and distribution of leadership behaviors in engineering design teams. This research was conducted with undergraduate engineering students and explored leadership behaviors within design teams in a variety of contexts. Undergraduates were selected for the study since they possessed similar education and skills as a novice engineer in industry. A mixed methods approach incorporated qualitative and quantitative techniques including interview, case study, and protocol study instruments. The use of these methods enabled the exploration of leadership in both natural and controlled environments to capitalize on the research advantages of each. Interviews were employed to understand faculty perceptions of leadership in design teams. The case study enabled the identification of leadership in a natural context without the need to control the multitude of variables in collaborative design. The protocol study provided a more focused and controlled study to identify patterns of leadership emergence and distribution of functions within a specific conceptual design activity: function modeling. The teams examined ranged from three to four-member design teams in the protocol study to ten-member teams with behavior resembling multiteam systems in the case studies. The resulting insights provide increased understanding of the emergence of leadership and the distribution of leadership functions within design teams. Interviews manifested faculty perceptions that formal structures are developed early and that informal roles emerge throughout projects, with communication skills playing an important role. Faculty perceptions on leadership covered a broad range of leadership functions including “performing task” and “consideration.” The density of leadership networks during case studies confirmed the emergence of informal leadership functions among designers and indicated variations in function distribution at sampling points. Protocol studies indicated that informal leadership was established early, and that leaders active early remained active throughout these focused sessions. A single instance of variation in protocol study team size demonstrated a structural parity in a three-member team that was not observed in four-member teams. This supports faculty perception that larger and multi-dimensional teams also provided different opportunities for leadership development. This understanding will form the basis for further research into leadership of design teams and may assist in the development of leadership interventions in engineering design teams and design education

The Component Packaging Problem: A Vehicle for the Development of Multidisciplinary Design and Analysis Methodologies

This report summarizes academic research which has resulted in an increased appreciation for multidisciplinary efforts among our students, colleagues and administrators. It has also generated a number of research ideas that emerged from the interaction between disciplines. Overall, 17 undergraduate students and 16 graduate students benefited directly from the NASA grant: an additional 11 graduate students were impacted and participated without financial support from NASA. The work resulted in 16 theses (with 7 to be completed in the near future), 67 papers or reports mostly published in 8 journals and/or presented at various conferences (a total of 83 papers, presentations and reports published based on NASA inspired or supported work). In addition, the faculty and students presented related work at many meetings, and continuing work has been proposed to NSF, the Army, Industry and other state and federal institutions to continue efforts in the direction of multidisciplinary and recently multi-objective design and analysis. The specific problem addressed is component packing which was solved as a multi-objective problem using iterative genetic algorithms and decomposition. Further testing and refinement of the methodology developed is presently under investigation. Teaming issues research and classes resulted in the publication of a web site, (http://design.eng.clemson.edu/psych4991) which provides pointers and techniques to interested parties. Specific advantages of using iterative genetic algorithms, hurdles faced and resolved, and institutional difficulties associated with multi-discipline teaming are described in some detail

Resources for instructors of capstone courses in computing

Most computing programs now have some form of integrative or capstone course in which students undertake a significant project under supervision. There are many different models for such courses and conducting these courses is a complex task. This report is intended to assist instructors of capstone courses, particularly those new to the model of teaching and learning inherent in the capstone course.This paper discusses important issues that must be addressed when conducting capstone courses. These issues are addressed through a series of questions, with answers reflecting the way that different institutions have chosen to handle them, and commentary on the impact of these different choices. These questions include: Goals of the Course; Characteristics of Projects; Project Deliverables; Sponsors; Teams; Prerequisites and Preparation; Grading and Assessment; Administration and Supervision; and Reflection, Analysis and Review.Subsequently we present information about the companion Web site, intended as an active repository of best practice for instructors of capstone projects. The Web site will have examples of information about capstone courses and materials used by instructors. Readers are invited to contribute content to this site. The paper concludes with a bibliography of additional reference material and resources

Application of Project Management Strategies and Tools for an Efficient and Successful Competition-based Engineering Senior Capstone Design Project

The industry-level engineering workforce for a project in modern times requires a clear plan and management process to execute the goals of the consumer and the producer. The engineers of tomorrow need the ability to be competitive and successful upon entry into the industry, where there have already been established management tactics for the execution of the company\u27s goals. The mentality within the industry is adaptable to senior collegiate-level competition-based capstone projects. Therefore the West Virginia University EcoCAR Mobility Challenge team has adapted, altered, or adjusted industry-level practices in order to have an overall functioning and effective team that follows a project management plan evaluating industry. The main intention of the EcoCAR Mobility Challenge is to convert a stock vehicle into an hybrid electric vehicle over four years following the Vehicle Development Process (VDP). The team started with fresh new members and team management at the start of the competition, and over the course of the competition, the team was able to adapt, alter and adjust industry-level management tactics and practices into the overall successful team. In Year 1 of the competition the team placed seventh and through the practice of using the tools from industry finished in third place in Year 3 of the competition. By executing a project management plan, teams at the university level can mitigate risk, develop proper schedules, team structures, communicate efficiently, and be successful. The skills adapted and used from industry for a competitive and efficient competition-based senior-level capstone not only will make the project itself successful as it would in industry, but knowledge of these tools prepares the students for the demanding rigorous career within a project-based or product-based industry of choice. The methods of management and tactics adopted by the team cover traditional and agile management, along with understanding management tactics in terms of communication, team structure and organization, scheduling, risk management, requirements management and change management. The tactics of management covered in this document can be adapted and applied to any engineering competition project with the desire to produce a successful product and manage and operate an efficient team for continued sustainability for future endeavors