Comparative Study on Agile software development methodologies

Today-s business environment is very much dynamic, and organisations are constantly changing their software requirements to adjust with new environment. They also demand for fast delivery of software products as well as for accepting changing requirements. In this aspect, traditional plan-driven developments fail to meet up these requirements. Though traditional software development methodologies, such as life cycle-based structured and object oriented approaches, continue to dominate the systems development few decades and much research has done in traditional methodologies, Agile software development brings its own set of novel challenges that must be addressed to satisfy the customer through early and continuous delivery of the valuable software. It is a set of software development methods based on iterative and incremental development process, where requirements and development evolve through collaboration between self-organizing, cross-functional teams that allows rapid delivery of high quality software to meet customer needs and also accommodate changes in the requirements. In this paper, we significantly identify and describe the major factors, that Agile development approach improves software development process to meet the rapid changing business environments. We also provide a brief comparison of agile development methodologies with traditional systems development methodologies, and discuss current state of adopting agile methodologies. We speculate that from the need to satisfy the customer through early and continuous delivery of the valuable software, Agile software development is emerged as an alternative to traditional plan-based software development methods. The purpose of this paper, is to provide an in-depth understanding, the major benefits of agile development approach to software development industry, as well as provide a comparison study report of ASDM over TSDM.Comment: 25 pages, 25 images, 86 references used, with authors biographie

Chief Digital Officers’ Evolving Strategies: Balancing Lightweight and Heavyweight IT During the Digital Transformation

In this paper, we investigate how chief digital officers (CDOs) deal with the digital transformation over time. The study is based on interviews with the CDOs of 26 Norwegian organizations, conducted over a three-year period. Our analytical lens involves differentiating between the knowledge regimes of heavyweight and lightweight IT. Based on the CDOs’ perceptions, we identify three important shifts related to strategic, technological, and methodological aspects, all indicating a more balanced approach to the interplay of heavyweight and lightweight IT. We contribute to the literature on the digital transformation and CDOs’ contribution, and to the theory of lightweight vs. heavyweight IT

Product Development in the World Auto Industry

macroeconomics, auto industry, management efficiency, productivity

Successful new product development by optimizing development process effectiveness in highly regulated sectors: the case of the Spanish medical devices sector

Rapid development and commercialization of new products is of vital importance for small and medium sized enterprises (SME) in regulated sectors. Due to strict regulations, competitive advantage can hardly be achieved through the effectiveness of product concepts only. If an SME in a highly regulated sector wants to excell in new product development (NPD) performance, the company should focus on the flexibility, speed, and productivity of its NPD function: i.e. the development process effectiveness. Our main research goals are first to explore if SMEs should focus on their their development process effectiveness rather than on their product concept effectiveness to achieve high NPD performance; and second, to explore whether a shared pattern in the organization of the NPD function can be recognized to affect NPD performance positively. The medical devices sector in Spain is used as an example of a\ud highly regulated sector. A structured survey among 11 SMEs, of which 2 were studied also as in in-depth case studies, led to the following results. First of all, indeed the companies in the dataset which focused on the effectiveness of their development process, stood out in NPD performance. Further, the higher performing companies did have a number of commonalities in the organisation of their NPD function: 1) The majority of the higher performing firms had an NPD strategy characterized by a predominantly incremental project portfolio.\ud 2) a) Successful firms with an incremental project portfolio combined this with a functional team structure b) Successful firms with a radical project portfolio combined this with a heavyweight or autonomous team structure.\ud 3) A negative reciprocal relationship exists between formalization of the NPD processes and the climate of the NPD function, in that a formalized NPD process and an innovative climate do not seem to reinforce each other. Innovative climate combined with an informal NPD process does however contribute positively to NPD performance. This effect was stronger in combination with a radical project portfolio. The highest NPD performance was measured for companies focusing mainly on incremental innovation. It is argued that in highly regulated sectors, companies with an incremental product portfolio would benefit from employing a functional structure. Those companies who choose for a more radical project portfolio in highly regulated sectors should be aware\ud that they are likely to excell only in the longer term by focusing on strategic flexibility. In their NPD organization, they might be well advised to combine informal innovation processes with an innovative climate

Organizing Robotic Process Automation: Balancing Loose and Tight Coupling

Robotic Process Automation (RPA) is penetrating organizations at an accelerating rate. This trend is challenging the existing IT governance structures, because RPA usually is acquired and implemented by local business units, outside the control of the IT function. Consequently, how to organize and govern RPA initiatives is a topical issue. The recommendations from prior research are unclear, and there is a call for more research on this area. In this paper, we report from a study on RPA usage in three firms. In particular, we investigate the organizational consequences of having local business units manage the RPA initiatives. We make use of lightweight IT research as our analytical lens, contributing to research by unveiling the consequences and considerations of decentralized management of RPA

Integrating Lightweight Systems Analysis into the United Process by Using Service Responsibility Tables

This paper is a step toward establishing direct, but non-automatic links between lightweight (semi-formal) analysis methods for business professionals and heavyweight analysis methods for IT professionals. After noting the importance of user involvement in obtaining accurate and meaningful user requirements, the paper summarizes the Unified Process, a software development methodology that employs Unified Modeling Language (UML). Another section in the paper summarizes previous extensions of the work system method that produced a lightweight analysis tool called Service Responsibility Tables (SRTs). This paper uses a straightforward example to demonstrate a set of heuristics for translating between service responsibility tables produced by business professionals and UML diagrams that IT professionals can use as a partial basis for programming. This type of guideline-based link between lightweight and heavyweight methods could lead to more effective user involvement in requirements determination and reduce failure rate in IT projects

Pmo Lite for Colorado Housing and Finance Authority

The focus of this professional project was to identify the appropriate services for a lightweight project management office (PMO) to implement at a company referred to with the alias Not-For-Profit Organization (NFPO), and then to complete the first phase of this implementation. NFPO had lower project success rates than desired. They wanted to integrate project management practices into their organization in order to be more effective in meeting their mission. In order to determine the best approach to do this, lightweight and heavyweight project management methodologies and PMOs were examined. Based on NFPO\u27s smaller staff size, their culture, managements\u27 desire to keep overhead low, and their low project management maturity state, a lightweight PMO (PMO Lite) with a supportive nature was tailored for NFPO\u27s needs. This paper presents the results of the first phase of the PMO Lite implementation, which was to implement PMO Lite within the IT division. The next phase planned was to implement PMO Lite company-wide. For the first phase a PMO Lite Project Charter was completed. This document defined the goals and objectives, as well as high level responsibilities and resources for the PMO. A primary service of the PMO was to manage a project management methodology. Next, a simple project management methodology was developed to eventually be used organization-wide for all projects. It incorporated Scrum in a separate project management methodology for the IT application development projects. Document templates and a central document repository were created. IT staff were trained on these methodologies. A business case for NFPO\u27s PMO Lite was presented. The early results of the implementation were favorable. They included executive support of the PMO, IT staff trained on the project management methodologies, and the successful completion of two Scrum projects

MLPerf Inference Benchmark

Machine-learning (ML) hardware and software system demand is burgeoning. Driven by ML applications, the number of different ML inference systems has exploded. Over 100 organizations are building ML inference chips, and the systems that incorporate existing models span at least three orders of magnitude in power consumption and five orders of magnitude in performance; they range from embedded devices to data-center solutions. Fueling the hardware are a dozen or more software frameworks and libraries. The myriad combinations of ML hardware and ML software make assessing ML-system performance in an architecture-neutral, representative, and reproducible manner challenging. There is a clear need for industry-wide standard ML benchmarking and evaluation criteria. MLPerf Inference answers that call. In this paper, we present our benchmarking method for evaluating ML inference systems. Driven by more than 30 organizations as well as more than 200 ML engineers and practitioners, MLPerf prescribes a set of rules and best practices to ensure comparability across systems with wildly differing architectures. The first call for submissions garnered more than 600 reproducible inference-performance measurements from 14 organizations, representing over 30 systems that showcase a wide range of capabilities. The submissions attest to the benchmark's flexibility and adaptability.Comment: ISCA 202

Process Innovation With Lightweight It at an Emergency Unit

In this paper, we are studying the role of lightweight IT in process innovation. Our research question is how can lightweight IT support process innovation within an established e-health information infrastructure? Our empirical evidence is a qualitative case study at a primary care emergency service in Oslo. We provide two contributions. First, applying the lens of business process innovation to the literature on information infrastructures, we retain the value of the installed base, while we at the same time ad speed to the implementation project. Second, we demonstrate the role of lightweight technology in improving logistics and message interaction within and between health units. The lightweight technologies availability on the commercial market makes acquisition and implementation faster. Based on this, we briefly suggest a bypassing strategy where a new layer of technology is built separately from the existing infrastructure in order to effectively address process innovation efforts