Agile project and portfolio management: A systematic literature review

The application of Agile Methods (AM) in project management has shown great efficiency and remarkable results. However, these methods were born to be applied at team level and not at project portfolio level, where the complexity of managing multiple agile projects and teams leads to several challenges of resource management, priorities and governance model of the project portfolio. The systematic literature review performed in this research aims to identify which practices are the most appropriate to manage the challenges associated with Agile Portfolio Management (APM) and which is the most appropriate context.info:eu-repo/semantics/publishedVersio

Looking Over the Research Literature on Software Engineering from 2016 to 2018

This paper carries out a bibliometric analysis to detect (i) what is the most influential research on software engineering at the moment, (ii) where is being published that relevant research, (iii) what are the most commonly researched topics, (iv) and where is being undertaken that research (i.e., in which countries and institutions). For that, 6,365 software engineering articles, published from 2016 to 2018 on a variety of conferences and journals, are examined.This work has been funded by the Spanish Ministry of Science, Innovation, and Universities under Project DPI2016-77677-P, the Community of Madrid under Grant RoboCity2030-DIH-CM P2018/NMT-4331, and grant TIN2016-75850-R from the FEDER funds

Effective communication in globally distributed Scrum teams

Trends in information systems development include the use of globally distributed teams and agile methodologies such as Scrum. Globally distributed (GD) software development challenges team communication. Before we can evaluate effective communication in GD teams using Scrum, we need to know what effective communication means in that context. This study captures the understanding of effective communication based on interviews with industry professionals working in GD Scrum teams and reports on Scrum practices that keep communication effective. From these interviews, we developed a model consisting of communication transparency, communication quality, and communication discipline, leading to the alignment of team understanding. This paper contributes to practitioners’ knowledge about what effective communication means in GD Scrum and describes tools that support communication. The theoretical contribution of the study is a model of effective communication that lays the ground for future research on evaluating Scrum’s effect on communication in GD contexts

Contributions of entrepreneurial orientation in the use of agile methods in project management

Purpose – This paper aims to analyze the degree of contribution of the entrepreneurial orientation (EO) oforganizations in the use of agile methods (AM) in project management.Design/methodology/approach – A quantitative approach with the application of a survey withproject professionals resulted in 206 valid answers. The data were analyzed using structural equationmodeling and the method of partial least squares (PLS).Findings – The results present empirical evidence of the significant contribution of EO in the use of AM inproject management, confirming the main hypothesis of this study. This effect was not influenced by thecontrol variables tested.Research limitations/implications – This study contributes to the development of research on AMand minimizes the literature gap on the connection between entrepreneurship and AM. The results are limitedto the sample. Studies with broader samples and different segments are suggested, as well as the contributionof each dimension of the EO to AM.Practical implications – Innovativeness, risk-taking, proactiveness, autonomy and competitiveaggressiveness (EO dimensions) can contribute to the use of AM and guide actions to develop thesebehaviors, pursuing better adherence to agile values and the use of AM in project management.Originality/value – The originality of this study regarding the connection between EO and AM lies on thepresentation of a theoretical model of this relationship and reduces the gap in this research field. Given the degree of EO contribution in AM (19.7%), there are other factors that affect the use of AM in projectmanagement that should be investigated

Communication Challenges in Distributed Student Projects

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Case study on non-functional requirement change impact traceability for agile software development

Currently, it is crucial to develop a complex software on time. Agile software development methodologies provide methods to develop a system in term of time and cost-saving but it has been criticized for software quality management. In this paper, a case study is used to find out the need of NFR change impact traceability approach in most of Agile software methodology. This case study was conducted in an undergraduate course that trained the students on how to develop software using Agile process model. This case study has been conducted for 4 months in an undergraduate-level course, Application Development. The samples of this case study are among Year 3 undergraduate students. The case study shows the lack of traceability techniques in the existing Agile process model (SFDD-Secured Feature Driven Development) that result to non-awareness of NFR change impact during development. Based on the case study mentioned the main objective of the case study conducted in survey is to empirically test the theoretical constructs and the hypothesized relationships of the research issues that concern on the lack of change impact management towards NFR in Agile Software Methodology. TANC (Traceability for Agile Non-Functional Requirement Change Impact) model offered techniques in tracing change impact during the agile development process. Therefore, the result of the case study, a traceability process model needs to design in order to tackle the NFR change impact issues in Agile software development

Affective Leadership in Agile Teams

Agile management prescribes a set of structures and processes to help teams respond to change. This article presents an in-depth case study examining how high- and low-agility nursing teams differed in their response to the COVID-19 pandemic, organizational restructuring, and floods. It unveils the crucial role of “affective leaders” in high-agility teams during those crises. These leaders constructed positive emotional experiences for their teams to successfully respond to adversity. The findings remind scholars and practitioners that agile management’s founding tenet of “valuing individuals and interactions” implies understanding, working with, and actively recalibrating emotions