27 research outputs found
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
Agile software development practices in Egypt SMEs : a grounded theory investigation
Agile information system development methods have been adopted
by most software development organizations due to their proven benefits in terms
of flexibility, reliability, and responsiveness. However, companies face significant
challenges in adopting these approaches. Specifically, this research investigates
challenges faced by software development companies in Egypt while transitioning
to Agile. As little previous research is available targeting their concerns,
we have conducted a grounded theory investigation. Key problem areas were
found including lack of cadence in sprints planning, inadequate use of effort estimation
and product quality issues.
The developed grounded theory reflects on the key problem areas found with
SMEs adopting agile practices and can be used by software development practitioners
adopting agile methods in Egypt or similar developing countries as an
outline for the common problem areas they are expected to find
Geographical and temporal distribution of SARS-CoV-2 clades in the WHO European Region, January to June 2020
We show the distribution of SARS-CoV-2 genetic clades over time and between countries and outline potential genomic surveillance objectives. We applied three available genomic nomenclature systems for SARS-CoV-2 to all sequence data from the WHO European Region available during the COVID-19 pandemic until 10 July 2020. We highlight the importance of real-time sequencing and data dissemination in a pandemic situation. We provide a comparison of the nomenclatures and lay a foundation for future European genomic surveillance of SARS-CoV-2.Peer reviewe
Agile Meets Assessments: Case Study on How to Do Agile Process Improvement in a Very Small Enterprise
Smaller software companies, such as start-ups do not often follow an explicit process, but rather develop in a more or less unstructured way. Especially when they grow or customer involvement increases. This development without any structured process results in problems. Thus, our objective was the improvement of the current development process of one software start-up by introducing appropriate agile practices and eliciting their effects. For this reason, we performed a pre and post process assessment using interviews. Based on the initial assessment, agile practices were selected and implemented. Finally, the post assessment and additional code metrics served as controlling mechanism to check whether weak points are addressed. The comparison of the two assessments showed that 13 ISO 29110 base practices have been improved by the introduced eight agile practices. Thus, even more aspects have casually been improved than initially planned. Finally, the additional retrospective with company employees showed how the introduced agile practices positively influenced their work