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