On the Mapping of Underlying Concepts of a Combined Use of Lean and User-Centered Design with Agile Development: The Case Study of the Transformation Process of an IT Company

2019 ◽  
pp. 25-40 ◽  
Author(s):  
Cassiano Moralles ◽  
Matheus Vaccaro ◽  
Maximilian Zorzetti ◽  
Eliana Pereira ◽  
Cássio Trindade ◽  
...  
Keyword(s):  
Transformation Process ◽  
Agile Development ◽  
User Centered Design ◽  
Combined Use ◽  
User Centered

Managing User-Centered Design Activities in Distributed Agile Development

2021 ◽  
Author(s):  
Sultan Alyahya ◽  
Ohoud Almughram
Keyword(s):  
Participatory Design ◽  
Agile Development ◽  
Design Teams ◽  
User Centered Design ◽  
Management Tools ◽  
Daily Work ◽  
Development Teams ◽  
Design Activities ◽  
Computer Based ◽  
User Centered

Abstract The integration of user-centered design (UCD) activities into agile information systems development has become more popular recently. Despite the fact that there are many ways the merging of UCD activities into agile development can be carried out, it has been widely recognized that coordinating design activities with development activities is one of the most common problems, especially in distributed environments where designers, developers and users are spread over several sites. The main approach to coordinate UCD activities with distributed agile development is the use of informal methods (e.g. communication through using video conference tools). In addition to the temporal, geographical and socio-cultural barriers associated with this type of methods, a major limitation is a lack of awareness of how UCD activities and development activities affect each other. Furthermore, some agile project management tools are integrated with design platforms but fail to provide the necessary coordination that helps team members understand how the design and development activities affect their daily work. This research aims to support the effective management of integrating UCD activities into distributed agile development by (i) identifying the key activity dependencies between UX design teams and development teams during distributed UCD/agile development and (ii) designing a computer-based system to provide coordination support through managing these activity dependencies. In order to achieve these objectives, two case studies are carried out. Our findings revealed 10 main dependencies between UCD design teams and development teams as shown by six types of activity. In addition, the participatory design approach shows that developing a computer-based system to manage seven of these selected dependencies is achievable.

scholarly journals Can HCI Help Increase People’s Engagement in Sustainable Development? A Case Study on Energy Literacy

2021 ◽  
Vol 13 (14) ◽  
pp. 7543
Author(s):  
Carla Pestana ◽  
Luísa Barros ◽  
Sabrina Scuri ◽  
Mary Barreto
Keyword(s):  
Renewable Energy Sources ◽  
User Centered Design ◽  
Card Sorting ◽  
Structured Interviews ◽  
Information Platform ◽  
Energy Education ◽  
Initial Results ◽  
User Centered ◽  
Education Initiatives

The adoption of energy efficiency practices and increased penetration of renewable energy sources in the power system are estimated to play a key role in the decarbonization of the energy sector, helping reduce greenhouse gas emissions and ultimately fight climate change. To foster energy transition, energy education initiatives should primarily target the citizens and be designed adopting a User-Centered Design (UCD) approach and HCI methodologies. This paper describes how UCD/HCI can inform the design of citizens’ energy education initiatives by presenting a case study—the development of an information platform targeting Madeiran citizens. The article describes the design process, from ideation to prototype and validation. Methods used in each phase (card sorting, semi-structured interviews, brainstorming sessions, think-aloud protocol and surveys) are described. Results of each phase and how they have informed the following steps are presented, together with a detailed description of the resulting information platform and initial results in terms of acceptance and interaction with the system. Our initial results support the hypothesis that adopting an HCI perspective can nurture the development of energy education initiatives targeting citizens, bringing a user-centered approach to the design of such initiatives.

Agile Software Development Process Applied to the Serious Games Development for Children from 7 to 10 Years Old

2015 ◽  
Vol 8 (2) ◽  
pp. 64-79 ◽  
Author(s):  
Sandra P. Cano ◽  
Carina S. González ◽  
César A. Collazos ◽  
Jaime Muñoz Arteaga ◽  
Sergio Zapata
Keyword(s):  
Serious Games ◽  
User Profile ◽  
Extreme Programming ◽  
Agile Development ◽  
User Centered Design ◽  
Medium Development ◽  
Development Methodology ◽  
Agile Software ◽  
The City

The development of video games is a complex, multidisciplinary process, which involves different areas as well as a greater number of roles than for traditional software. Serious games face process constraints that concern a number of interactive, educational and psychological factors designed to lead to the fulfillment of educational objectives within a specific context. Based on a case study in the city Cali, Colombia, an iterative and incremental process is proposed, focusing on small and medium development for educational serious games and basing itself on two lines of research: agile development methodology and user-centered design (UCD) for children from 7 to 10 years. The agile methodology eXtreme Programming (XP) offers a useful option for the development of serious games as it establishes a continuous communication with all project stakeholders - including the end user - throughout the project, while UCD allows the user profile to be known and identified so that the game will meet the needs and match the capabilities, expectations and motivations of the child.

scholarly journals Principles of Operational Agility: A Case Study of a Swiss Telecommunication Company

2020 ◽  
Vol 74 (2) ◽  
pp. 173-186
Author(s):  
Rafael Lorenz ◽  
Luzius Bäckert ◽  
Johannes Heck
Keyword(s):  
Single Case ◽  
Agile Manufacturing ◽  
Transformation Process ◽  
Agile Development ◽  
Single Case Study ◽  
Business Unit ◽  
Management Research ◽  
Research Areas ◽  
Agile Organization

Management research has begun to investigate operational agility, the capability of organizations to adapt rapidly and incrementally in response to changing conditions. The purpose of this study is to bridge the discrete research areas of agile development and agile manufacturing, which exist within literature on operational agility, and to derive the principles of operational agility itself. It therefore combines previous research with evidence from an explorative single case study. The study identifies eight principles of operational agility which may guide practitioners to form organizations that can adapt rapidly. By deriving these principles, this case study is one of the first academic contributions to elaborate on an operating model that aims for agility on both an enterprise and business unit level. Overall, our findings enhance the understanding of operational agility, while revealing new insights into the transformation process of a leading agile organization.

Global Goes GUI: A Case Study of the Introduction of User-Centered Design

1995 ◽  
Vol 39 (12) ◽  
pp. 844-847
Author(s):  
Susan M. Dray
Keyword(s):  
Lessons Learned ◽  
User Centered Design ◽  
Client Server ◽  
Organizational Issues ◽  
Development Life Cycle ◽  
Server Systems ◽  
The Us ◽  
Early Phases ◽  
User Centered

Major changes in the design process are required for Information Systems departments to make the shift from a traditional development life cycle to the user-centered methods required for the development of Client/Server systems. This type of change can be very difficult to accomplish. “Global Enterprises,” a large commodities company, headquartered in the US, is in the early phases of this shift. Their strategy has been to form a cross-functional User Interface team. The efforts underway at Global are presented to illustrate many of the typical technical and organizational issues companies face early in the process of introducing new design methods. The paper concludes by summarizing on key lessons learned.

Sign in / Sign up

Export Citation Format

Share Document