scholarly journals User Story Estimation based on the Complexity Decomposition using Bayesian Networks

2021 ◽  
Vol 33 (2) ◽  
pp. 77-92
Author(s):  
Mayra Durán ◽  
Reyes Juárez-Ramírez ◽  
Samantha Jiménez ◽  
Claudia Tona
Keyword(s):  
Team Members ◽  
Fine Grain ◽  
Human Aspects ◽  
A Value ◽  
Card Number ◽  
User Stories ◽  
Development Teams ◽  
User Story ◽  
Complexity Estimation ◽  
Professional Practitioners

Currently, in Scrum, there are different methods to estimate user stories in terms of effort or complexity. Most of the existing techniques consider factors in a fine grain level; these techniques are not always accurate. Although Planning Poker is the most used method in Scrum to estimate user stories, it is primarily effective in experienced teams since the estimation mostly depends on the observation of experts, but it is difficult when is used by inexperienced teams. In this paper, we present a proposal for complexity decomposition in a coarse grain level, in order to consider important factors for complexity estimation. We use a Bayesian network to represent those factors and their relations. The edges of the network are weighted with the judge of professional practitioners about the importance of the factors. The nodes of the network represent the factors. During the user estimation phase, the Scrum team members introduce the values for each factor; in this way, the network generates a value for the complexity of a User story, which is transformed in a Planning Poker card number, which represents the story points. The purpose of this research is to provide to development teams without experience or without historical data, a method to estimate the complexity of user stories through a model focused on the human aspects of developers.

Mobile Collaboration Support for Virtual Teams

2017 ◽  
Vol 28 (3) ◽  
pp. 48-69 ◽  
Author(s):  
Keng Siau ◽  
Min Ling
Keyword(s):  
Virtual Teams ◽  
Virtual Team ◽  
Virtual Collaboration ◽  
Conceptual Foundation ◽  
Work Systems ◽  
Team Members ◽  
Development Teams ◽  
Geographically Distributed ◽  
Qualitative Technique ◽  
Sophisticated Technology

Organizations increasingly depend on virtual teams in which geographically distributed individuals use sophisticated technology to interact and collaborate. With the advancement of mobile and wireless technology, mobile support for collaboration among virtual team members is becoming increasingly important and popular. In this research, we study the values of mobile support for virtual team members. Using the qualitative technique, Value-Focused Thinking approach, proposed by Keeney, we interviewed 30 subjects who were involved in information systems development teams and asked them the values of mobile support for virtual collaboration. This study uses Alter's Work Systems Theory as the conceptual foundation.

E-Mentoring in Global Software Development Teams

2013 ◽  
pp. 160-175
Author(s):  
Ricardo Colomo-Palacios ◽  
Alok Mishra ◽  
Cristina Casado-Lumbreras ◽  
Pedro Soto-Acosta
Keyword(s):  
Software Development ◽  
Success Factors ◽  
Global Software Development ◽  
Team Members ◽  
Common Culture ◽  
Development Teams ◽  
Software Development Teams ◽  
Communication And Coordination ◽  
Cross Cultural Management ◽  
Correct Application

Global Software Development (GSD) teams face communication and coordination problems due to spatial, temporal, and cultural separation between team members. Cultural diversity and cross-cultural management are significant issues among GSD teams. In software development projects, mentoring dramatically reduces the learning curve for novice human resources. Due to the large amount of electronic communication instruments, a remarkable number of different e-Mentoring concepts have emerged, which provides opportunity for mentoring that would not otherwise be possible. This chapter presents key success factors to enable e-Mentoring as a tool to develop a common culture in GSD scenarios. These success factors enable the correct application of mentoring programmes and the use of this to build a common culture in organizations that perform GSD.

Toward the development of new product ideas: asymmetric effects of team cohesion on new product ideation

2015 ◽  
Vol 30 (7) ◽  
pp. 855-866 ◽  
Author(s):  
Tanawat Hirunyawipada ◽  
Audhesh K. Paswan ◽  
Charles Blankson
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Development Process ◽  
New Product ◽  
Product Development Process ◽  
Content Type ◽  
Team Members ◽  
Development Teams ◽  
Task Cohesion ◽  
Relational Aspect

Purpose – The purpose of this paper is to investigate asymmetric effects of team cohesion and team members’ relational qualification on the creativity of new product ideas. Design/methodology/approach – Structural equation modeling was conducted on survey data collected from 195 new product development practitioners in various US high-technology industries. Findings – The study suggests that creative and potentially successful product ideas include three dimensions – usefulness for customers, and novelty for customers and usefulness for the firms (i.e. enhancement efficiency and effectiveness of companies’ new product development process). By focusing on a relational aspect of new product development teams, the study shows that team task cohesion mediates the relationship between the antecedents (team members’ organizational commitment and social competency) and the three outcome dimensions of a successful product idea (novelty, usefulness to customers and usefulness to the firm). The team members’ interpersonal relationship has no positive association with task cohesion and the desirable qualifications of product ideas. Research limitations/implications – An ideation team’s socially competent members who identify with their organization are likely to be attracted to a given task. This task cohesion, in turn, enhances the creativeness of the development of product ideas. Practical implications – To generate fruitful product ideas using a team approach, companies should make sure that their new product ideation teams achieve a sense of mutual commitment to the given ideation tasks, develop a feeling of belongingness and ownership toward the firms and include members who have good social and interpersonal skills. However, the possession of strong social cohesion is not essential for the teams. Originality/value – This study provides novel insights concerning the relational aspect of product development teams assigned to the initiation phase (front end) of a new product development process.

scholarly journals The effects of social capital on team performance: A study of RD departments in Uzbekistan

2015 ◽  
Vol 1 (1) ◽  
pp. 80-91
Author(s):  
Akmal Hudaykulov ◽  
Xu Hongyi
Keyword(s):  
Social Capital ◽  
Research And Development ◽  
Textile Industry ◽  
Structural Equation ◽  
Positive Impact ◽  
Social Capital Theory ◽  
Survey Method ◽  
Capital Theory ◽  
Team Members ◽  
Development Teams

The aim of the investigation was to explain impact of various dimensions of social capital on cooperation. In the attempt we constructed a research model by utilizing social capital theory. Ultimately cooperation within research and development teams in textile industry in Uzbekistan was assessed. A survey method was applied and a questionnaire was developed and administered to. Structural Equation Modelling together with multiple regression was used to test the predictive value of our model on the sample of 170 Research and development department members. Findings suggest there is a large positive impact of social capital on cooperation. Therefore, the study confirms the value of social capital in explaining cooperation. The study helps managers and team members to better understand the importance of social capital generation on projects and in organizations. The developed concept can be used as a framework for facilitating cooperation for governments, research institutions, academic institutions and companies.

scholarly journals Renewed talent management: more productive development teams with digitalization supported HR tools

2021 ◽  
Vol 10 (2) ◽  
pp. 170
Author(s):  
Antonis Vatousios ◽  
Ari Happonen
Keyword(s):  
Performance Enhancement ◽  
Talent Management ◽  
Structural Development ◽  
Team Members ◽  
New Novel ◽  
Development Teams ◽  
People Skills ◽  
Project Data ◽  
The Right

In most companies and organizations, performance is related to talent management and skills to analyze what and why people are working on. However, many companies do fail to implement a long-term strategy for the performance enhancement activities, considering the talents they have recruited. In this article, we propose a tool for HR work, in context of talent management and how to utilize people skills and productivity analytics to improve team performance and related KPIs. A project data-based case study is illustrated, in which a set of devel-oper and content marketers were analyzed as core team members. In practice, the presented framework makes an important contribution to decision-making activities, where people analytics and proper software tools are used to build new novel knowledge into talent pool of the team. With the framework-based analysis, it is possible to analytically compare team members’ performance and enhance the team’s skill and structural development which means that we can employ analytics to find best performers and set their roles for more optimally working teams. Our research supports the concept of using the right framework can make a big positive difference in team analytics.  

Making Products That Matter: How Value-driven Development Accelerates Your Teams

2019 ◽  
Vol 5 (2) ◽  
pp. 150-163 ◽  
Author(s):  
Marcel Kwakernaak
Keyword(s):  
End Users ◽  
Agile Development ◽  
End User ◽  
Step Process ◽  
A Value ◽  
Development Teams ◽  
Insight Into ◽  
Blind Spots ◽  
Early Indicators

An increasing number of businesses are seeking new Agile ways to deliver valuable products to their customers. However, many companies that adopt Agile principles soon experience early indicators of struggle, such as starting development before the value to the end user is fully understood or delivering products that are not done. These problems limit the ability of organizations to create value for both their end users and the company. The purpose of this article is to share our experience as practitioners on a range of Agile development practices from a value-driven perspective. Common blind spots are highlighted and the value-driven principles that enable development teams to sustainably create value are explained. Our experimentation with various improvement approaches has provided insight into value-driven principles and the framework that interconnects these principles. This article describes the value-driven framework (VDF) as a methodology developed by practitioners for businesses that struggle to enable their workforce to increase the value of their products. The VDF provides an approach to overcome these struggles in a four-step process: (1) explore to find opportunity, (2) discover the most valuable next step, (3) experiment to try-out and learn, and (4) value will emerge as a sustainable user benefit.

Sprint Backlog Estimating and Planning Using Planning Poker Technique in Agile Scrum Framework

2018 ◽  
Vol 8 (5) ◽  
pp. 109
Author(s):  
Abdelelah Elgasim Babiker ◽  
Adil Mahmoud ◽  
Alameen Abdalrahman
Keyword(s):  
Software Development ◽  
Development Process ◽  
Relative Mass ◽  
Planning Techniques ◽  
Team Members ◽  
Development Framework ◽  
User Stories ◽  
Development Life Cycle ◽  
Relative Value ◽  
Software Development Life Cycle

Today and during the recent years, Agile Product Development Framework has been common used framework for software development particularly, Scrum is the most widely known methodology under the umbrella of agile, including many sprints to manage the development process of software. One of the most important terms in each scrum sprint is the planning and estimation phase. Many techniques to plan the sprint backlog and specify the required time and resources to perform each single backlog item. As some of planning techniques as Planning Poker, T-Shirt Sizes and Relative Mass Valuation. Planning Poker is considered an effective and powerful technique according to its algorithm of work which evolves the whole team members estimation to user stories backlog. Planning Poker gets the backlog items and input and gives the well estimated tasks and output. Planning Poker helps the product owners and scrum team to successfully estimate the work that ensures working Relative Value Points Return On Investment goals specified since the beginning of the software development life cycle phases. The importance of Planning Poker is in giving the optimum estimation with consideration to high priority backlog items and user stories.

Optimizing the Configuration of Development Teams Using EVA

2011 ◽  
Vol 2 (1) ◽  
pp. 62-77 ◽  
Author(s):  
Alexander Baumeister ◽  
Alexander Floren
Keyword(s):  
Resource Reallocation ◽  
Work Package ◽  
Earned Value ◽  
Value Analysis ◽  
Team Members ◽  
Earned Value Analysis ◽  
Productivity Losses ◽  
Development Teams ◽  
Performance Effects ◽  
The Impact

Resource constrained software development projects are likely to exceed the planned duration as well as the originally planned budget. As variances arise, the revision of team-task-assignments and a resource reallocation might be advisable to avoid a project escalation. In doing so, the development management has to consider the impact on team expertise and possible productivity losses if team members are shifted to other work packages than originally planned. This paper proposes the use of a modified Earned Value Analysis based on new resource-based performance measures, which provides information on the performance effects of adjustment alternatives. Furthermore, it will be demonstrated how these figures can support the decision which human resources should be shifted if a delay exists in one work package that belongs to the critical chain. In this regard, the idea of the knapsack problem is transformed into the challenging task of shifting resources to find the work package that should release the resources to minimize an overall performance decrease. A case study clarifies the implementation.

Report from ILEWG Task Groups: Science, Technology, human aspects, roadmaps, socio-economics, young lunar explorers, MoonVillage, MoonMars synergies, EuroMoonMars, ArtMoonMars

2020 ◽  
Author(s):  
Bernard Foing ◽  
Keyword(s):  
Lunar Exploration ◽  
Discussion Forums ◽  
The Moon ◽  
Team Members ◽  
Task Groups ◽  
Related Space ◽  
Young Professional ◽  
Human Aspects ◽  
Science Technology ◽  
Space Projects

<p>ILEWG has been organising since 1994 ICEUM International Conferences on Exploration & Utilisation of the Moon with published proceedings, and where community declarations have been prepared and endorsed by community participants. ILEWG has co-organised and co-sponsored lunar sessions at EGU, COSPAR, EPSC.</p><p>ILEWG task groups include science, technology, human aspects, socio-economics, young explorers and outreach, programmatics, roadmaps and synergies with Mars exploration, MoonBase, MoonVillage, EuroMoonMars, ArtMoonMars, Young Lunar Explorers, ILEWG Young Professional Grantees.  ILEWG has also sponsored a number of activities, workshops, tasks groups and publications in collaborations with other organisations: COSPAR, space agencies, IAA, IAF, EGU</p><p>Besides the discussion forums, users can also obtain information on how to participate, as well as details on the latest news and events regarding lunar exploration, forthcoming meetings, relevant reports and documents of importance for the work of the ILEWG, summary descriptions of recent and future  lunar exploration projects (such as SMART-1, Chang'E1-5 , Selene Kaguya, Chandrayaan-1-2, LRO, LCROSS), GRAIL, ARTEMIS, international lunar exploration projects) funded by various space agencies, and basic data on the Moon itself. Activities of the related space agencies and organizations can also be found. The ILEWG Forum also hosts the Lunar Explorer's Society. http://www.lunarexplorers.net/</p><p>The International Lunar Exploration Working Group (ILEWG) is a public forum sponsored by the world's space agencies to support "international cooperation towards a world strategy for the exploration and utilization of the Moon - our natural satellite" (International Lunar Workshop, Beatenberg (CH), June 1994). The Forum is intended to serve three relevant groups:</p><ul><li>Actual members of the ILEWG, i.e. delegates and representatives of the participating Space Agencies and organizations - allowing them to discuss and possibly harmonize their draft concepts and plans in the spirit of the Beatenberg Declaration (see below).</li> <li>Team members of the relevant space projects - allowing them to coordinate their internal work according to the guidelines provided by the ILEWG Charter (see below).</li> <li>Members of the general public and of the Lunar Explorer's Society who are interested and wish to be informed on the progress of the Moon projects and possibly contribute their own ideas.</li> </ul><p>https://en.wikipedia.org/wiki/International_Lunar_Exploration_Working_Group</p><p>https://moonbasealliance.com/ilewg</p><p>ILEWG ICEUM declarations (International Conference on Exploration & Utilisation of the Moon) :</p><p>https://ui.adsabs.harvard.edu/search/q=ilewg%20declarations&sort=date%20desc%2C%20bibcode%20desc&p_=0</p><p>COSPAR ICEUM13: Pasadena Lunar Declaration 2018 https://meetingorganizer.copernicus.org/EPSC-DPS2019/EPSC-DPS2019-874-1.pdf</p><p>Report from ILEWG and Cape Canaveral Lunar Declaration 2008 https://meetingorganizer.copernicus.org/EGU2009/EGU2009-13223.pdf</p>

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