scholarly journals Conceptual Framework of Dynamic Scrum Model and Knowledge Management for Software Product Management

2019 ◽  
Author(s):  
Boraq Ahmad Ammourah ◽  
Sakinah Ali Pitchay
Keyword(s):  
Knowledge Management ◽  
Software Development ◽  
Conceptual Framework ◽  
Tacit Knowledge ◽  
Product Management ◽  
Team Members ◽  
Software Product ◽  
Software Development Methodologies ◽  
Software Practitioners ◽  
Efficient Software

Software development methodologies and knowledge management (KM) are a dynamic part of core challenge of the organization in order to deliver on time with less effort and efficient software product. Scrum model is widely known as one of the best common software development methodologies and this paper has conducted a survey on how to transfer the knowledge between team members. Moreover, the Scrum model relies on daily stand-up meeting or daily scrum meeting for capture and share knowledge. Thus, this paper investigates Scrum model and knowledge management process on how to improve the proficiency of knowledge sharing among the software practitioners with less time and effort. It also proposes a conceptual framework where it stores and retrieves the tacit knowledge via Scrum model for software product management. This proposed conceptual framework is used to store and retrieve the tacit knowledge via Scrum process for software product management to save a time consuming and effort.

Managing Tacit Knowledge to Improve Software Processes

2014 ◽  
pp. 143-160
Author(s):  
Alberto Heredia ◽  
Javier García-Guzmán ◽  
Fuensanta Medina-Domínguez ◽  
Arturo Mora-Soto
Keyword(s):  
Knowledge Management ◽  
Change Management ◽  
Tacit Knowledge ◽  
Process Improvement ◽  
Software Process ◽  
Software Process Improvement ◽  
Development Cost ◽  
Software Product ◽  
New Knowledge ◽  
Software Processes

In general, software process improvement entails significant benefits such as increased software product quality, decreased time and development cost, and decreased risks. To obtain these, organizations must apply knowledge management because the identification of new knowledge is considered key to success when improving software processes. Existing knowledge is, however, difficult to find, and when found, it is often difficult to reuse in practice. This is due to the fact that a considerable part of the knowledge that is useful for executing software processes is tacit and not all of it can be captured and made explicit. The purpose of this chapter is to present a framework for software process improvement based on the enrichment of organizational knowledge by means of the acquisition of tacit knowledge from individuals working in different teams and environments. The framework includes the specification of roles, processes, and tools, and is based on a process asset library and the introduction of configuration and change management mechanisms.

Agile Enablers and Adoption Scenario in Industry Context

2015 ◽  
pp. 157-178
Author(s):  
Vinay Kukreja ◽  
Amitoj Singh
Keyword(s):  
Software Development ◽  
Agile Software Development ◽  
Agile Development ◽  
User Requirements ◽  
Distributed Environment ◽  
Team Members ◽  
Agile Methodologies ◽  
Software Development Methodologies ◽  
Agile Software

In the globalization of fast changing business and technology environment, it becomes very important to respond quickly to changing user requirements. Traditional methodologies are not appropriate for the projects where user requirements are not fixed. Agile methodologies have been developed to cope up with user changing requirements and emphasize more on working software and customer collaboration. Agile is an umbrella term and it is used for many software development methodologies which shares common characteristics. This chapter mainly focuses on the working methodology of agile development and the usage areas of industry where agile development is implemented. Agile software development is difficult in distributed environment as the team members are at distributed locations. This chapter discusses agile industry applicability enablers which are useful for agile software development in distributed environment.

Managing Tacit Knowledge to Improve Software Processes

2017 ◽  
pp. 1567-1585
Author(s):  
Alberto Heredia ◽  
Javier García-Guzmán ◽  
Fuensanta Medina-Domínguez ◽  
Arturo Mora-Soto
Keyword(s):  
Knowledge Management ◽  
Change Management ◽  
Tacit Knowledge ◽  
Process Improvement ◽  
Software Process ◽  
Software Process Improvement ◽  
Development Cost ◽  
Software Product ◽  
New Knowledge ◽  
Software Processes

In general, software process improvement entails significant benefits such as increased software product quality, decreased time and development cost, and decreased risks. To obtain these, organizations must apply knowledge management because the identification of new knowledge is considered key to success when improving software processes. Existing knowledge is, however, difficult to find, and when found, it is often difficult to reuse in practice. This is due to the fact that a considerable part of the knowledge that is useful for executing software processes is tacit and not all of it can be captured and made explicit. The purpose of this chapter is to present a framework for software process improvement based on the enrichment of organizational knowledge by means of the acquisition of tacit knowledge from individuals working in different teams and environments. The framework includes the specification of roles, processes, and tools, and is based on a process asset library and the introduction of configuration and change management mechanisms.

Usability Engineering in Agile Software Development Processes

2016 ◽  
pp. 208-221
Author(s):  
Muhammad Aminu Umar ◽  
Sheidu Salami Tenuche ◽  
Sahabi Ali Yusuf ◽  
Aminu Onimisi Abdulsalami ◽  
Aliyu Muhammad Kufena
Keyword(s):  
Software Development ◽  
User Interaction ◽  
Agile Software Development ◽  
Functional Requirements ◽  
Usability Engineering ◽  
Agile Processes ◽  
Software Product ◽  
Development Processes ◽  
Software Development Methodologies ◽  
Agile Software

As the popularity and acceptance of agile software development methodologies increases, the need to integrate usability engineering in the design and development processes is imperative. While, agile the focus is on technical and functional requirements not on end-user interaction, usability is usually only dealt with on the side. Combining this two in practice will go a long way in development of better product. Since the success and acceptance of software product depends not only on the technologies used but how well it integrates user-oriented methods. Therefore, this chapter puts together works on how usability engineering has been integrated with agile processes.

Knowledge Management and Software Development Organization

2017 ◽  
pp. 226-246 ◽  
Author(s):  
Marcello Chedid ◽  
Leonor Teixeira
Keyword(s):  
Knowledge Management ◽  
Software Development ◽  
Tacit Knowledge ◽  
Development Process ◽  
Management Process ◽  
Software Development Process ◽  
Development Organization ◽  
Main Challenge ◽  
The Difference ◽  
Knowledge Intensive

Software development organization (SDO) is a kind of knowledge-intensive business and their large majority is small and medium enterprise (SME) facing similar challenges of large ones. The diversity and complexity of the SDO environment makes knowledge the fundamental element in the software development process, which strengthens the importance of an effective knowledge management process. The software development process involves multidisciplinary teams, and the various working meetings that occur during a project are conducive to generate and share a lot of knowledge, in particular tacit knowledge. The use of a knowledge management process that enables to manage tacit knowledge will define the difference between a good SDO performance and the best SDO performance. This chapter aims to present an exploratory study based on literature review, with the aim of identifying the main challenge of knowledge management in the SDO context. The authors also aim to address some new research directions.

Triggering Specialised Knowledge in the Software Development Process

2022 ◽  
pp. 434-452
Author(s):  
Hanna Dreyer ◽  
Martin George Wynn ◽  
Robin Bown
Keyword(s):  
Software Development ◽  
Human Resources ◽  
Tacit Knowledge ◽  
Human Resources Management ◽  
Project Team ◽  
Theoretical Development ◽  
Ethnographic Case Study ◽  
Team Members ◽  
Verbal Exchanges

Many factors determine the success of software development projects. The exchange and harnessing of specialized knowledge amongst and between the project team members is one of these. To explore this situation, an ethnographic case study of the product-testing phase of a new human resources management system was undertaken. Extempore verbal exchanges occur through the interplay of project team members in weekly meetings, as the software was tested, analyzed, and altered in accordance with the customer's needs. Utilizing tacit knowledge from the project members as well as the group, new tacit knowledge surfaces and spirals, which allows it to build over time. Five extempore triggers surfaced during the research generated through explicit stimuli, allowing project members to share and create new knowledge. The theoretical development places these learning triggers in an interpretive framework, which could add value to other software development and project management contexts.

The Tetrad Influences

2014 ◽  
Vol 5 (2) ◽  
pp. 30-42
Author(s):  
Usman Khan Durrani ◽  
Zijad Pita ◽  
Joan Richardson
Keyword(s):  
Software Development ◽  
Software Process Improvement ◽  
Project Teams ◽  
Software Configuration Management ◽  
Development Environment ◽  
Software Configuration ◽  
Software Product ◽  
Software Development Methodologies ◽  
Organizational Needs

The Software Configuration Management (SCM) process with its origin in hardware development was first applied to the software development environment in the 1950's. Since then many IT dynamics associated with this process have evolved, such as, software development methodologies, software process improvement standards, computing environments, and organizational needs. Through the observation of these IT dynamics, which the researchers called “the tetrad influences”, it is now apparent that there is a need to look into new adaptable approaches to apply the SCM process for traceability and governance. In this paper, we will present a conceptual framework highlighting the tetrad influences on the SCM process and will propose a Software configuration Adaptable Lean Agile Management “SALAM” model as a solution. We contribute a case study of a large Australian IT project where hybrid project teams delivered a consolidated software product in a hybrid cloud computing environment.

scholarly journals Knowledge management in small software development organisations: A South African perspective

2017 ◽  
Vol 19 (1) ◽  
Author(s):  
Mzwandile M. Shongwe
Keyword(s):  
Knowledge Management ◽  
Software Development ◽  
Software Process Improvement ◽  
Development Project ◽  
Project Managers ◽  
Intervention Strategies ◽  
Software Development Project ◽  
Organisational Routines ◽  
Software Development Methodologies ◽  
Knowledge Intensive

Background: Software organisations have been experiencing software development failures since the beginning of software development. Globally, latest Standish Group CHAOS reports indicate that only 29% of projects are successful. In South Africa (SA), the ITWeb report (2013) indicates that only 11% of all projects are successful. Intervention strategies such as software process improvement (SPI) frameworks and new software development methodologies such as agile methods have been introduced to address this issue. These intervention strategies do not seem to be effective because software development projects continue to fail. To address this issue, software organisations are turning to knowledge management (KM). This is because software development is a knowledge-intensive task.Objectives: The study aimed to investigate KM practices in small, medium and micro (SMMEs) software development organisations in SA and to determine if KM has benefited the organisations.Method: Fifteen software development project managers from 15 software development SMMEs were interviewed. Content analysis was used to analyse the data.Results: The study found six KM practices in the organisations: knowledge acquisition, creation, storage, sharing, organisation and application. The study found that KM has benefited organisations by making them effective, efficient and productive.Conclusions: The study concluded that software development organisation have adopted KM, although informally, and that KM practices have improved organisational routines and processes.

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