Challenges and Trends of Agile

2022 ◽  
pp. 1-16
Author(s):  
Fayez Salma ◽  
Jorge Marx Gómez
Keyword(s):  
Development Process ◽  
Team Development ◽  
Service Development ◽  
Market Change ◽  
It Service ◽  
Agile Methodologies ◽  
Long Time ◽  
Complete Set ◽  
Coordination And Collaboration ◽  
Development Methods

Rapidly increasing of requirements of business pushed researchers to define new approaches and methodologies to meet marketing needs. Agile methodology has been created and replaced the traditional-driven development methods that focus on soliciting, documenting a complete set of requirements, and take a long time comparing to market change. On the other hand, customers need to be closer to the development process and collaborate with team development. Despite agile advantages, introducing new tools, coordination, and collaboration concepts, some challenges still need to be discussed and improved. These challenges relate to achieve balanced IT service development process in the organization. As a result, new trends have been created to facilitate new changes in software development. This chapter will study agile methodologies and different challenges with suggested solutions generated from agile philosophy itself.

Challenges and Trends of Agile

2021 ◽  
pp. 189-204
Author(s):  
Fayez Salma ◽  
Jorge Marx Gómez
Keyword(s):  
Development Process ◽  
Team Development ◽  
Service Development ◽  
Market Change ◽  
It Service ◽  
Agile Methodologies ◽  
Long Time ◽  
Complete Set ◽  
Coordination And Collaboration ◽  
Development Methods

Rapidly increasing of requirements of business pushed researchers to define new approaches and methodologies to meet marketing needs. Agile methodology has been created and replaced the traditional-driven development methods that focus on soliciting, documenting a complete set of requirements, and take a long time comparing to market change. On the other hand, customers need to be closer to the development process and collaborate with team development. Despite agile advantages, introducing new tools, coordination, and collaboration concepts, some challenges still need to be discussed and improved. These challenges relate to achieve balanced IT service development process in the organization. As a result, new trends have been created to facilitate new changes in software development. This chapter will study agile methodologies and different challenges with suggested solutions generated from agile philosophy itself.

scholarly journals Factors to be Considered When to Design Software Development Plan

2012 ◽  
Vol 6-7 ◽  
pp. 3-8
Author(s):  
Yu Gao ◽  
Xiang Zhong Feng
Keyword(s):  
Software Development ◽  
Development Plan ◽  
Team Development ◽  
Difficulty Level ◽  
Design Work ◽  
Study Results ◽  
Design Software ◽  
Development Risks ◽  
Development Methods ◽  
Main Factor

It is an important prerequisite to ensure the success of software development that designing a reasonable and suitable software development plan. In the past, when discussing the design of the software development plan, people focus limited to a specific development tasks, so the lack of universality. In order to guide design work of software development plan, starting from the perspective of software engineering, the main factor to be considered has been studied when designing software development plan. These factors are: the type and size of the software, the experience of use for reference to predecessors, difficulty level to obtain users' needs, development techniques and tools, situation of development team, development risks, the software development methods that can be chosen. This study results can improve the rationality and applicability of the software development plan.

scholarly journals Incremental and radical open service innovation

2018 ◽  
Vol 32 (2) ◽  
pp. 101-112 ◽  
Author(s):  
Per Myhren ◽  
Lars Witell ◽  
Anders Gustafsson ◽  
Heiko Gebauer
Keyword(s):  
Service Innovation ◽  
Group Development ◽  
Case Analysis ◽  
Team Development ◽  
Service Development ◽  
New Service Development ◽  
Content Type ◽  
Open Service ◽  
Cross Case Analysis

Purpose Open service innovation is an emergent new service development practice, where knowledge on how to organize development work is scarce. The purpose of the present research is to identify and describe relevant archetypes of open service innovation. The study views an archetype as an organizing template that includes the competence of participants, organizing co-creation among participants and ties between participants. In particular, the study’s interest lies in how open service innovation archetypes are used for incremental and radical service innovation. Design/methodology/approach For the research, a nested case study was performed, in which an industrial firm with nine open service innovation groups was identified. Forty-five interviews were conducted with participants. For each case, first a within-case analysis was performed, and how to perform open service innovation in practice was described. Then, a cross-case analysis identifying similarities and differences between the open service innovation groups was performed. On the basis of the cross-case analysis, three archetypes for open service innovation were identified. Findings The nested case study identified three archetypes for open service innovation: internal group development, satellite team development and rocket team development. This study shows that different archetypes are used for incremental and radical service innovation and that a firm can have multiple open service innovation groups using different archetypes. Practical implications This study provides suggestions on how firms can organize for open service innovation. The identified archetypes can guide managers to set up, develop or be part of open service innovation groups. Originality/value This paper uses open service innovation as a mid-range theory to extend existing research on new service development in networks or service ecosystems. In particular, it shows how open service innovation can be organized to develop both incremental and radical service innovations.

Understanding Agile Software, Extreme Programming, and Agile Modeling

2011 ◽  
pp. 33-53
Author(s):  
John Erickson ◽  
Kalle Lyytinen ◽  
Keng Siau
Keyword(s):  
Development Process ◽  
Applied Research ◽  
Systems Development ◽  
Extreme Programming ◽  
Development Projects ◽  
Failure Rates ◽  
Agile Methodologies ◽  
The Many ◽  
Agile Software

Failure rates for systems development projects are estimated to approach 50% (Hirsch, 2002). In such an environment, a growing number of developers propose the use of so-called agile methodologies as one means of improving the systems developed while simultaneously decreasing failure rates. Agile proponents insist that adherence to The Agile Manifesto will improve the entire systems development process. This chapter begins by describing some of the agile methodologies, follows that with an overview of current research in the area, and closes with thoughts on possibilities for future applied research into the agile methodologies that could provide evidence supporting or disputing the many claims for success emerging from the field.

How Service Firms Manage Innovation

2012 ◽  
pp. 112-124
Author(s):  
Frederic Jallat
Keyword(s):  
Service Sector ◽  
Success Factors ◽  
Development Process ◽  
Service Industry ◽  
Innovation Management ◽  
Service Development ◽  
Service Firms ◽  
Performance Drivers ◽  
And Performance ◽  
Manage Innovation

By acknowledging the strategic importance of developing and managing new activities in the service sector, the chapter studies the key business dimensions and performance drivers of innovation, and the determinants of new service success. Therefore, this chapter seeks to address three objectives: (1) yield a critical synthesis of research linked to managing innovation in the service industry, (2) provide a detailed study of innovation management and success factors within the service sector, and (3) determine the links between the service development process and how new services perform.

Virtual Development Environment for Fluid Power Mechatronic Systems

2009 ◽  
Author(s):  
Torsten Verkoyen ◽  
Rene´ von Dombrowski ◽  
Hubertus Murrenhoff
Keyword(s):  
Development Process ◽  
Simulation Models ◽  
Fluid Power ◽  
Hardware In The Loop ◽  
Mechatronic System ◽  
Mechatronic Systems ◽  
Development Environment ◽  
German State ◽  
Long Time ◽  
Soft And Hardware

In this paper the results of the German state-funded research project “Fluidtronic”, that deals with a virtual development environment for fluid technical mechatronic systems, is presented. Firstly the conventional development process of a fluid technical mechatronic system is introduced. The conventional development process typically takes a long time because design failures are often only identified during the plant commissioning. Secondly the new virtual development environment, which is worked out in the “Fluidtronic” project is presented. It shows how both the system performance can be optimized and also how the commissioning time can be reduced extensively, if the interactions between mechanical, electrical and fluid power parts are tested at an early point of time in the development process. Optimizations in the development process are realized with the help of new and improved simulation models as well as soft- and hardware in the loop simulations.

Money for nothing? Risks in biopharmaceutical companies from the perspective of public financiers

2008 ◽  
Vol 14 (4) ◽  
Author(s):  
Laura Heinonen ◽  
Birgitta Sandberg
Keyword(s):  
Risk Management ◽  
Development Process ◽  
Time Perspective ◽  
Investment Decisions ◽  
Product Development Process ◽  
Secondary Sources ◽  
External Finance ◽  
Long Time ◽  
Technical Risks ◽  
Three Stages

The risks faced by biopharmaceutical companies during the process of drug development are multifaceted and complicated. Furthermore, resource intensiveness and the long time perspective force them to rely on external finance. This study describes the risks in the industry along the biopharmaceutical development process and evaluates how public investors take these risks into account in their investment decisions. The empirical study focuses on Finnish public investors. The data consists of both interviews and secondary sources. Biopharmaceutical development is divided into three stages (discovery, development and commercialisation), and the main risks at each stage are identified. The results show that the risk the investors are willing to take is reflected in the stage of the product development process they invest in. Finnish public investors tend to avoid taking commercial risks and thus invest in the early stages of development where there are mainly technical risks involved. They are increasingly emphasising risk management, and they are also keener to emphasise the importance of commercialisation. Paradoxically, however, commercialisation efforts are generally not supported financially.

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