Kravhantering inom systemutveckling utgör basen för vad som ska utvecklas. Agila systemutvecklingsmetoder blir vanligare för varje dag som går. Det har dock ofta visat sig finnas utmaningar med hur man anpassar just kravhanteringen till de agila metoderna. Verksamheter har olika förutsättningar för att arbeta agilt. Lantmäteriet i Gävle uttryckte ett behov att undersöka varför den agila praxis man hade inte följdes av alla utvecklingsteam i samband med kravhanteringen. Syftet med denna uppsats var därför att undersöka varför vissa utvecklingteam i en verksamhet arbetade agilt med sin kravhantering medan vissa inte gjorde det. För att undersöka detta utförde jag en fallstudie där jag med hjälp av enkäter och intervjuer samlade in data från både utvecklare och personer på verksamhetssidan som var inblandade i kravhanteringen. Resultaten visade att orsakerna till att en agil kravhantering fungerade så olika var flera. Genom att använda en tematisk analys kunde jag urskilja några framträdande orsaker. Kommunikation och flexibilitet samt kunskap och förståelse för olika perspektiv var teman som utgjorde positiva faktorer. De teman som istället utgjorde negativa faktorer var bland andra otydliga roller, brist på direktiv, en övertro till metoder och processer, osynk mellan verksamhet och IT, prioriteringsproblem, förvaltningsplaner, attityder och IT-arkitektur. / Requirements engineering within software development is the foundation of what needs to be developed. Agile methods in software development become more common every day. It has however often been shown that there are certain challenges with how to adopt the requirements engineering to the agile methodology. Businesses have different preconditions for agile methods. Lantmäteriet in Gävle had a need to examine why not all the developing teams followed agile methods within the requirements engineering process. The purpose with this thesis was thus to examine why some developing teams in an organization worked in an agile manner with the requirements engineering, and some did not. To do this I performed a case study where I collected data through questionnaires and interviews from both developers and people from the business side. The results showed that the reasons for these differences were multiple. Communication and flexibility, and knowledge and understanding for different perspectives were the positive factors. The themes that hindered an agile way of working were, among others, unclear roles, lack of direction, too much reliance on methods and processes, discrepancy between business and IT, prioritizing issues, management plans, attitudes and IT architecture.

This thesis deals with project management and with different ways in which can be cur-rently approached. Beside the conventional, classical approach based on processes, modern approaches based on the theory of constraints and agile principles are discussed. Based on analysis, the main objective of the thesis is firstly to find weaknesses in the classical project management and strong key elements of modern approaches and after that to make suggestions to enhance the classical approach with the selected strong elements of modern approaches.

Submitted by Nadir Basilio (nadirsb@uninove.br) on 2017-06-06T20:11:59Z No. of bitstreams: 1 Roberto de Souza Goes.pdf: 1689251 bytes, checksum: 72e570131062ac24f1964e0d4ff56a3b (MD5) / Made available in DSpace on 2017-06-06T20:11:59Z (GMT). No. of bitstreams: 1 Roberto de Souza Goes.pdf: 1689251 bytes, checksum: 72e570131062ac24f1964e0d4ff56a3b (MD5) Previous issue date: 2017-04-28 / Design Thinking and agile methods, when used in an innovative and dynamic environment, aiming the creating products and solutions to support business and to increase satisfaction, bringing solutions to the current problems and that also generate future business for the company. This study was carried out with the objective of verifying how the companies that adopted the Design Thinking and the agile methods did to integrate it, from the creation of the solution of the initiatives to be development-using software. Design Thinking is able to aid in the generation of new ideas centered on the human, through research and prototyping techniques, in a fast and multidisciplinary way. Agile methods are widely used and studied as a method of software development. This study was carried out through a multiple case study with data collection for a qualitative research, in companies or in technology departments, where this technology is used as the main tool to manage and generate business. On this research was found three different types of integration between the models, sequentially. The first with a queue between the final solution definition stage and the beginning of software development, the second, without a queue between the final solution definition stage and the beginning of software development, the third model is the use of Design Thinking and agile methods together and simultaneously, as a single process. These different integration models aim to meet the projects needs regarding to complexity and size, as well as the uncertainties in which companies are subject throughout project life cycle. / O Design Thinking e os métodos ágeis, são utilizados em um ambiente inovador e dinâmico, com o objetivo de criar produtos e soluções que gerem maior satisfação para o negócio, de modo que traga soluções para os problemas atuais e que também gerem futuros negócios para a empresa. Este estudo foi realizado com o objetivo de verificar como as empresas que adotaram o Design Thinking e os métodos ágeis fizeram para integrá-los, desde a criação da solução das iniciativas até o seu desenvolvimento através de software. O Design Thinking é capaz de auxiliar na geração novas ideias centradas no humano, por meio de técnicas de pesquisa e prototipação, de maneira rápida e multidisciplinar. Os métodos ágeis são utilizados de maneira amplamente divulgada e estudada como método de desenvolvimento de software. Esta pesquisa foi realizada por meio de estudo de caso múltiplo do tipo incorporado, com coleta de dados por meio de pesquisa qualitativa, em empresas ou departamentos na área de tecnologia, nas quais essa tecnologia é utilizada como principal ferramenta para gerir e gerar negócios. No estudo foram encontrados três tipos diferentes de integração entre os modelos, de modo sequencial, sendo que o primeiro possuía fila entre a etapa final de definição da solução e o início do desenvolvimento do software; o segundo não possui essa característica, o terceiro modelo era a aplicação do Design Thinking e dos métodos ágeis de modo conjunto e simultâneo, isso como um único processo. Estes modos diferentes de integração visavam atender as características dos projetos com relação à complexidade e porte, além das incertezas em que as empresas estiveram sujeitas durante o curso do projeto.

Os Métodos Ágeis surgiram no final da década de 90, como uma alternativa aos métodos prescritivos de desenvolvimento de software. Eles propõem uma nova abordagem de desenvolvimento, eliminando gastos com documentação excessiva e burocrática, enfatizando a interação entre as pessoas e as atividades que efetivamente trazem valor ao cliente. Nos últimos anos, diversos princípios e práticas baseados na indústria de manufatura foram incorporadas pelos Métodos Ágeis de desenvolvimento de software. Um dos princípios absorvidos é o de melhorar a eficácia de uma organização através de melhorias globais. Embora este princípio seja bem difundido nos Métodos Ágeis, utilizá-lo não é uma tarefa fácil. Nem sempre é fácil ter uma visão global do processo de desenvolvimento. Além disso, para realizar melhorias globais é necessário descobrir a causa para possíveis problemas, o que também pode ser uma tarefa difícil. Esse trabalho investiga duas abordagens da indústria de manufatura que enxergam uma organização como um sistema no qual todas as partes são inter-relacionadas. Com base nelas, três abordagens de desenvolvimento de software existentes são analisadas. Finalmente, um estudo comparativo foi feito para avaliar as principais características dos métodos de desenvolvimento estudados. Esse estudo estende o trabalho feito por Abrahamssom et al., no livro Agile Software Development: Current Research and Future Directions, avaliando o desempenho dos métodos seguindo o arcabouço proposto pelos mesmos autores. / Agile methods appeared in the late 90\'s as an alternative approach to the classic prescriptive planning approaches to software development. They propose a new style of development, eliminating excessive and bureaucratic documentation, and emphasizing the interactions between people collaborating to achieve high productivity and deliver high-quality software. In the last few years, several principles and practices based on the manufacturing industry were incorporated by Agile software development. One of the principles absorbed is to improve the effectiveness of an organization through an overall improvement. Although this principle is quite widespread in Agile Methods, using it is not an easy task. It is not easy to get the big picture of the development process. Moreover, to achieve overall improvements is necessary to discover the cause of possible problems, which can also be a difficult task. This work investigates two approaches in the manufacturing industry that shares the assumption that the whole organization is focused on overall throughput, not on micro-optimization. Based on then, three approaches to existing software development are analyzed. Finally, a comparative study was done to assess the main characteristics of the studied methods. This study extends the work done by Abrahamssom et al. In the book Agile Software Development: Current Research and Future Directions, evaluating the performance of the methods following the framework proposed by the same authors.

Agile Methoden sind in der industriellen Anwendung Stand der Technik, wobei Scrum das am häufigsten verwendete Prozess-Framework zur effektiven Entwicklung komplexer Produkte ist. Entworfen wurde Scrum von Ken Schwaber und Jeff Sutherland, die ebenfalls 2001 das agile Manifest mitentwickelten, welches die vier Werte und zwölf Prinzipien für die Arbeit mit agilen Methoden definiert. Scrum zeichnet sich unter anderem durch flache Hierarchien aus. Hierdurch erhalten Mitarbeitende zunehmend Verantwortung und es entsteht aufgrund der vermehrt stattfindenden Kommunikation eine erhöhte Transparenz in allen Prozessen. Diese Eigenschaften bringen viele Vorteile aber auch Herausforderungen mit sich. Einerseits kann hohe Transparenz durch Offenlegung der Arbeit zu Unsicherheit seitens der Mitarbeitenden führen, andererseits sorgt die erhöhte Verantwortung auch für einen größeren Einfluss der einzelnen Team-Mitglieder auf das Ergebnis der Arbeitsprozesse. Die Motivation und Leistungsbereitschaft der Mitarbeitenden sind demzufolge ausschlaggebend für die erfolgreiche Produktentwicklung mit Scrum. Gamification ist ein neuer, vielversprechender Ansatz zur Steigerung der Motivation und wird dabei definiert als „die Verwendung von Spiel-Designelementen in Nicht-Spielkontexten“. Die dieser Veröffentlichung zugrundeliegende Forschung bildet die Grundlage zur Entwicklung von dedizierten Gamification-Strategien mit dem Ziel der Optimierung von Motivation und folglich der Leistung der Mitarbeitenden im Scrum-Entwicklungsprozess.

This thesis is focusing on design of business model for IT company acting in the domain of development and sales of information systems and related services. In the newly emerging business model there is an emphasis on differentiation from competition and to offer such conditions so the uncertainty of customer can be lowered, when the customer feels danger of obtaining inappropriate solution or unsatisfactory cooperation with a supplier. This business model aims to ensure obtaining of new customers.

The increase of globalization of business led to the creation of global virtual software development teams in which communication plays an important role. The lack of recent studies raises the need to investigate communication in the context of agile and the current Covid-19 pandemic. This study identifies in literature three factors present in global virtual software development teams: technology, culture, and trust. It aims to explore how they influence internal communication. A qualitative method is conducted on a case study by combining data collected from semi-structured interviews and observations. The case study is a global virtual software development team which implemented the agile Scrum methodology. The findings provide a deep understanding of the positive and negative influences of the factors on communication, including their interrelations and context. Some of the main findings are: (I) the best set up for collaboration among global team members is the combination of synchronous and asynchronous communication through technological tools, (II) cultural diversity leads to differences in the ways members communicate, (III) trust is the precondition of working collaboratively and communicating effectively, (IV) global team members need to occasionally have in-person interactions to nurture their interpersonal relations, (V) the agile Scrum methodology influences internal communication positively, (VI) each communication factor is influenced by time; thus, the theoretical framework developed for this study is updated with this addition, (VII) the Covid- 19 pandemic affects communication to a certain extent.

Inom projektledning har olika metoder och agila arbetssätt utvecklas. Det har dock funnits frustration över separerande silostrukturer inom mjukvaruutveckling. DevOps har utvecklats som ett sätt att bemöta detta och istället sammankoppla olika funktioner som utveckling och operations. DevOps har effekter på ett team men det finns inget standardiserat tillvägagångssätt för dess implementering. Det behövs därför mer forskning kring implementeringsprocessen av DevOps. Det kan även vara av intresse att undersöka vilka de medföljande effekterna kan vara. Syftet med detta arbete är studera genomförandet av DevOps implementering inom IT-konsultbranschen och på vilket sätt det påverkar ett team. Det här arbetet har bedrivits som en abduktiv studie där en fallstudie genomförts. För att uppfylla arbetets syfte och besvara forskningsfrågorna har litteraturstudier och intervjuer genomförts. Insamlad teori och empiri har diskuterats och analyserats för att formulera slutsatser och rekommendationer.  En formulerad slutsats är att varje enskild implementering av DevOps behöver följa ett eget anpassat genomförande där syfte och innebörd tydliggörs. Faktorer inom kommunikation, automation, ansvar, förändringsvillighet och samarbete har också inverkan på implementeringen och de effekter teamet kan uppleva. Det kan även konkluderas att både fördelar och nackdelar kan påverka teamet men nackdelarna framstår ofta vara begränsade till implementeringens uppstart. Det praktiska bidraget utgörs av rekommendationer för implementeringen såsom att till exempel ha en dedikerad person och utbildning inom DevOps. / Within the field of project management different methods and agile approaches have emerged. However, dividing silo-structures have created frustration within software development. DevOps has surfaced as a way to address this and instead connect different functions such as development and operations. DevOps affects teams but there is no standardized approach for its implementation. Therefore, more research around the implementation process of DevOps is needed. Also, investigating what the accompanying effects could be, is of interest. The purpose of this thesis is to study the implementation of DevOps within the IT consultant industry and what impact it has on a team. This thesis was executed with abductive reasoning where a case study was carried out. To fulfill the purpose and answer the research questions literature review and interviews have been performed. Collected theory and empirical material have been discussed and analyzed in order to formulate conclusions and recommendations.  One formulated conclusion is that each implementation of DevOps needs to follow its own adapted execution where the aim and essence are clarified. Factors regarding communication, automation, responsibility, willingness to change and collaboration also impact the implementation and the effects experienced by the team. It can also be concluded that both benefits and limitations can affect the team yet, the disadvantages often appear to be contained within the start of the implementation. A practical contribution comes from recommendations for the implementation, such as having a dedicated person and education within DevOps among others.

IT-projekt har misslyckats till hög grad under väldigt lång tid, studier visar på att uppemot 80% av alla IT-projekt anses vara misslyckade. Det har gjorts studier som visar på att agila metoder, såsom DevOps, kan vara lösningen till att fler IT-projekt ska lyckas. Syftet med denna studie är att bidra till förståelse för hur risker relaterade till IT-projekt har sett ut mellan 1990–2020, samt undersöka om metoder såsom DevOps är rätt väg att gå för att reducera misslyckade IT-projekt. I denna studie kartläggs de vanligaste orsakerna till misslyckade IT-projekt genom att kategorisera risker identifierade i forskning från 1990 till 2020. Detta görs och presenteras genom en litteraturstudie. Denna litteraturstudie resulterar i en överblick över hur litteraturen för de vanligaste riskerna sett ut över 30 år. Kartläggningen visar att tidigare studier mellan 1990 -2010 haft en bred spridning kring risker relaterade till IT-projekt bland samtliga kategorier. De senare åren, 2010–2020 har fokus i litteraturen legat mot lednings-, process samt personalrelaterade risker, något som även får stöd av respondenterna. Vi har även studerat DevOps och genomfört två semistrukturerade intervjuer med respondenter som har erfarenhet av DevOps, agila metoder och att driva IT-projekt. Resultatet av studien är tydligt, teori och empiri är väl överens om att agila metoder är rätt väg att gå. DevOps anses av respondenterna som en effektiv metod att använda för att nå fler lyckade IT-projekt. De två respondenterna verifierar även de riskkategorier som tagits fram i litteraturstudien och bekräftar att det är dessa som är aktuella i IT-projekt. / Literature shows that IT-projects have failed to a large extent for a long time, studies shows that up to 80 % of all IT-projects are considered as failed. There are studies that shows that agile methods, such as DevOps, can be the solution for more IT-project success. The purpose of this study is to contribute to an understanding of what risks related to IT projects that has been identified in literature between 1990-2020 and investigate if methods such as DevOps is the right way to reduce IT-project failure. This study maps all the most common causes to failed IT-projects by categorize the most frequent risks identified in research from 1990 to 2020 and is performed and presented by a literature study. This literature study results in an overview of the literature of the most frequent risks occurred in studies from the last 30 years. The overview identifies that studies between 1990 to 2020 has a range between risks related to IT-projects in all categories. In the most recent studies, from 2010- 2020, focus in research points to management-, process and personnel-related risks, which is also supported by the respondents. We have studied DevOps and completed two semi structured interviews with respondents that have experience of DevOps, agile methods and managing IT-projects. The result of this study is clear, the theory and empirics are aligned, agile methods are the right way to go. The respondents consider DevOps as an effective method to reach a higher success rate for IT-projects. The respondents verify the risk categories from the literature study and confirm these risks in their own IT-projects.

This paper explores the ideas of culture and leadership as a unified phenomenon and a means to face challenges caused by implementing new ways of working in knowledge intensive organizations. By creating a supportive culture and trusting in employees, managers can give decisive authority to employees, which will increase motivation, and enable managers to focus on strategy and vision. The research was conducted as a case study at one of the larger Nordic banks. The findings suggest that a cultural perspective on leadership can be used to increase motivation, and help understand the challenges of complex organizations. / Den här uppsatsen utforskar idéer kring kultur och ledarskap som ett gemensamt fenomen och som ett verktyg för att bemöta utmaningar som uppstår då nya sätt att arbeta implementeras i kunskapsintensiva organisationer. Genom att skapa en stödjande kultur och genom att lita på de anställda kan chefer beslutande ansvar till de anställda, vilket kommer öka motivationen bland de anställda samt ge cheferna mer tid till att fokusera på att utveckla strategi och vision. Forskningen utfördes som en case-studie på en av de större nordiska bankerna. Slutsatserna i den här uppsatsen pekar mot att kulturellt ledarskap kan användas som ett verktyg för att öka motivation, och för att förstå och bemöta the utmaningar som uppstår i komplexa organisationer.