El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado. / Through digital transformation, company processes that are, or could be, conducted manually are reduced; moreover, human tasks are automated when software-based processes are established. This paper analyzes the adoption of a digital transformation tool to manage inventory through the application of agile models, such as Just-In-Time, and the use of Enterprise Resource Planning (ERP), employing the Deming cycle method, as several unclear empiric processes exist for managing inventory and purchases. It also upholds that as defined processes are established and the companies exert higher control over inventory turnover and outflows, they could apply methods, such as demand forecasting, to avoid stockout, supply shortage, and inventory loss.

Information is everywhere, modern life depends on information. The faster we process data and generate meaningful outcomes, the better. Any IT project produces a lot of artifacts like software code, requirement documents, financial reports, traceability metrics, status reports, and so on. With all this documentation, we are often overloaded with information that makes the picture murkier. Having the wherewithal to capture the needed key performance indicators, there is still a gap between expectation and reality. This thesis is going to fill this gap between available metrics and desired indicators. The agile software development model has been around for a long time now. Today’s organizations are bigger than ever before and are competing in a changing landscape faster than ever before. Scaled agile models have helped the industry to ramp up on the human resources front but these models have not matched the needs of software maturity. Software status gathering and presenting tools are largely waterfall or small-scale agile-centered. The core of the agile approach is value creation but there is no single universal means to measure value. Our research intention is to present a standard value proposition in agile and provide metrics that are better suited for project managers. With help from empirical data, we not only identified the soar areas but also tried to remedy major concerns. To reach our goal, we used face-to-face interviews as our research strategy to get an account of firsthand experiences with the existing KPIs and what are the challenges. Our data collection was done through interviews with domain experts or people with extended knowledge of the subject. Finally, we performed a thematic analysis of the data to find what are the common themes emerging out of the shortcomings of the existing tools and what are the common desired requirements from KPIs. We have given a generic definition of value as well as proposed some KPIs that might come in handy for the practitioners of SAFe.