The work focuses on the life cycle of a product (software) in the company since its development, debugging, through its distribution and subsequent maintenance. The work defined by the individual processes within the life cycle occur, are described and analyzed. Compares the practice, as the software is developed, debugged, distributed and managed in the company where I worked and theory, which is drawn from theoretical studies. In the practical part of the work is focused on software maintenance, especially on the comparison of theory and practical applications. For this purpose I used the experience of JKR, Ltd. In conclusion I devote a section for evaluation of lessons learned and suggestions for improving the life cycle so that in case of their use, could this process work efficiently.

<p>Under sent 1990-tal började utvecklare att bli mer och mer missnöjda med rådande arbetsformer i projekt. Utvecklarna upplevde att modeller som vattenfallsmodellen inte längre speglade verkligheten för utvecklingen. Detta missnöje resulterade i att en mängd nya arbetsmodeller uppstod och 2001 samlades de under Agile Manifesto. Agile lägger tyngdpunkten på individfokus, fungerande mjukvara, kundsamarbete och föränderlighet. Scrum är just nu ett av de mest populära ramverken inom agile.Tieto har använt sig av agile och då främst Scrum i sina projekt sedan tidigt 2000-tal och haft lyckat resultat. Projekten som använt Scrum har levererat i tid och haft nöjda kunder. Dock har Tieto inte utrett vilka konsekvenser Scrum får för ett projekt. Denna studies fokus låg på att undersöka konsekvenserna av att använda Scrum i ett projekt. Detta gjordes med hjälp av intervjuer, observationer och en enkät där arbetet för ett antal Scrum-projekt studerades. Resultatet jämfördes sedan med rådande litteratur inom ämnet samt studier från The Standish group, VersionOne och Yahoo!.Rapportens slutsats är att Scrum påverkar mer än bara arbetssättet och att dessa effekter måste betänkas. Många positiva konsekvenser av användandet av Scrum kunde ses men även ett antal risker upptäcktes. För ett lyckat Scrum-projekt behövs en delaktig produktägare, en engagerad ScrumMaster och ett team som tycker om att ta eget ansvar.</p> / <p>During the late 1990s, developers became more and more dissatisfied with the current way of working in the projects. Developers felt that models such as the waterfall model did not reflect the reality of how software development works in practice. This dissatisfaction led to the development of new models and in 2001 they gathered under the same name in the Agile Manifesto. Agile focuses on working software, customer collaboration and variability. Scrum is currently one of the most popular frameworks in agile.Tieto has implemented agile and particularly Scrum in their projects since early 2000 and have had success. The projects that used Scrum delivered on time and had satisfied customers. However Tieto has not investigated the impact Scrum has on projects. This study focus was on examining the consequences of using Scrum in a project. This was done through interviews, observations and a survey in which the work of a number of Scrum projects were studied. The result was then compared with the current literature in the subject, and studies by The Standish Group, VersionOne and Yahoo!.The report concludes that Scrum affects more than just the way of working and that these effects must be taken under consideration. Many positive consequences of the use of Scrum could be seen but also a number of risks were detected. For a successful Scrum project one needs an involved product owner, a committed ScrumMaster and a team that likes to take responsibility.</p>

Thesis (M.S.C.I.T.)--Regis University, Denver, Colo., 2006. / "December 2005"--T.p. Title from PDF title page (viewed on Aug. 30, 2006). Includes bibliographical references.

Made available in DSpace on 2014-06-12T15:51:50Z (GMT). No. of bitstreams: 2 arquivo6809_1.pdf: 1892830 bytes, checksum: 0aa001c381b3f41bbddd2cd9232baf21 (MD5) license.txt: 1748 bytes, checksum: 8a4605be74aa9ea9d79846c1fba20a33 (MD5) Previous issue date: 2011 / À medida que o mercado se torna mais exigente e o setor de software passa a ter um papel cada vez mais importante na economia global, o crescimento da competitividade trouxe uma maior pressão por aumento de produtividade, adaptação às mudanças constantes e entregas rápidas de produtos cada vez melhores. Nesse contexto, surgem as metodologias ágeis que trazem um novo enfoque, visando priorizar as características do desenvolvimento que atendam às citadas exigências. Dentro do cenário de desenvolvimento ágil, a adaptabilidade, promovida por feedback e replanejamento constantes, é um aspecto central. A reunião de retrospectiva se torna a principal ocasião para o time se tornar um catalisador de mudanças, por prover um momento para a busca de aprendizado contínuo e ações de melhoria. Dessa forma, este trabalho propõe uma metodologia, baseada nos conceitos de melhoria contínua (PDCA) e Lean Software Development, para ser utilizada durante as retrospectivas Scrum, visando facilitar a condução de tal reunião, bem como ajudar a análise e o controle dos aspectos que tangem o aperfeiçoamento constante feito pelas equipes que utilizam este framework. Para avaliar essa proposta foi utilizado um questionário, o qual foi respondido por pessoas que trabalham ou estudam, no Brasil, e já participaram de retrospectivas Scrum. O resultado da avaliação evidenciou uma grande aceitação das práticas que compõem a proposta, demonstrando assim que esta pode ser considerada uma boa alternativa para auxiliar as equipes no processo de aperfeiçoamento que as ajudarão a atender as exigências do mercado

Made available in DSpace on 2014-06-12T15:55:55Z (GMT). No. of bitstreams: 2 arquivo2332_1.pdf: 1957193 bytes, checksum: fe5921a6c67f04f5ca88a92a2b0d9cd3 (MD5) license.txt: 1748 bytes, checksum: 8a4605be74aa9ea9d79846c1fba20a33 (MD5) Previous issue date: 2009 / Atualmente, empresas de software precisam desenvolver sistemas de forma rápida e eficiente. A competição crescente tem levado empresas a adotar metodologias de desenvolvimento ágeis para garantir a vantagem competitiva e aumentar a satisfação de clientes. A priorização de requisitos é uma atividade crítica do desenvolvimento de software. Esta atividade envolve a análise da importância de cada requisito por parte dos stakeholders e seleção dos requisitos que irão ser implementados em determinada versão do sistema. A decisão errada sobre quais requisitos priorizar pode afetar a qualidade global do sistema, e conseqüentemente sua aceitação pelos clientes. No desenvolvimento ágil é mais enfatizada a indicação do cliente para realizar a priorização dos requisitos. Nela alguns problemas podem ocorrer, pois o cliente pode acreditar que determinado requisito tem mais importância do que ele realmente possui, assim como ele pode não dar a devida importância a um requisito que ele desejava muito, mas que só sente necessidade quando o sistema estiver pronto e com aquela funcionalidade faltando. Metodologias ágeis com Scrum e Extreme Programming oferecem orientações bastante básicas sobre como conduzir essa priorização. Dentre as principais limitações do processo de priorização descrito pelas metodologias ágeis destacamos a dificuldade de comparar a real importância dada aos requisitos e a falta de análise caso determinados requisitos não sejam selecionados. O objetivo central desta pesquisa é propor um processo de priorização de requisitos para projetos de software ágeis baseado na técnica Kano, que foi originalmente proposta na área da administração. Os diagramas produzidos pela técnica Kano objetivam priorizar requisitos através de uma pergunta funcional e uma pergunta disfuncional para cada requisito. O processo proposto nesta dissertação auxilia a priorização de requisitos e melhora a forma de visualizar os resultados da priorização através de gráficos e quadros mais ilustrativos, facilitando a tomada de decisão por parte dos stakeholders do projeto. Com o objetivo de avaliar a adequação da proposta foram realizados estudos de caso em duas empresas de software em Recife. Os resultados encontrados sugerem que a abordagem proposta facilitou a priorização de requisitos por ser um processo simples e intuitivo

Companies around the world work more globally than ever and it reflects in the system development projects that run. The companies work span continents and the employees work together over the borders. This way of working, the global distributed, brings a number of opportunities for the company but also presents a lot of problems. The distributed way of working means that the teams and/or individuals are divided. I wanted to connect this way of working with the agile framework Scrum, partly due to my own interest on the subject and partly as it is a contradiction to me, distributed work and Scrum, therefore a challenge to combine. To be able to investigate this way of working I got in touch with two companies that work globally and distributed, using the Scrum technique, I read literature and papers on the subject to be able to reach my conclusions. My conclusions are based on the success factors I found in both the literature and the dialogs performed. The study shows three important qualities in a leader, a scrum master, in a globally distributed development team: Coaching leadership, clear leadership and smaller distributed teams not individuals.

Under sent 1990-tal började utvecklare att bli mer och mer missnöjda med rådande arbetsformer i projekt. Utvecklarna upplevde att modeller som vattenfallsmodellen inte längre speglade verkligheten för utvecklingen. Detta missnöje resulterade i att en mängd nya arbetsmodeller uppstod och 2001 samlades de under Agile Manifesto. Agile lägger tyngdpunkten på individfokus, fungerande mjukvara, kundsamarbete och föränderlighet. Scrum är just nu ett av de mest populära ramverken inom agile.Tieto har använt sig av agile och då främst Scrum i sina projekt sedan tidigt 2000-tal och haft lyckat resultat. Projekten som använt Scrum har levererat i tid och haft nöjda kunder. Dock har Tieto inte utrett vilka konsekvenser Scrum får för ett projekt. Denna studies fokus låg på att undersöka konsekvenserna av att använda Scrum i ett projekt. Detta gjordes med hjälp av intervjuer, observationer och en enkät där arbetet för ett antal Scrum-projekt studerades. Resultatet jämfördes sedan med rådande litteratur inom ämnet samt studier från The Standish group, VersionOne och Yahoo!.Rapportens slutsats är att Scrum påverkar mer än bara arbetssättet och att dessa effekter måste betänkas. Många positiva konsekvenser av användandet av Scrum kunde ses men även ett antal risker upptäcktes. För ett lyckat Scrum-projekt behövs en delaktig produktägare, en engagerad ScrumMaster och ett team som tycker om att ta eget ansvar. / During the late 1990s, developers became more and more dissatisfied with the current way of working in the projects. Developers felt that models such as the waterfall model did not reflect the reality of how software development works in practice. This dissatisfaction led to the development of new models and in 2001 they gathered under the same name in the Agile Manifesto. Agile focuses on working software, customer collaboration and variability. Scrum is currently one of the most popular frameworks in agile.Tieto has implemented agile and particularly Scrum in their projects since early 2000 and have had success. The projects that used Scrum delivered on time and had satisfied customers. However Tieto has not investigated the impact Scrum has on projects. This study focus was on examining the consequences of using Scrum in a project. This was done through interviews, observations and a survey in which the work of a number of Scrum projects were studied. The result was then compared with the current literature in the subject, and studies by The Standish Group, VersionOne and Yahoo!.The report concludes that Scrum affects more than just the way of working and that these effects must be taken under consideration. Many positive consequences of the use of Scrum could be seen but also a number of risks were detected. For a successful Scrum project one needs an involved product owner, a committed ScrumMaster and a team that likes to take responsibility.

El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado. / Currently, the construction industry is characterized by a high competition between its companies. Due to this, companies must guarantee that the performance of their projects is possible by using an appropriate management system which allows an adequate planning of activities, since selecting an inadequate system can cause serious inconveniences such as having rework and increase cost and time in projects. Therefore, the construction industry is constantly searching for management models that can minimize the previously mentioned inconveniences in order to differentiate themselves and take advantage of their competitors. Precisely, the Scrum framework, conceived in the software engineering industry, is an alternative to traditional projects management, offering an exponential improvement in communication for project teams and improving the planning of activities, through an iterative framework that allows flexibility for changing requirements, reduces uncertainty and creates reliability for what was planned. Thus, this research adapts and applies the Scrum framework within a construction project, optimizing considerably the execution time.

Denna rapport beskriver en analys av dataskyddsförordningen GDPR (General Data Protection Regulation) och de stora förändringar som denna förordning medför. Rapporten beskriver en diskussion kring denna förordning samt hur ett företag bör tänka för att GDPR-anpassa utvecklingen av ett system som hanterar personlig information. Utöver detta beskrivs även den anpassning som har gjorts i Nethouse ärendehanteringssystem Serviceportalen samt de delar som har utvecklats för utbyggnaden av detta system, Medarbetarportalen. / This report describes an analysis of the GDPR (General Data Protection Regulation) and the major changes this Regulation implies. The report describes a discussion about this regulation and how a company should reason when adapting GDPR in the development of a system that manages personal information. In addition, the adaptation made in Nethouse's case management system "Serviceportalen" and the parts developed for the extension of this system, "Medarbetarportalen", are described.

Enligt det kunskapsbaserade perspektivet är kunskap organisationens viktigaste resurs. Inom dagens organisationer har olika enheter möjligheter att lära av varandra och dra nytta av den kunskapsmängd som genereras internt. För att detta ska lyckas krävs effektiva och utvecklade processer för kunskapsöverföring. I den genomförda studien undersöks hur kunskap överförs mellan systemutvecklingsteam under ett skifte från en vattenfallsmetodik till en agil metodik på företaget Folksam. Uppsatsen syftar även till att besvara vilka faktorer som främjar och hindrar kunskapsöverföring under ett metodikskifte. Med anledning av att allt fler organisationer övergår till en agil projektmetodik samt att forskningen inom den studerade kontexten är begränsad, anses en studie inom området väl motiverad. Studiens teoretiska ramverk tar sin utgångspunkt i kunskapsbegreppet där en diskussion kring de två dominerande kunskapsepistemologierna mynnar ut i uppsatsens förståelse för kunskapsbegreppet. Vidare diskuteras hur kunskapsöverföring kan förstås genom modifiering och förflyttning av kunskapsreservoarer, vilka utgörs av organisationens individer, verktyg och aktiviteter. Ramverket inkluderar också teorier rörande faktorer som påverkar kunskapsöverföring. Den insamlade empirin består huvudsakligen av intervjuer och observationer och visar att kunskapsöverföring mellan team sker i relativt liten utsträckning samt att de tillfällen då kunskap har överförts till stor del organiserats av de agila coacher som Folksam har konsulterat. Kunskapsöverföring främjas på grund av den liknande teamkontexten och på grund av den kunskapsstruktur som den agila metodiken medför, men hindras i och med att teamen inte är motiverade till eller inser värdet av kunskapsöverföring, vilket har sin grund i att teamen har kommit olika långt i övergången till den nya metodiken. / According to the knowledge-based view of the firm, knowledge is an organizations’ most important resource. In today’s organizations, different units have the opportunity to learn from each other and make use of the knowledge that is being generated internally. However, in order for this to succeed there is a need for effective and well-developed processes for the transfer of knowledge. In the performed study, research has been done on how knowledge is transferred between system development teams during a shift from a waterfall methodology to an agile methodology at the company Folksam. The paper also aims to answer what factors that facilitate and what factors that impede knowledge transfer during a methodology shift. As an increasing numbers of organizations change to an agile methodology and previous research within the specific context is limited, a study within the area is well motivated. The theoretical framework is based on the concept of knowledge itself where a discussion of the two dominating epistemological perspectives is concluded in the thesis understanding of knowledge. Further, knowledge transfer is being defined as either a modification or transfer of knowledge reservoirs, comprised by the organization’s individuals, tools and activities and in which knowledge is embedded. The theoretical framework also includes factors influencing knowledge transfer. The empirical foundation consists mainly of interviews and observations and shows that inter-team knowledge transfer is limited, and that the occasions where transfer does take place are generally organized by the agile coaches consulted by Folksam. When knowledge transfer takes place it is facilitated by the similar team context and by the knowledge structure entailed by the agile methodology, but impeded by the team members not being motivated or able to realize the benefits with knowledge transfer, which is rooted in the teams being in different stages of the transition to the new methodology.