En anledning till att DevOps har blivit populärt hos många organisationer med fokus på mjukvaruutveckling beror på att det för utveckling och drift närmare varandra vilket ökar effektiviteten. Vidare framgår det att det finns en kunskapslucka i implementationen av DevOps. Syftet med detta arbete var därför att undersöka hur svenska organisationer hanterar implementationen av DevOps. Studien utredde även vilka hinder som uppkommit och hur dessa hinder hanterats av organisationerna. I denna undersökning genomfördes semistrukturerade intervjuer för att samla in nödvändig kvalitativa data för att svara på studiens frågeställningar. Dessa intervjuer genomfördes hos fem svenska organisationer för att samla ett brett dataunderlag. För att öka förståelsen hos den insamlade datan utfördes en tematisk analys som sedan jämfördes med tidigare litteratur inom området. Studien fann att endast två av de tre implementationsmetoder som identifierats i en tidigare studie fanns implementerade i svenska organisationer. Studien presenterar vilka implementationsmetoder som kan passa olika organisationer, vilka hinder som kan förekomma med vald implementationsmetod, samt en uppdaterad översikt hur organisationer har gått tillväga i Sverige med implementationen av DevOps. / A reason why DevOps has become popular in many organizations with a focus on software development is because it brings development and IT-operations closer to each other, which increases efficiency. Furthermore, it appears that there is a knowledge gap in the implementation of DevOps. The purpose of this work was therefore to investigate how Swedish organizations handle the implementation of DevOps. The study also investigated which obstacles arose and how these obstacles were handled by the organizations. In this survey, semi-structured interviews were conducted to collect the necessary qualitative data to answer the question posed. These interviews were conducted at five Swedish organizations to gather a broad base. To create an understanding of the data, a thematic analysis was performed which was then compared with previous literature in the field. The study found that only two of the three implementation methods identified in a previous study were implemented in Swedish organizations. The study presents which implementation methods can suit different organizations, what obstacles may occur with the chosen implementation method, and an updated view on how organizations have proceeded in Sweden with the implementation of DevOps.

This thesis was done in collaboration with Volvo Cars to inspect their risk management process in light of their recent change to an agile way of working. The question was if their actual risk management differentiates from their directive and if the company could in any way improve their agile risk management. By having qualitative semi-structured interviews with employees in the IT section of the company, we got the picture that not many knew about the IT Risk Management Directive that explains the process, but they are still working within its guidelines. Other sections of the company that is still working traditionally might also benefit from changing to an agile way. However, that would depend on the size of their projects and what kind of work they do since the agile methodology is more turned towards smaller projects that can change direction quickly.

The Covid-19 pandemic has had a severe impact on companies' way of working. It has become crucial for companies to transition into working remotely due to the societal restrictions in order to maintain business. New ways of communicating and collaborating have been necessary for the development which have had an impact on the motivation which this study will focus on. Companies have limited insights on how remote work affects a complex phenomenon as motivation. The purpose of this study is therefore to analyse important changes in motivation due to the transition into working remotely in an agile organization. Research shows that working remotely changes several influential factors related to motivation, forming our first research question. Additionally, the agile practice shows proof of enhancing several of these factors when working remotely thus forming the second research question. This study relies on its theoretical framework using the MOCC model for categorizing intrinsic and extrinsic motivation for software developers in relation to external changes such as characteristics and changes in the working environment. In addition, the study uses an earlier framework of changes in motivation in relation to the agile practices. The objective for this study is to help agile organizations analyse and draw conclusions from this study on how to motivate software developers in a remote agile context. The importance of motivation for software developers are emphasized in several studies. However, a lack of studies has been made in recent years, especially with regards to motivation in a remote workplace, additionally little to no studies have been made on this topic since the start of the pandemic. Many answers from our empirical analysis give a polarized view of different perspectives which makes it a complex phenomenon. The result from this study shows that a lot of the software developers have a strong intrinsic motivation due to the agile methodology. The intrinsic motivation in terms of developing software has not changed, however, many other intrinsic motivators related to the organization have been challenged. Also, our results show that external motivation has changed due to changes in both communication and collaboration.

Background. Agile software development has seen increased use in large-scale projects in recent times. Many larger corporations transition from using a traditional plan-driven approach for developing software to applying the Agile methodology within its processes. Large-scale Agile projects are inherently difficult to implement as there are many challenges associated with it. Many Agile frameworks have been developed to make it easier to apply the Agile methodology on a large-scale. The Agile principle of reflecting and adjusting at regular intervals can be used for developing these frameworks and allows practitioners to find ways to mitigate the challenges that large-scale Agile projects face. Objectives. This thesis aims to explore how a large-scale Agile project applies the Agile principle of reflecting and adjusting its work process, both at the overall and team level. The objectives of the thesis are to find out how the case organization regularly reflects on its work process and how it enables adjustments through the distribution of roles that can enforce changes. An additional objective is to find out what the perceived challenges are that are associated with performing regular reflections and adjustments in a large-scale Agile context. Methods. A field study is conducted at a large-scale Agile project. The field study includes direct observations of day-to-day work and scheduled meetings, interviewing project participants, and reading company documentation. The collected data is thematically analyzed to identify how the case organization reflects and adjust its work process and what the perceived challenges are. Results. Three different events are identified at the case organization to apply the Agile principle of reflecting and adjusting: reference groups to reflect on larger matters affecting much of the project, retrospective meetings to some extent to reflect within the different teams, and day-to-day reflections. All the identified roles can influence change for most parts of the process, but can only enforce change on their part of the process. Six themes are identified as perceived challenges associated with the Agile principle of reflecting and adjusting: Deadlines and time limits, multiple tasks within the teams, disinterest or misunderstanding the Agile principles, different levels of Agile, and established process and complacency. Conclusions. The case organization applies several different reflective events that address some of the challenges that are associated with large-scale Agile projects. The case organization has many other challenges relating to these events and they are all associated with other challenges previously discovered in related works. / Bakgrund. Agil mjukvaruutveckling har sett en ökad användning i storskaliga projekt under den senaste tiden. Många större företag övergår från att använda en traditionell plandriven strategi för att utveckla programvara till att tillämpa den Agila metodiken i sina processer. Det finns många utmaningar när man använder den Agila metodiken i ett storskaligt projekt. Agila projekt på stor skala är svårt att genomföra, och många Agila ramverk har utvecklats för att göra det lättare att tillämpa den Agila metodiken på stor skala. Den Agila principen att reflektera och justera med jämna mellanrum kan användas för att utveckla dessa ramverk och gör det möjligt för utövare att hitta sätt att tackla de utmaningar som storskaliga Agila projekt står inför. Syfte. Denna avhandling undersöker hur ett storskaligt Agilt projekt tillämpar den Agila principen att reflektera och justera sin arbetsprocess, både på en övergripande nivå och teamnivå. Målet med avhandlingen är att ta reda på hur organisationen regelbundet reflekterar över sin arbetsprocess och hur den möjliggör justeringar genom fördelning av roller som kan verkställa förändringarna. Ett ytterligare mål är att ta reda på vilka upplevda utmaningar som är förknippade med att utföra regelbundna reflektioner och justeringar i ett storskaligt Agilt sammanhang. Metod. En fältstudie genomförs på ett storskaligt Agilt projekt. Fältstudien inkluderar direkta observationer av det dagliga arbetet och schemalagda möten, intervjuer med projektdeltagare, och läsa företagetsdokumentation. Den insamlade datan analyseras tematiskt för att identifiera hur organisationen reflekterar och justerar sin arbetsprocess och de upplevda utmaningarna som relaterar till det. Resultat. Organisationen använder sig av tre olika sätt för att tillämpa den Agila principen för reflektion och justering: referensgrupper för att reflektera över större frågor som påverkar stora delar av projektet, retrospektiva möten i viss mån för att reflektera i de olika teamen, och dagliga reflektioner. Alla identifierade roller kan influera förändring på processen, men kan bara verkställa förändringar på sin del av processen. Sex teman identifieras som upplevda utmaningar förknippade med den Agila principen att reflektera och justera: Tidsfrister och tidsgränser, flera uppgifter inom teamen, ointresse eller missförståelse av de Agila principerna, olika nivåer av Agile, och etablerad process och självgodhet. Slutsatser. Organisationen tillämpar flera olika funktioner för reflektion som hanterar några av de utmaningar som är förknippade med storskaliga Agila projekt. Organisationen har många andra utmaningar relaterade till dessa funktioner och de är alla förknippade med andra utmaningar som tidigare upptäckts i relaterade arbeten.

Agile methodologies have gained popularity for their ability to help companies respond quickly to changing environments and customer needs. However, organizations often struggle with adopting agile methodologies due to their focus on implementing specific frameworks rather than fostering an agile mindset in their organizational culture. Therefore, it is important to promote an agile mindset within organizations and gradually embed it into their culture. This thesis aims to explore how organizational leaders can support the agile mindset adoption. After a thorough review of the relevant literature, the study collected empirical data via interviews with leaders, agile experts and professionals with extensive experience in agile environments to identify practical approaches to support the adoption of an agile mindset that may require an organizational culture transformation. Overall, the outcome of this study contributed to increasing the chances to realize the benefits of agile transformations by fostering the agile mindset.

User experience (UX) design is becoming increasingly crucial for developing successful software today. It can determine whether or not users stay engaged with a product or service and it can also affect the time spent completing tasks which can make a large difference to employees when they try to get their job done. It is therefore important that organizations have their users in mind when developing software and that there is a maturity for UX and user-centered work. Since there are organizations where UX is not highly valued and where the maturity for UX is low it is interesting to find out what can be done to increase the UX work within these organizations, which was the aim of this thesis. The problem was addressed by studying a specific organization that expressed difficulty getting UX work to fit in their working routines, partly due to the fact that they were also working with agile software development. The organization’s maturity for UX was evaluated using Nielsen’s UX maturity model which is a model that describes eight different stages of UX maturity. Data was collected through a survey where questions were based on the UX maturity model and was then followed up with five semi-structured interviews. The results showed that the highest level of maturity yet reached within the organization was stage four, where there is a budget and plan for UX in some projects and where some teams have defined UX roles. A lower level of maturity could also be identified for some teams. Based on these findings, actions for how the organization can increase their UX maturity were discussed. These actions were concluded to be: plan for UX, find a way to show UX results, meet with real users, have UX professionals lead the way and structure UX work to fit with agile processes. / Användarupplevelsen (UX) är ytterst viktig vid utvecklingen av framgångrika produkter. En bra användarupplevelse kan vara avgörande för om användaren väljer att fortsätta använda en produkt eller tjänst. Den kan också ha en påverkan på tiden som det tar för en användare att slutföra en uppgift vilket kan göra stor skillnad för effektiviteten hos t.ex. anställda. Det är därför av vikt att system utvecklas med användaren i fokus och att det finns en mognad för UX och användar-centrerat arbete inom organisationer. Eftersom att det finns organisationer där användarupplevelsen inte värderas högt och där UX-mognaden är låg så är det intressant att ta reda på vad som kan göras för att denna UX-mognad ska öka. Målet med den här masteruppsatsen var att ta reda på just det. I det här arbetet studerades en specifik organisation som upplevde svårigheter med att få användar-centrerat arbete att passa ihop med deras övriga arbetsrutiner, bl.a. agil utveckling. Organisationens UX-mognad utvärderades med hjälp utav Nielsens UX-mognads modell som är en modell som beskriver åtta steg av UX-mognad. Data samlades in genom en enkät som var baserad på den här mognadsmodellen samt fem stycken semistrukturerade intervjuer. Resultaten visade att den högsta mognadsgraden som hittills hade uppnåtts inom organisationen var steg fyra, där det finns UX-budget och planering för UX i vissa projekt och där vissa team har utnämnda UX-roller. En lägre mognadsgrad kunde även identifieras för vissa team. Baserat på resultaten diskuterades fem stycken handlingar fram som kan bidra till en ökad UX-mognad för organisationen. Dessa handlingar var: planera för UX, hitta sätt att visa UX-resultat, träffa riktiga användare, låt de med UX-kompetens visa vägen samt strukturera UX-arbetet så att det passar med agila arbetsprocesser.

Due to Internet, the IT industry have seen rapid changes and to compete in the digital work, the organizations need more vigilance than ever before to respond to market changes and customer needs. Some organizations have opted to go agile to be more efficient in their software development but still deploying agile methodology and reaping its fruits further needs more research and empirical evidence.This research is a case study to evaluate the deployment of agile methodology in Easypark and explore its efficiency focusing on their structure and organization. Certain criterions are chosen to evaluate software development efficiency against that and to analyse what the deployment in the organization has led to.The method chosen for this study is a case study, where the empirical data is gathered through semi structured, and qualitative interviews from five senior employees in Easypark. The responses were analysed and reviewed under the light of theoretical background to elaborate the research question.The results of this case study revealed that efficiency in general have greatly been improved after adopting agile methods in Easypark and the core contributor is the permanent teams for different projects. There have been quite a few complications to deploy agile and that must be taken into consideration when other organizations plan to adopt agile methodologies.

In an era of information explosion, cut-throat global competition and fast-paced innovation, small software companies have no alternative but to be more creative. This thesis aims to investigate the impact of using gamification as a creativity fostering mechanism on the proliferation of creative ideas in Banan Information Technologies, a small software development company in Sudan. Through quantitative and qualitative analysis, the thesis studies gamification’s influence on the number and quality of ideas proposed within the gamification experience. To better quantify quality, certain software quality assessment metrics, inspired by the industry’s best practices, were utilized and adhered to by a cohort of software experts. The case study presented in this thesis aimed to understand not only the direct impact of the utilization of gamification as a creativity catalyst, but also – through deep, hours-long interviews – strived to grasp the wider cultural and psychological ramifications of employing such mechanism. Gamification was found to have a strong impact on the number of ideas proposed over the tenure of the study, with the total number of ideas jumping almost fourfold in comparison to the number of ideas reported in an equally-long period prior to the introduction of gamification. The quality of proposed ideas deteriorated, however, averaging only half of the records reported over the said prior period. Through qualitative analysis, the researcher tried to investigate the reasons behind these figures. Interviews revealed myriad factors that may have affected the quantity and quality of ideas, ranging from peer pressure and internal campaigning within the company to fearing that one’s high-quality idea will be lost in the midst of mediocre ideas

The construction equipment one of the least digitized sectors, and the problems have only been amplified by the recent COVID-19 pandemic. Many construction equipment OEMs are turning towards the aftermarket by offering services and products to extend value of the machine. To provide more user satisfaction, and capture a larger share of the aftermarket, they are implementing Agile. However, transitioning from plan-based methods to Agile in an incumbent carry along specific challenges connected to the user experience (UX) designers working on such projects. Through an exploratory approach this study aims to identify challenges encountered by UX designers when integrating Agile and UX. The method entails two rounds of interviews with five stakeholders. First round being structured, and the second round semi-structured. Using thematic analysis, I identify three main challenge areas: designers’ uncertainty with Agile, industry-specific challenges, and misunderstanding of UX among other stakeholders. Finally, I present the ethical considerations, discuss limitations, and further research possibilities.

Final qualification work (master thesis) on 81 page (A4 format, font Times New Roman, font size 14, 1.5 line spacing), excluding attachments. Number of tables – 6 (excluding annexes). Number of figures – 16 (excluding applications). Number of formulas-0 (excluding applications). Final qualifying work consists of an introduction, three parts, conclusion, bibliography, applications. This work begins with an introduction that describes the relevance of the master's thesis, problem statement, definition of the purpose and objectives of the work, its object and subject, scientific novelty, research methods, practical significance and research methods. In the first Chapter of this work, recruitment as a key element of the human resources management system, as well as the features of recruitment in Russia and abroad are considered and analyzed. The second part of the work presents the characteristics of the organization as an object of management, analysis and evaluation of recruitment system in a large regional Bank, monitoring and evaluation of recruitment quality. The third part contains recommendations for changes, the introduction of agile-technology in the HR-business process "recruiting" is proposed, a list of necessary activities is developed. / Выпускная квалификационная работа (магистерская диссертация) выполнена на 81 листе (формат А4, шрифт Times New Roman, кегль 14, интерлиньяж 1.5) без учета приложений. Количество таблиц – 6 (без учета приложений). Количество рисунков – 16 (без учета приложений). Количество формул – 0 (без учета приложений). Выпускная квалификационная работа состоит из введения, трех частей, заключения, библиографического списка, приложений. Данная работа начинается с введения, которое описывает актуальность магистерской диссертационной работы, постановку проблемы, определение цели и задач работы, её объекта и предмета, научной новизны, методов исследования, практической значимости и методов исследования. в первой главе данной работы рассмотрены и проанализированы рекрутинг как ключевой элемент системы управления человеческими ресурсами, а также особенности подбора персонала в России и за рубежом. во второй части работы представлены характеристика организации как объекта управления. анализ и оценка системы подбора персонала в крупном региональном банке, мониторинг и оценка качества рекрутинга. третья часть содержит рекомендации по изменениям. предложено внедрение agile-технологии в HR-бизнес-процесс «рекрутинг персонала», разработан перечень необходимых для этого мероприятий.