In der Reihe .NET Business wird mit Agile MDA ein Lösungsansatz für die Umsetzung großer Softwareprojekte vorgestellt. Auch wenn die beschriebene Lösung nicht mit dem .NET Framework, sonderm mit Java umgesetzt wurde, lassen sich die aus dem Projekt gewonnenen Erkenntnisse grundsätzlich auch auf .NET-Projekte übertragen

El principal problema que enfrenta un fabricante de tableros eléctricos es la alta tasa de demora en entrega de pedidos. El factor predominante que han dado lugar al retraso de la entrega de pedidos es el cuello de botella que se genera en el proceso productivo. Para resolver este problema, se desarrolló una propuesta innovadora utilizando la metodología DMAIC (Definir, Medir, Analizar, Mejorar y Controlar), la cual esta orientada a la mejora de procesos utilizada por Six Sigma [1] [2]. Para respaldar este análisis, se realizará una simulación, buscando una reducción considerable del cuello de botella y, por consecuencia, el aumento de productividad, mejorando el tiempo de entrega de pedidos. Al implementar la metodología DMAIC Six Sigma, se mejorará el tiempo de entrega de pedidos a 96%, mejorando así la calidad del proceso de producción y generando beneficios económicos. / The main problem faced by a manufacturer of electrical panels is the high rate of late delivery of orders. The predominant factor that has led to the delay in order delivery is the bottleneck generated in the production process. To solve this problem, an innovative proposal was developed using the DMAIC (Define, Measure, Analyze, Improve and Control) methodology, which is oriented to the process improvement used by Six Sigma [1] [2]. To support this analysis, a simulation will be carried out, looking for a considerable reduction of the bottleneck and, consequently, the increase of productivity, improving the time of delivery of orders. By implementing the DMAIC Six Sigma methodology, the order delivery time will be improved to 96%, thus improving the quality of the production process and generating economic benefits. / Trabajo de investigación

El objetivo del presente trabajo de investigación es proponer un modelo híbrido para la gestión de portafolio en pequeñas empresas, siguiendo buenas prácticas de enfoques adaptativos y predictivos. El modelo propuesto se basa en el supuesto de que cada organización ya tiene identificado recursos humanos con el compromiso, habilidades y experiencia necesarios para trabajar bajo una nueva gestión estratégica con métodos agiles. El modelo adaptativo está basado en el Agile Practice Guide (Project Management Institute, 2017), el estándar para la gestión de portafolio (Project Management Institute, 2017) y la Business Case Essentials: A Guide to Structure and Content (Schmidt, 2003) que es una guía para la elaboración de casos de negocio. De estos, se han tomado conceptos, técnicas y herramientas que han permitido proponer un modelo sencillo de gestión de portafolio que pueda ser adaptado a pequeñas organizaciones. Por último, es importante indicar que la propuesta del trabajo de investigación se elaboró teniendo como modelo una pequeña empresa de consumo masivo, llamada AFS Consumo EIRL, ubicada en Lima – Perú. Previo a iniciar con el diseño del modelo, se realizaron algunos análisis y diagnósticos, por medio de entrevistas a los miembros de la organización, para finalmente proponer el modelo descrito en el presente trabajo. / The objective of this work is to propose a Hybrid Portfolio Management Model in small enterprises, following adaptive and predictive approaches and applying the Standard for Portfolio Management. This model is based on the assumption that each organization has already identified human resources with the commitment, skills and experience necessary to work under a new strategic agile management. The adaptive model is based on the Agile Practice Guide (Project Management Institute, 2017), The Standard for Portfolio Management (Project Management Institute, 2017) and the guide Business Case Essentials: A Guide to Structure and Content (Schmidt, 2003). This work takes concepts, techniques and tools from these three documents to propose a simple portfolio management model that can be adapted to any organization. Finally, it is important to indicate that the research work proposal was prepared using as a model, a small mass consumption company called AFS Consumo EIRL, located in Lima - Peru. Before starting to design this model, some analyzes and diagnoses were carried out through interviews with the members of the organization to finally propose the model described in this work. / Trabajo de investigación

Introduction: The environment surrounding organizations is changing rapidly as competition is increasing and product life cycles are getting shorter. The classical waterfall project management approach is no longer very effective to cope with these changes, and organizations are trying toadapt more elements of the agile approach. Nevertheless, many challenges are associated with the implementation of agile approach, and some of them are individuals related. Problem background: While the implementation of agile project management approach is associated with many individuals-related challenges, the literature, in most cases, only points outthese difficulties without having a clear explanation why they happen neither from the individuals’ behaviors perspective nor from the implementation process perspective. Purpose: The purpose of this thesis is to develop an understanding on how certain attitudes of(proactive and adaptive) individuals' behaviors would help to overcome some individuals-related challenges during the agile implementation process. More optimistically, this thesis aims to define a framework that shows managers the direct effects of these behavioral attitudes on some individuals-related challenges of agile implementation process. Method: In order to answer the Research question, a qualitative research was conducted. Eight Interviewees from two large-sized banks in Poland and Turkey were interviewed. Findings: Proactive agile team members with ("future-focused”, “self-monitoring", and "selfknowledge-expansion") attitudes seem to have the ability to overcome the challenges of trust incollective responsibility, and resistance to change. However, lacking "change-oriented" attitude amongst those proactive team members will make it harder for them to have interest in "shared decision-making". Furthermore, adaptive team members with ("openness to change" and "compromise") attitudes seem to have the ability to overcome the challenge of resistance to change. However, difficultiesfaced when the "need to adapt" to flat team structure is present will make it harder for them to have interest in "shared decision-making". Conclusion: This study comes contrary to what the literature suggests (that managers are usually the side that shows resistance to include other team members in the decision-making process). "Performers" were found to be the side resisting being included in the decision-making process.This study shows that overcoming "trust in collective responsibility" and "resistance to change" challenges is more realistic approach than focusing on "shared decision-making" which is less interesting and more time consuming for team members. This study is in line with what the "implementation process" literature suggests that: individuals’motivation to perform a behavior is determined by their attitude towards the behavior. As the lack of believe in "shared decision-making" in our study resulted in less motivation to implement this element.

Project management is today a current and highly discussed area. How projects within the construction industry are managed has not changed significantly during the last decades. The construction market, the number of different actors and the way that projects are procured today has however changed. This has led to a gap between the managerial view on how construction projects should be conducted today and how they actually are executed. This is reason enough to question this conservative industry and look into what possibilities there might be in the future. The Agile project management approach evolved from the software industry where it has grown and developed through empirical progress. It is suited for large complex projects where it is difficult to specify the product in advance. It is today used in different industries but mostly in the software business where the customer detects their needs through means of repeated tests and improvements to a prototype. This thesis has researched what opportunities there might be in implementing the Agile project management approach in the design phase of construction projects. The major advantages found with implementing the Agile approach is an increase in the client’s involvement. The Agile approach almost forces the client to increase their participation in the project compared to the situation today. It can also decrease uncertainty and improve risk management. By the use of time management and specific meetings it will also be beneficial for keeping track of the project’s progression and status.

I en mer komplex och föränderlig värld har organisationer svårt att hänga med och tillräckligt snabbt ta vara på möjligheter, hantera utmaningar samt leva upp till förändringar i kundernas krav. De behöver därför öka sin förmåga att snabbare anpassa sig till förändring, något som benämns som business agility. För att bättre kunna hantera snabba förändringar har organisationer börjat arbeta enligt agila metoder, men dessa togs fram med enstaka team som förebild och är inte tänkta att hantera de utmaningar som uppstår när många team ska samarbeta i större organisationer. För att stora organisationer ska uppnå business agility behöver de skala upp de agila metoderna, denna organisationsförändring brukar benämnas som agil transformation. Till sin hjälp har de storskaliga agila ramverk. Det finns få fallstudier av agil transformation och tillämpningen av storskaliga agila ramverk i olika miljöer, i synnerhet i stora organisationer som är hårt reglerade och inom offentlig sektor. I de undersökningar och rapporter som finns är många utmaningar och framgångsfaktorer direkt eller indirekt koppling till ledarskapsfrågor men det finns begränsat med forskning om erfarenheter hos ledare, vilka är de personer som förväntas leda organisationsförändringen. Några av de största utmaningarna som har rapporterats är förändringsmotstånd hos medarbetare och en organisationskultur i strid med agila värderingar. Några av framgångsfaktorerna är stöd från ledning, kommunikation, transparens och att ökat kunnande i agil praxis. Syfte med denna studie är att från ett ledarskapsperspektiv undersöka en agil transformation med stöd av ett storskaligt agilt ramverk hos en myndighet. Den teoretiska referensramen innefattar teorier som har betydelse för förståelsen av business agility, agil transformation och lean-agilt ledarskap. En fallstudie som går på djupet och som ger möjlighet till en ingående beskrivning av verkligheten har valts och studien har en kvalitativ ansats. Fallet som studeras är utvecklingsverksamheten på Skatteverket som har använt det storskaliga agila ramverket SAFe som stöd i sin agila transformation. Data har samlats in genom intervjuer av personer med ledarroller och analysen av empirin är tematisk. Studiens slutsatser beskriver mötet mellan, dels den befintliga organisationsstrukturen och det storskaliga agila ramverket, dels mellan det konventionella ledarskapet och det agila. Studien ger svar på forskningsfrågan vilka lärdomar som kan ges till andra som planerar en storskalig agil transformation. Lärdomarna är kopplade till upplevelser av ett storskaliga agila ramverk, myndighetskontextens påverkan, beroenden, dubbla roller och ledarskap. / In a more complex and rapidly changing world, organizations find it difficult to keep up and take advantage of opportunities quickly enough, handle challenges and changes in customer requirements and therefore they need to increase their ability to adapt more quickly to change, something that is referred to as business agility. To better handle rapid change, organizations has adopted agile methods, but these were developed with individual teams as a model and are not intended to handle the challenges that arise when many teams work together in enterprises. For larger organizations, to achieve business agility, they need to scale up the agile methods and this change in organization is called an agile transformation. To their aid, they have large-scale agile frameworks. There are only a few case studies on agile transformation and the adaption of large-scale agile frameworks in various contexts, especially in large organizations that are strictly regulated and within the public sector. Many of the challenges and success factors that emerge from the studies and reports that do exist, are directly or indirectly linked to leadership issues, but there is limited research on the experiences of leaders, who are expected to lead the agile transformation. Some of the most reported challenges are resistance to change among employees and an organizational culture contrary to agile values. Support from leaders, communication, transparency, and increased knowledge in agile practices, are among the most reported success factors. The research objective is to examine an agile transformation, from a leadership perspective, with the support of a large-scale agile framework at government agency. The theoretical framework includes theories of importance for the understanding of business agility, agile transformation, and lean-agile leadership. A case study that goes in depth and which provides an opportunity for a detailed description of reality has been chosen and the study has a qualitative approach. The case being studied is the development department at Skatteverket (the Swedish Tax Agency), which has used the large-scale agile framework SAFe in its agile transformation. Data have been collected through interviews with people with leadership roles and the analysis of the empirical data is thematic. The conclusions of this study describe the meeting between the existing organizational structure and the large-scale agile framework, and between the traditional leadership and the agile. The study provides answers to the research question of what lessons can be given to others who are planning a large-scale agile transformation. The lessons are connected to experiences of a large-scale agile framework, the influence of the government agency context, dependencies, dual roles and leadership.

The number of vulnerabilities discovered in software has been growing fast the last few years. At the same time the Agile method has quickly become one of the most popular methods for software development. However, it contains no mention of security, and since security is not traditionally agile it is hard to develop secure software using the Agile method. To make software secure, security testing must be included in the development process. The aim of this thesis is to investigate how and where security can be integrated in the Agile development process when developing web applications. In the thesis some possible approaches for this are presented, one of which is to use a web application security scanner. The crawling and detection abilities of four scanners are compared, on scanner evaluation applications and on applications made by Nordnet.An example implementation of one of those scanners is made in the testing phase of the development process. Finally, a guide is created that explains how to use the implementation. I reach the conclusion that it is possible to integrate security in the Agile development process by using a web application security scanner during testing. This approach requires a minimal effort to set up, is highly automated and it makes the Agile development process secure and more effective. / Antalet upptäckta sårbarheter i mjukvara har ökat fort under de senaste åren. Den agila metoden har samtidigt blivit en av de mest populära metoderna för mjukvaruutveckling. Den berör dock inte säkerhet, och eftersom säkerhet, traditionellt sett, inte är agilt så blir det svårt att utveckla säker mjukvara med den agila metoden. För att kunna göra mjukvaran säker så måste säkerhetstestning infogas i utvecklingsfasen. Syftet med det här arbetet är att undersöka hur och var säkerhet kan integreras i den agila utvecklingsprocessen vid utveckling av webbapplikationer. Några sätt att göra detta på beskrivs i arbetet, varav ett är att använda ett verktyg för säkerhetstestning. En jämförelse av hur bra fyra sådana verktyg är på att genomsöka och hitta sårbarheter utförs på applikationer designade för att utvärdera verktyg för säkerhetstestning, samt hos Nordnets egna applikationer. Sedan beskrivs en exempelimplementation av ett av dessa verktyg i testfasen av utvecklingsprocessen. Slutligen, tas en guide fram som beskriver hur implementationen kan användas. Jag kommer fram till att det är möjligt att inkludera säkerhet i den agila utvecklingsprocessen genom att använda ett verktyg för säkerhetstestning i testfasen av utvecklingsprocessen. Detta tillvägagångssätt innebär en minimal ansträngning att införa, är automatiserat i hög grad och det gör den agila utvecklingsprocessen säker och mer effektiv.

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Background: Organizations want to reach shorter development cycles to stay competitive, meanwhile, many organization wants to globalize their business to obtain benefits like reduced cost, get hold of specific talent or gain global presence.  Typically in software development projects, there is a gap between development and operation resulting in a longer development cycle due to inferior communication and collaboration. DevOps is a framework that intends to reduce this gap with the purpose to reach shorter development cycles. However, currently, there is a lack of literature covering whether it is possible to adopt DevOps and keeping an offshore strategy.  Purpose: The purpose of this thesis is to increase understanding about the use of DevOps in offshore projects. This increased understanding will be the start of filling the current gap in the literature about DevOps in distributed setups and form a basis for future research. The study aims to suggest how DevOps framework can bridge the gap between development and operation in offshore projects.  Method: An exploratory case study was conducted and three different offshore projects, who had adopted DevOps, were investigated. In this study, 15 members from different projects were interviewed to find out how DevOps had been adopted in their projects. Based on a survey, a Social Network Analysis was conducted for each project with the purpose to identify communication patterns between members.  Results: The result of this study provided information, specific to each project, about the setup, DevOps definition, and goal, DevOps practices as well as benefits and challenges with DevOps. Furthermore, the result presented information related to the performance of the project and, information about the collaboration, communication, and trust within the project.  Conclusion: This study presented four possible distribution possibilities of DevOps in an offshore project and suggested different ways to manage the work roles when adopting DevOps. The study indicates that DevOps can be adopted in an offshore project in order to decrease the gap between development and operation by considering three perspectives; roles and responsibility, automated workflow and DevOps practices, and knowledge sharing  Delimitations: This study is limited to only investigate projects from one company. Furthermore, the scope of this study does not include any economic aspects.

This is an open source education management system developed on React with Agile management method. Suitable for learning various languages, it is currently developed for the purpose of learning Chinese. Teachers can post assignments and announcements, and students can do lots of practice and quiz on this.