Idag används många metoder och tillvägagångssätt inom projektledning och bland dessa har agila metoder blivit en av de mest populära. Dessa metoder är ofta anpassade till små eller medelstora organisationer, vilket kan skapa svårigheter för större företag som vill implementera agilt arbetssätt. Ett av de utformade ramverken för att arbeta agilt inom stora organisationer är The Scaled Agile Framework (SAFe).  Denna studie syftar därför till att undersöka en stor statlig organisation som nyligen övergått från traditionell projektledning till agil och tillämpat SAFe. Studien fokuserade på att identifiera de utmaningar organisationen mötte vid implementering av SAFe, samt undersökte hur de förändringar som stod till följd av den agila transformationen påverkade medarbetar-och ledarskapsrollerna. Mer specifikt fokuserar studien på att undersöka påverkan av förändringar i de anställdas ansvarsområden, kommunikation och koordinering. En kvalitativ liten N-studie genomfördes på IT-avdelningen i organisationen där resultatet visade att övergången till agilt arbetssätt skapade flera utmaningar såsom budgetrestriktioner, anställdas motstånd mot förändring som ledde till en kontinuitet i arbetet med traditionella metoder, bristande medvetenhet och kunskap om agila metoder samt problem med kortsiktig planering. Ytterligare utmaningar identifierades som specifikt relaterar till ramverket SAFe såsom att ramverket upplevs som komplext vilket gör det svårt att förstå och tillämpa, att en strikt applicering av ramverket inte fungerade effektivt i praktiken, samt att SAFe gav bristande flexibilitet i organisationen i vissa fall.  Studien visar att den agila förändringen påverkade de anställda genom utökade ansvarsområden och arbetsuppgifter, samt att linjechefernas kontroll skapar svårigheter för medarbetare. Dessa förändringar har skapat frustration och till viss del minskad produktivitet. Å andra sidan har transformationen också gett positiv påverkan och har bidragit till bättre kommunikation och ökad transparens vilket har lett till en ökad motivation och nöjdhet hos de anställda. / Today, many methods and approaches are used in project management, among which agile methods have become one of the most popular. These methods are often tailored to small or medium-sized organizations, which can create difficulties for larger companies that want to implement an agile work approach. One of the frameworks designed to implement agile within large organizations is The Scaled Agile Framework (SAFe). Therefore, this study aims to examine a large governmental organization that has recently transitioned from traditional project management to agile and applied SAFe. The study focused on identifying the challenges the organization faced during the implementation of SAFe and investigated how the changes resulting from the agile transformation affected employee and leadership roles. More specifically, the study focuses on investigating the impact of changes in employees' responsibilities, communication, and coordination. A qualitative small N-study was conducted in the IT department of the organization, where the result showed that the transition to an agile project management created several challenges such as budget restrictions, employees' resistance to change leading to a continuity in working with traditional methods, lack of awareness and knowledge about agile methods, and problems with short-term planning. Additional challenges were identified that specifically related to the SAFe framework, such as the framework being perceived as complex which makes it difficult to understand and apply, that a strict adherence to the framework did not work effectively in practice, and SAFe lead to a lack of flexibility in the organization in some cases. The study shows that the agile transformation affected employees through increased responsibilities and tasks, and that line managers' control creates difficulties for employees. These changes have created frustration and partially reduced productivity. On the other hand, the transformation has also had a positive impact and has contributed to better communication and increased transparency, which has led to increased motivation and satisfaction among employees.

This thesis explores the design and implementation of an API using the Design Science Research (DSR) methodology, aimed at bridging proprietary systems for sustainable lighting solutions. The project addresses the urgent need to replace mercury-based lamps in Sweden with environmentally friendly alternatives due to upcoming EU regulations. The developed API facilitates integration and automation between two distinct systems controlling lighting and power supply. Key research questions include identifying factors critical for a successful API and assessing its impact on client-specific problems and consequences of web automation. The research begins with identifying core problems through stakeholder engagement, followed by iterative design and development of the API. The solution's objectives were derived from practical constraints and stakeholder feedback, ensuring a focused and relevant artifact. The API was partially demonstrated and evaluated through simulations, theorizing its ability to meet the intended goals and providing insights into good practices for web automation. This work contributes to the field of information systems by providing a practical example of API development through DSR, highlighting the challenges and solutions in web automation and system integration. The findings suggest that a well-designed API relies on understanding end-use cases, good communication with minimal assumption and good adaptability. Relying on web automation can also result in post-release complications or pose ethical dilemmas.

The agile working methods have been developed to meet the needs of flexibility, innovation and increased competitiveness of companies. These methods are characterized by a dynamic and self-directing approach to team management. After covid-19, hybrid work has become an established way of working, this means a combination of remote work and work in the office. Despite this, there is a lack of understanding of the challenges these methods can bring to communication within agile teams. The scrum master can be seen as a project manager within agile teams that work with the scrum methodology. One of the scrum master's most important tasks is to be responsible for communication within agile teams. The purpose of this study is thus to deepen the understanding of the communication challenges that scrum masters can face in a hybrid work environment where team members work from home as well as the office. Through semi-structured interviews with scrum masters, this study delves into experiences of communication challenges and how they deal with these challenges. Based on collected empirical evidence, conclusions can be drawn that scrum masters experience communication challenges linked to, spontaneous communication, digital tools, trust, community and problem solving. The overall conclusion in relation to the study's results is that the scrum masters are well aware of the challenges hybrid work entails and what measures they need to take to deal with them. Although the increasing trend of agile teams working within a hybrid context is relatively new, our results indicate that the scrum masters have undergone a learning process to deal with the communication challenges that have arisen. They have identified challenges with the hybrid way of working and implemented a range of measures to address these challenges. / The agile working methods have been developed to meet the needs of flexibility, innovation and increased competitiveness of companies. These methods are characterized by a dynamic and self-directing approach to team management. After covid-19, hybrid work has become an established way of working, this means a combination of remote work and work in the office. Despite this, there is a lack of understanding of the challenges these methods can bring to communication within agile teams. The scrum master can be seen as a project manager within agile teams that work with the scrum methodology. One of the scrum master's most important tasks is to be responsible for communication within agile teams. The purpose of this study is thus to deepen the understanding of the communication challenges that scrum masters can face in a hybrid work environment where team members work from home as well as the office. Through semi-structured interviews with scrum masters, this study delves into experiences of communication challenges and how they deal with these challenges. Based on collected empirical evidence, conclusions can be drawn that scrum masters experience communication challenges linked to, spontaneous communication, digital tools, trust, community and problem solving. The overall conclusion in relation to the study's results is that the scrum masters are well aware of the challenges hybrid work entails and what measures they need to take to deal with them. Although the increasing trend of agile teams working within a hybrid context is relatively new, our results indicate that the scrum masters have undergone a learning process to deal with the communication challenges that have arisen. They have identified challenges with the hybrid way of working and implemented a range of measures to address these challenges.

The aim of this study is to investigate whether a combination of agile system development methodologies (ASDMs) and project management methodologies (PMMs) can be used to develop a hybrid APMM that will have the ability to deliver information technology (IT) projects successfully in a constantly changing business and project environment. To achieve this objective, a literature review was conducted on the relatively well–established ASDMs by firstly defining a SDM and an ASDM. Each ASDM and its effectiveness are described, after which ASDMs in general are evaluated by considering their area of application, advantages and disadvantages. A comparison is then done of the seven different ASDMs using the four elements of an SDM (Huisman & Iivari, 2006:32) to emphasise some of the main similarities and differences amongst the different ASDMs. The seven ASDMs investigated in this study are Dynamic System Development Methodology, Scrum, Extreme Programming, Feature Driven Development, Crystal ASDMs ? Crystal Clear and Crystal Orange in particular, Adaptive Software Development and Lean Development. A literature review was also conducted on two structured and relatively well–established PMMs, PMBOK and PRINCE2, and a relatively new PMM called Agile Project Management. Each PMM is evaluated by considering their area of application, advantages, disadvantages and integration with other methodologies, after which a comparison is made of the different PMMs. The research was conducted by following a mixed methods research plan, which included the mixed methods research paradigm (combination of the interpretive research paradigm and the positivistic research paradigm), research methods (design science, case study and survey), quantitative and qualitative data–collection techniques (interviews and questionnaires), and dataanalysis techniques (cross–case and statistical). The reasons that projects fail and critical project success factors were studied and summarised to form the critical project success criteria, which were used to create the agile project success criteria. The ASDM best practice and PMM best practice frameworks were created by identifying whether a certain ASDM or PMM would satisfy a specific agile project success factor (APSF) of the agile project success criteria. The findings of each APSF in the respective frameworks were used as a foundation to develop a hybrid APMM (ver. 0) that would address the agile project success criteria. The hybrid APMM (ver. 0) was developed interpretively using design science (research approach) and constructivism by combining the strengths, addressing the weaknesses and bridging the gaps identified in the frameworks. The hybrid APMM (ver. 0) was then evaluated and improved by conducting an interpretive case study, which entailed interviewing participants from large and small organisations. Once the qualitative data collected had been analysed using cross–case analysis, the findings were incorporated in order to create an improved hybrid APMM (ver. 1). The hybrid APMM (ver. 1) too was evaluated and improved by conducting a survey, which entailed administering questionnaires to various respondents in order to collect quantitative and qualitative data. The findings of the statistical analysis of the data were also used to improve the hybrid APMM (ver. 1), resulting in the final hybrid APMM (ver. 2). This study demonstrates that a combination of ASDMs and PMMs can be used to develop a hybrid APMM with the ability to deliver IT projects in a constantly changing project and business environment. / Thesis (Ph.D. (Computer Science))--North-West University, Potchefstroom Campus, 2012.

The aim of this study is to investigate whether a combination of agile system development methodologies (ASDMs) and project management methodologies (PMMs) can be used to develop a hybrid APMM that will have the ability to deliver information technology (IT) projects successfully in a constantly changing business and project environment. To achieve this objective, a literature review was conducted on the relatively well–established ASDMs by firstly defining a SDM and an ASDM. Each ASDM and its effectiveness are described, after which ASDMs in general are evaluated by considering their area of application, advantages and disadvantages. A comparison is then done of the seven different ASDMs using the four elements of an SDM (Huisman & Iivari, 2006:32) to emphasise some of the main similarities and differences amongst the different ASDMs. The seven ASDMs investigated in this study are Dynamic System Development Methodology, Scrum, Extreme Programming, Feature Driven Development, Crystal ASDMs ? Crystal Clear and Crystal Orange in particular, Adaptive Software Development and Lean Development. A literature review was also conducted on two structured and relatively well–established PMMs, PMBOK and PRINCE2, and a relatively new PMM called Agile Project Management. Each PMM is evaluated by considering their area of application, advantages, disadvantages and integration with other methodologies, after which a comparison is made of the different PMMs. The research was conducted by following a mixed methods research plan, which included the mixed methods research paradigm (combination of the interpretive research paradigm and the positivistic research paradigm), research methods (design science, case study and survey), quantitative and qualitative data–collection techniques (interviews and questionnaires), and dataanalysis techniques (cross–case and statistical). The reasons that projects fail and critical project success factors were studied and summarised to form the critical project success criteria, which were used to create the agile project success criteria. The ASDM best practice and PMM best practice frameworks were created by identifying whether a certain ASDM or PMM would satisfy a specific agile project success factor (APSF) of the agile project success criteria. The findings of each APSF in the respective frameworks were used as a foundation to develop a hybrid APMM (ver. 0) that would address the agile project success criteria. The hybrid APMM (ver. 0) was developed interpretively using design science (research approach) and constructivism by combining the strengths, addressing the weaknesses and bridging the gaps identified in the frameworks. The hybrid APMM (ver. 0) was then evaluated and improved by conducting an interpretive case study, which entailed interviewing participants from large and small organisations. Once the qualitative data collected had been analysed using cross–case analysis, the findings were incorporated in order to create an improved hybrid APMM (ver. 1). The hybrid APMM (ver. 1) too was evaluated and improved by conducting a survey, which entailed administering questionnaires to various respondents in order to collect quantitative and qualitative data. The findings of the statistical analysis of the data were also used to improve the hybrid APMM (ver. 1), resulting in the final hybrid APMM (ver. 2). This study demonstrates that a combination of ASDMs and PMMs can be used to develop a hybrid APMM with the ability to deliver IT projects in a constantly changing project and business environment. / Thesis (Ph.D. (Computer Science))--North-West University, Potchefstroom Campus, 2012.

Submitted by Milena Rubi (milenarubi@ufscar.br) on 2016-10-19T11:30:53Z No. of bitstreams: 1 Choma_Joelma_2015.pdf: 93651349 bytes, checksum: 4f1e422a507384b78e63a797fc7488f8 (MD5) / Approved for entry into archive by Milena Rubi (milenarubi@ufscar.br) on 2016-10-19T11:31:08Z (GMT) No. of bitstreams: 1 Choma_Joelma_2015.pdf: 93651349 bytes, checksum: 4f1e422a507384b78e63a797fc7488f8 (MD5) / Approved for entry into archive by Milena Rubi (milenarubi@ufscar.br) on 2016-10-19T11:31:20Z (GMT) No. of bitstreams: 1 Choma_Joelma_2015.pdf: 93651349 bytes, checksum: 4f1e422a507384b78e63a797fc7488f8 (MD5) / Made available in DSpace on 2016-10-19T11:31:30Z (GMT). No. of bitstreams: 1 Choma_Joelma_2015.pdf: 93651349 bytes, checksum: 4f1e422a507384b78e63a797fc7488f8 (MD5) Previous issue date: 2015-11-10 / Não recebi financiamento / Agile development principles ensure that continuous attention to technical excellence combined with a good design contributes to increased agility ensuring products with higher quality. Usability is one of the quality attributes, and is related to making the experience enjoyable user through an efficient and intuitive interface design. Agile methods are committed to deliver valuable software to the satisfaction of the customer. At times, they deliver only the utility, without covering aspects of usability. Design solutions providing greater usability and more appropriate to the users’ context is the main concern of the Interaction Design (IxD). The IxD is based on user-centered design, which takes into account the users needs and wants, aiming to promote interaction more enjoyable experience. In recent years, the attention in integrating user-centered design practices into agile methodologies has increased. However, a very limited number of contributions have addressed the integration into a broader level, gathering practices and providing guidance to the organization of work within a software development roadmap. This dissertation presents an approach to integrate user interaction design into Scrum process through activities and artifacts. In the first stage of the study, a literature study was performed to determine possible strategies for integrating IxD into Scrum process. Furthermore, an action research approach was applied to define and evaluate the artifacts that would support the ScrumUX integration approach, closely with the professionals in the software development industry. In the second stage, an experimental study was carried out to evaluate the proposed ScrumUX integration compared to traditional Scrum approach. The experiment was carried out in an academic context, in which nineteen students divided into five teams worked in software development projects, in the ERP systems domain. Statistical tests confirmed a significant difference between the experimental and control groups, noting that the teams who used the ScrumUX approach produced software with better degree of usability in the task support perspective, considering ERP systems’ users opinion. / Princípios do desenvolvimento ágil asseguram que a atenção contínua á excelência técnica aliada á um bom design contribui para o aumento de agilidade garantindo produtos com maior qualidade. A usabilidade é um dos atributos da qualidade, e está relacionada com tornar a experiência do usuário agradável por meio de um design de interface eficiente e intuitivo. Métodos ágeis estão comprometidos em satisfazer os clientes entregando software de valor. Mas, por vezes, acabam entregando somente a utilidade, sem cobrir os aspectos de usabilidade. Projetar soluções com maior usabilidade e mais apropriadas ao contexto dos usuários é a principal preocupação do Design de Interação (DxI). O DxI fundamenta-se no design centrado no usuário, que leva em conta as necessidades e desejos dos usuários para promover a mais agradável experiência de interação. O interesse em integrar práticas de design centrado no usuário com metodologias ágeis tem aumentado nos últimos anos. Contudo, um número bem limitado de contribuições têm abordado a integração em um nível mais abrangente, reunindo práticas e fornecendo orientações para a organização do trabalho dentro de um roteiro de desenvolvimento de software. Esta dissertação apresenta uma abordagem para integrar o Design de Interação do usuário ao processo Scrum por meio de atividades e artefatos. Na primeira etapa do estudo, realizou-se um estudo bibliográfico para verificar as possíveis estratégias para a integração do DxI com o processo Scrum, e em paralelo uma abordagem de pesquisa-ação foi aplicada, junto á profissionais da indústria de desenvolvimento de software, para definir e avaliar os artefatos que dariam suporte á abordagem de integração ScrumUX. Na segunda etapa, um estudo experimental foi conduzido com objetivo de avaliar a proposta de integração ScrumUX em relação ao Scrum tradicional. O experimento foi realizado em contexto acadêmico, onde dezenove alunos divididos em cinco equipes atuaram em projetos de desenvolvimento de software no domínio de sistemas ERP. Os testes estatísticos confirmaram uma diferença significativa entre os grupos experimentais e de controle, apontando que as equipes que utilizaram a abordagem ScrumUX produziram softwares com melhor grau de usabilidade na perspectiva de suporte á tarefas, considerando o ponto de vista de usuários de sistemas ERP.

This paper is a degree project on the C-level, 15 points at University West, Department of Business and IT dept. Informatics. This study is about agile methodology and its impact on IT projects. Requirements management is a process within an IT project, where customer has certain requirements that must be met by an IT system. The difference between the traditional and agile development is in the requirements management process and it can cause problems in a project. Requirements change during IT projects and to manage requirements, agile principles apply. Specification and planning in the waterfall model is time consuming. Working agile means to have close contact with the client. This minimizes the risk of project failure. With agile methods, functions can be developed at a faster rate and the customer receives prompt delivery. There are currently several different methods for systems development and project management. Some are based on research, others are new and some have been around a long time in the IT world. This work has identified customer involvement; Risk Reduction and Delivery which contribute to several projects fail under traditional systems. Agile methods are flexible, agile and welcome change and the customer will be able to steer the project. Agile methods have however provided the opportunity for developers to more quickly deliver functionality to the customer. / Detta arbete är ett examensarbete på C-nivå, 15 poäng vid Högskolan Väst, Institutionen för ekonomi och IT avd. informatik. Denna studie handlar om agila metodiken och dess inverkan på IT-projekt. Kravhantering är en process inom ett IT-projekt, där kund har vissa krav som måste uppfyllas av ett IT-system. Skillnaden mellan det traditionella och agila utvecklingsmetoder ligger i kravhantering process och det kan orsaka problem i ett projekt. Krav förändras under IT-projekt och för att hantera kraven bör agila principer tillämpas. Kravspecifikation och planering inom vattenfallsmodellen är tidskrävande. Att jobba agilt innebär att ha nära kontakt med beställaren. Därmed minimerar det risken för projektets misslyckande. Med agila metoder, kan funktionerna utvecklas i en snabbare takt och kunden får snabb leverans. Det finns idag flera olika metoder för systemutveckling och projektledning. Vissa är baserade på forskning, andra är nya och vissa har funnits en lång tid i IT-världen. Arbetet har identifierat kundinvolvering, Riskreducering och Leveranstid vilka bidra till att flera projekt misslyckas under traditionell systemutveckling. Agila metoder är flexibla, smidiga och välkomnar förändring och kunden kommer att kunna styra projektet. Agila metoder har däremot gett möjlighet för utvecklarna att på ett snabbare sätt leverera funktioner till kunden.

The main goal of this thesis is to describe the implementation of continuous integration into the k-Wave project. The thesis focuses primarily on the version written in the C/C++ language with the usage of the OpenMP library which typically runs on supercomputers. Accordingly, many of popular workflows and approaches ought to be adapted, a few more created. The outcome of the thesis is a complete solution with real and practical usage. The author provides design, tools selection, runtime environment administration and configuration for each one of the used services. Software implementation of the basic framework is used in order to utilize running tests on the supercomputers. Furthermore, the implementation of chosen types of regression and unit tests are performed. Realisation is based on Gitlab and Jenkis services that are running on separated Docker containers.

Ziel dieses Beitrages ist es, aufzuzeigen und an einem Beispielszenario exemplarisch darzustellen, wie mit Hilfe von an Hochschulen verfügbaren Standardtechnologien flexible kooperative und kollaborative Lehr- und Lernumgebungen je nach Bedarf und Möglichkeiten generiert und in Anwendungsszenarien mit vielen verschiedenen Lehr- und Lernprinzipien, Lehrmethoden, Lehrtechniken sowie Lehrressourcen eingesetzt werden können. Gleichzeitig soll mit den Möglichkeiten solcher Netzwerke auf die neuen Anforderungen der Arbeitswelt, den veränderten gesellschaftlichen und technischen Rahmen- bzw. Lehr- und Studierbedingungen reagiert und Mehrwerte generiert werden können. Zur Verdeutlichung des Ansatzes soll ein Anwendungsszenario aus der Ausbildung von Landschaftsarchitekten (Semesterprojekt „Landschaftsplanerische Studie“ sowie „Objekt- und Ausführungsplanung“) vorgestellt werden. Dieses Szenario kann auf andere Planungs- und Anwendungsdisziplinen der Ingenieurdisziplinen und vor allem dem Bau- und Anlagewesen übertragen werden. [... aus Punkt 1]

As globalisation is now a reality for most large organizations, and the competition for most businesses moving faster and becoming tougher, there is a need for engineering projects to deliver results faster in a more complex environment than ever, but also for companies to collaborate to utilize a wider array of competencies and to reach new markets with their products. This case study analyses which difficulties arise in interorganizational requirements engineering, and what organizations can do to alleviate the effects of those difficulties, as well as suggest which actions are most effective to focus on. The conclusion of this study is that the difficulties can be divided into three categories, namely interpersonal, structural and processual. Each category concerns a different set of people and require different actions for increased effectiveness. For the interpersonal category, prioritized efforts should be to establish a shared vocabulary and use techniques to build shared contextual understanding. For structural difficulties, evaluating management and control structures and the implementation of the project’s strategy should be prioritized. In the processual category, codifying existing processes to enable improvements, defining information artefacts and aligning information flows should be of high priority / Globaliseringens effekter är idag en verklighet för de flesta stora organisationer, och konkurrensen för företag blir hårdare och förändrar sig allt snabbare. Därför blir det allt viktigare för utvecklingsprojekt att anpassa sig till en allt mer komplex miljö och leverera resultat snabbare än tidigare, men också att samarbeta mer med andra företag för att såväl utnyttja bredare kompetens som att nå nya marknader. Den här studien undersöker utmaningarna i interorganisatoriskt kravställningsarbete, vad företag kan göra för att möta de utmaningarna, såväl som att föreslå vilka handlingar som ger mest effekt för ett bättre kravställningsarbete. Slutsatsen av studien är att utmaningarna kan delas in i tre kategorier, nämligen personorienterade, strukturella och processorienterade. Varje kategori rör en viss mängd deltagare i projektet och kräver olika handlingar för ökad effektivitet. För att minska utmaningar i den personorienterade kategorin bör ett projekt prioritera att använda tekniker för att skapa ett gemensamt språkbruk och att använda tekniker för att bygga upp gemensam kontextuell förståelse. För strukturella utmaningar bör det prioriteras att utvärdera styrnings- och kontrollstrukturer, samt hur projektets strategi har implementerats och förankrats bland deltagarna. I den processorienterade kategorin bör det prioriteras att kodifiera existerande processer för att möjliggöra förbättringsarbete, definiera informationsartefakter och att försäkra sig om att informationsflöden är i linje med varandra mellan företagen, så att rätt information möts vid rätt tillfällen.