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.

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.