Syftet med studien är att beskriva hur agila team upplever digitala DSM samt kartlägga vilka tekniska ochsociala behov som uppfylls och/eller saknas. De teman som undersöktes var hur digitala DSMgenomfördes praktiskt, vilka tekniska verktyg som användes samt vilken social inverkan det hade påteamet. För att ge riktning åt studien skrevs tre forskningsfrågor med tillhörande tre hypoteser sombaseras på tidigare forskning. Hypoteserna som utformades löd; (H1) vid digitala DSM behöver fler än detre centrala frågorna diskuteras, (H2) funktioner som simulerar den fysiska arbetsplatsen är bärande för ettfungerande digitalt DSM och (H3) minskad informell kommunikation vid distansarbete kompenseras avatt digitala DSM utökas i tid. Studien har genomförts genom att samla in data från en webbaserad enkätsom skickades ut med hjälp av grindvaktare till flera agila team. Enkäten bestod av både kvalitativafritextfrågor och kvantitativa flervalsfrågor som baserades på Theory of distances (Bjarnason et al., 2016),en sammanställning av intergroup theory samt tidigare forskning. Resultatet visade att små skillnaderfanns mellan traditionella och digitala DSM. Hybrid-varianter, minskad informell kommunikation ochbrist på heltäckande funktioner ansågs vara den största utmaningen med digitala DSM. Fördelarnaupplevdes olika beroende på personliga förutsättningar hos respondenterna. Slutsatserna som kunde drasav studien var att det saknades funktioner för att stödja synlighet av emotioner och kroppsspråk men attfunktioner, som skärmdelning, gav en gemensam bild av projektet. Den informella kommunikationenbehöver aktivt inkluderas vid digitala DSM vilket gör att digitala DSM blir längre än traditionella. Vidareforskning hade kunnat fokusera på virtuella mötesrum som en del av lösningen på identifierade problem. / The purpose of the study is to describe how agile teams experience digital DSM and to elucidate whichtechnical and social needs that are met and/or missing. Following themes were examined: how digitalDSM was implemented in practice, what technical tools were used and what social impact digital DSMshad on the team. To give direction to the study, three research questions were formulated with threeassociated hypotheses based on previous research. The hypotheses that were formed were; (H1) in digitalDSM, more than the three central questions were discussed, (H2) functions that simulate the physicalworkplace are essential for a functioning digital DSM and (H3) reduced informal communication inremote work is compensated by time extended digital DSM. The study was conducted by collecting datafrom a web-based survey that was provided to several agile teams with the help of gatekeepers. Thequestionnaire consisted of both qualitative open questions and quantitative multiple-choice questionsbased on Theory of distances (Bjarnason et al., 2016), a compilation of intergroup theory and previousresearch. The results show that there are small differences between traditional and digital DSMs. Hybridvariants, reduced informal communication and lack of comprehensive features were considered to be thegreatest challenge with digital DSM. The benefits were experienced differently depending on the personalcharacteristics of the respondents. The conclusions of the study were that there were no technicalfunctions to back the visibility of emotions and body language, but that functions such as screen sharing,gave a common picture of the project. The informal communication needs to be actively included indigital DSMs which makes digital DSMs more protracted than traditional ones. Further research can focus on virtual meeting rooms as part of the solution to the identified problems

Allt fler aktörer uppkommer på den redan konkurrenskraftiga marknaden vilket ställer höga krav på utveckling av nya innovativa produkter för företag inom mjukvarubranschen. Detta leder till att företag måste förändra sin struktur och sitt arbetssätt för att kunna anpassa sin produktutveckling efter kunderna och marknaden. Ett sätt för företag att kunna fortsätta vara konkurrenskraftiga och bemöta marknadens behov är att implementera agila arbetssätt. Syftet med detta arbete är att bidra till ökad kunskap kring hur produktutvecklingsprocessen för en agil transformation från beslut till implementation kan ske i mjukvarubranschen. Arbetet har undersökt tre frågeställningar relaterade till agil transformation i mjukvarubranschen. Inledningsvis genomfördes en litteraturstudie för att erhålla en ökad förståelse för produktutveckling i mjukvarubranschen och för det agila arbetssättet. Vidare utfördes en kvalitativ semistrukturerad intervjuundersökning med fyra respondenter från tre företag där samtliga arbetar med agila arbetssätt och produktutveckling inom mjukvarubranschen. Den kvalitativa studien undersökte vilka utmaningar och potentiella fördelar en agil transformation kan generera samt vad som kännetecknar en lyckad agil transformation. Utifrån resultatet av denna studie utformades ett antal kategorier som kan användas som riktlinjer för hur en organisation kan gå tillväga vid en agil transformation i mjukvarubranschen. Studien visar att en agil transformation är en komplex och tidskrävande process. Utmaningar med agil transformation innefattar att ett agilt arbetssätt ofta blir beroende av en nyckelperson, det kräver en hög samverkan och ökad förståelse för varandras arbetsuppgifter samt ett anpassningsbart tankesätt som är mottagligt för förändring. Däremot genererar den agila transformationen fördelar så som en ökad produktivitet och användarnöjdhet, minskat antal defekter och en kortare ledtid hos samtliga företag. För att lyckas med en agil transformation visar studien på att ett företags medarbetare bör vara mottagliga för förändring och att motivet till transformationen borde komma inifrån organisationen. Sammanfattningsvis resulterade den agila transformationen i en förbättrad mjukvaruutveckling. / A large number of businesses are emerging on the already competitive market which places high demands on the development of new innovative products for companies in the software industry. As a result, companies must change the structure of the organization and their methods. Due to this, they have to customize their product development in order to meet the requirements of the customers and the markets demand and maintain their competitiveness. One way for companies to stay competitive is by implementing agile working methodologies. This study aims to contribute with knowledge and investigate the processes of an agile transformation from decision-making to implementation in the software industry. The study has examined three problem statements related to the agile transformation in the software industry. Initially a literature review was performed to gain an insight into product development in the software industry and the agile working methodologies. Furthermore, a semi structured qualitative interview was conducted which involved four respondents from three companies that work with agile working methodologies and product development in the software industry. This qualitative study examined the challenges and possible opportunities that an agile transformation generates as well as the characteristics of a successful transformation. Based on the result of this study, several categories were chosen and treated as guidelines for how an organization in the software industry can approach the agile transformation and proceed with it successfully. The results of the study demonstrate that an agile transformation is a complex and time-consuming process. The many challenges involving the agile transformation includes that the agile working methodology often becomes dependent of a single key person, it also requires collaboration, an increased understanding of each other’s work as well as an adaptable mindset that is receptive towards change. However, the agile transformation enables advantages amongst all the companies such as an increased productivity and user satisfaction, decreased number of defects as well as a reduced leadtime. To succeed with an agile transformation, it is of importance that a company’s employees are receptive towards change and that the motive behind the transformation comes internally within the organization. In conclusion, the agile transformation improved and strengthened the companies’ software development.

The lack of knowledge regarding the perception of risks in agile project management is evident in research. With this knowledge, this study sets out to address this issue and close the gap in knowledge regarding this issue by identifying the individual perception of risk by a project leader, SCRUM master, and two system developers, and comparing the individual appetite matrices to a unified appetite matrix created by a Delphi panel. A case study at an IT consulting firm, working with several projects in parallel, in Sweden is conducted. A risk register is used to collect the data, with the principle of assisting in creation of the risk appetite matrices. The result shows that the individual risk appetites differ significantly from the group’s unified risk appetite. The group showed itself far more risk aggressive than the individual appetite which was risk aversive in relation to the group’s appetite. The lack of RM practices is evident in smaller IT firms such as these, as there are no clear standardized approaches to the mapping or classification of risks; a far more informal approach is taken.

Uncertainty in software development and business environment and the need to increase thespeed of development have driven organizations to search for methods that are responsive toboth change and speed. Providing iterative development, agile development involvescustomers and users through different phases of development, and delivers frequent releasesof software to customer while receives the corresponding feedback. Using this approach, agiledevelopment thus aims at addressing mentioned issues of speed and uncertainty whiledeveloping only what customer needs from the beginning of the project. On the other hand,distributed software development is used in many organizations to reach global talent andglobal market. The problems associated with distributed software development such as lack ofenough communication and team coherency, have forced project managers to combine it withagile to mitigate these social problems. This study focuses on distributed agile development,its suitability for a typical project and its challenges and deficiencies. Text analysis andinterviews using qualitative methods are used in this scientific research work. From thetheoretical view point, different text covering agile methodology, distributed development andcombination of them were considered. This study covered two parts: first, an evaluation ofagile and distributed development opportunities and problems to help determine whether ornot distributed development is suitable for a project and second, considering the challengesonce starting to use this method and practices required to regard them. For the empirical part,the focus was put on Volvo IT employees by having seven interviews with members who arecurrently active in distributed agile development. These interviews were used to compare andverify the finding of the theoretical part. The results of the study were categorized into twosections. In the first part, important elements required to verify the suitability of using thismethod are provided. The recommended factors for this evaluation are cost, productivity,customer, team structure, etc. In the second part, the challenges of using distributed agiledevelopment were categorized into four parts: (a) challenges of selected agile method, whichthe focus in this study is Scrum, (b) challenges with time-zone differences, (c) communicationchallenges and (d) finally team building challenges. The required practices to address thesechallenges were also provided. / Program: Masterutbildning i Informatik

Currently published statistics focused on the area of software projects are very disturbing. It is alarming that, according to research company Standish Group only 32% of IT projects end successfully. The percentage of cancelled projects, 24%, is even more disturbing. The applied methodology should contribute to the increase success of the software engineering projects. Statistics show that the methodology applied in the work sphere, is currently used by more than 50% of firms. This work shows the development of specific software in a small IT company, which currently is not supported by any methodology of IS / ICT. The primary objective of this work is the evaluation of the methodology best suited to the needs of business presented. The first chapter of the theoretical part deals with the issues of software engineering and is focused mainly on the area of IT projects success rates and related critical factors of software engineering. The second chapter is then devoted to the history of software engineering and describes the important milestones leading to the development of the most well-known life cycle models and methodologies. The main part of the theoretical block is devoted to methodologies of IS / ICT. This passage is particularly concentrating on the meaning of methodologies in the management of development projects. It also focuses on comparing agile and rigorous methodologies and deals with the assessment of appropriate methodologies for the development of IS / ICT in small businesses. The first part of the practical unit focuses on the introduction of the presented company. The following chapters are devoted to analyzing the current state of software engineering of the client, leading to the detection of the major problems of current development. The analysis is followed by chapter, which is devoted to the presentation of five agile methodologies which were selected on the basis of criteria based on client's specific requirements and needs. The final part is devoted to the evaluation of methodologies based on meeting the given criteria and according to the level of support solutions to the problems analyzed. Based on the resulting findings the client is recommended specific methodology and the appropriate procedure outlined in the implementation of the chosen methodology.

The Diploma thesis deals with selection of appropriate methods and tools for planning research projects. The theoretical part focuses on the general theory and the specifics of individual approaches, models and project management tools. Analytical part on the selection of appropriate managemenet elements based on examining enterprise environment. The practical part on the creation of a methodology and its projection to the work with supporting software.

Publicación a texto completo no autorizada por el autor / Malpica Martinez, Silvana Yasmin asesor: Alarcón Loayza, Luis Describe el proceso de control de la calidad de una API durante su mantenimiento y actualización que se llevó a cabo siguiendo las buenas prácticas de la metodología Scrum en la empresa Belatrix. Para este proyecto se desarrolla tanto pruebas funcionales como no funcionales. Dentro las de las pruebas funcionales, se automatizan los escenarios correspondientes con las pruebas de regresión. Se utiliza Java para escribir los scripts y TestNG como framework de las pruebas automatizadas. En el ámbito de la performance, se realizan pruebas de rendimiento, de carga y de estrés con la herramienta JMeter. / Trabajo de suficiencia profesional

<p>Systems development projects and their documents are more or less standardized and can mainly be applied on systems that are supposed to be built from scratch, or updated. In pace with the number of IT-systems are increasing worldwide there is no need for every organization to build their own IT-system. Nowadays it is also possible to purchase licenses which allow the purchaser to modify or add functions to the system. Along with those changes, there have been an increased amount of “rapid development methods” such as Agile and “Quick and Dirty” solutions, but these methods and perspectives are mainly focusing on entire systems development processes, as the old ones, but quicker.</p><p>If a company purchases an off-the-shelf system with source code available, there is no real need to go through a proper systems development process. During interviews with a small company that has acquired a system as mentioned above, the researcher realized that only one single document is needed, the requirements specification. Today’s requirements specifications can be either well detailed or less, but a project still needs the details specified. Combining a known agile development process with IEEE’s standardized requirements specification, a new way to proceed with projects based on one single document (the requirements specification) has been made. This document also has a focus on simplicity for the inexperienced readers, but with the depth that every developer has got a use for.</p>

Είναι γεγονός ότι το οικονομικό περιβάλλον του αιώνα που διανύουμε χαρακτηρίζεται από τον έντονο ανταγωνισμό και την ταχύτητα με την οποία εξελίσσονται, όχι μόνο η τεχνολογία και η επιστημονική γνώση, αλλά και αυτά καθαυτά τα συστήματα παραγωγής, διακίνησης και προώθησης στον πελάτη, ποιοτικών προϊόντων και υπηρεσιών. Άμεση συνέπεια των παραπάνω είναι αφενός η αύξηση της αβεβαιότητας των επιχειρήσεων, ως προς το στρατηγικό τους προσανατολισμό, και αφετέρου η αύξηση της πολυπλοκότητας σε κάθε διάσταση της σύγχρονης επιχείρησης (προϊόν, σύστημα παραγωγής, προγραμματισμός, δίκτυο προμηθευτών κλπ). Οι παραπάνω συνθήκες έχουν δημιουργήσει την ανάγκη για την εφαρμογή συστημάτων διοίκησης που να αναγνωρίζουν τη φύση της επιχείρησης του 21ου αιώνα και να προσεγγίζουν ολιστικά το σύνολο των παραμέτρων που δύναται να επιφέρουν ανταγωνιστικό πλεονέκτημα. / In contemporary software development projects companies are facing challenges, such as constantly changing requirements, pressure to deliver faster, and the need to cut costs due to competition. This leads to the increasing uncertainty in companies and to the increasing complexity in all aspects of modern business (product, production system, programming, network providers, etc.). In an attempt to deal with these challenges new methods evolved, which became known as agile project management and agile software development. The agile approach aims to produce high quality software products faster, to create more value and to satisfy customers’ needs better.

Publicación a texto completo no autorizada por el autor / La realización de pruebas sobre aplicaciones móviles son mucho más complejas que las pruebas realizadas para aplicaciones web o de escritorio, ya que existen diferentes factores que amplían drásticamente el espectro de pruebas. Al seguir metodologías ágiles se deben realizar actividades de control de calidad en cada funcionalidad construida. Idealmente cada funcionalidad debería ser completada en una o dos semanas, y ello evidencia que se tienen tiempos muy cortos para garantizar su calidad. Por lo anteriormente mencionado, el presente informe de experiencia profesional describe un framework ágil para realizar pruebas de software donde se establece el proceso de trabajo a seguir, se dan pautas de cómo definir casos de prueba y de cómo construir pruebas automatizadas que respalden la implementación de una funcionalidad a nivel de servicios backend y a nivel de aplicativo móvil. El caso contexto de este informe es el de una aplicación móvil para las plataformas Android y iOS cuya funcionalidad principal son las transferencias bancarias. Actualmente, la aplicación cumple con la calidad esperada por el cliente y se encuentra publicada en Play Store (Android) y App Store (iOS). / Trabajo de suficiencia profesional