Many software methodologies are being used for the development of video games. However, there are very few studies that cover how these methodologies are deployed and what they affect in the game development process. This study aims to explore the connection between agile development modifications applied in video game studios and their effect on cross-disciplinary communication. The research was conducted in three parts; talks of professional game developers were analysed, a field study in a studio was conducted, and a survey was designed to gain more insights from game developers around the world. After obtaining the results in three parts, a content analysis was carried out to find patterns in agile development that affect communication across disciplines. The found patterns were the overlapping work of developers, the amount of cross-disciplinary meetings, and doing experiments to find a methodology that best fits the development team. This research contributes to the field of game development with a focus on the impact on communication between different disciplines with the usage of agile development.

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Publicación a texto completo no autorizada por el autor / La empresa Certicom brinda a sus clientes soluciones de gestión de oficinas, digitalización, verificaciones, tercerización de procesos (BPO), soluciones con tecnología y consultoría en procesos. El servicio de verificaciones que actualmente brinda Certicom no satisface las expectativas de los clientes, además de generar problemas al departamento de sistema debido a que no existe el código fuente del proyecto y esto dificulta el desarrollo de los requerimientos de los clientes. Esta situación genera la oportunidad de desarrollar un sistema de información que gestione las verificaciones con el objetivo de satisfacer las necesidades del cliente, del negocio y poseer la arquitectura de software estándar de la empresa que permita su mantenibilidad por el área de sistemas. / Trabajo de suficiencia profesional

Agile project management emphasizes flexibility and adapting to change. Embracing change often means that specified requirements get changed, removed or replaced under the course of a software project. Another consequence of the nature of agile projects is that everything that does not directly contribute to the working software gets dropped from the product lifecycle. Traceability – the ability to trace requirements back to their origins and forward to design artifacts, code, and testcases – is one such thing that may be overlooked. At the same time, traceability may be crucial to making sure that the delivered product meets the product goals. This thesis investigates the concept of decision traceability – the ability to trace decisions that relate to the evolution of a software product, as well as the fulfillment of product goals. The purpose of this thesis is to understand the importance of decision traceability in relation to product goals and changing requirements in agile software projects. For this purpose, two research questions were developed. (1) What are the challenges of achieving decision traceability in agile projects? And (2) What are important aspects of achieving decision traceability in agile projects? An interpretive qualitative case study was conducted at an IT-consultancy firm. In the case study, two of the organization’s in-house projects were observed, and six informants were interviewed. In answer to the research questions, seven challenges and six important aspects of achieving decision traceability were identified. A conclusion that can be made from the findings is that other aspects than just well-defined processes– such as team engagement, value perception, and communication – may be essential to achieving decision traceability in agile software projects.

Choosing the Software Development Methodology is the very first step of any project; thus,has been a hot topic among, both, practitioners and academic people. After using plandrivensoftware development methodologies software development researchers came up withthe idea of agile software development methodologies as a masterpiece. Although, failurestories of some teams brought about fading the idea that agile methodologies are thebest recipe for any kind of development project. Considering the lack of studies in helpingpractitioners to select the most appropriate agile software methodology, this study aims atprovide the software development manager with a thorough knowledge of agile methodologiesand the criteria that should be considered, while selecting one of them. A case study is used asan empirical support. / Program: Magisterutbildning i informatik

Dans le cadre du développement de logiciel, deux courants de pensée se font concurrence depuis quelques années : le développement de logiciels s'appuyant sur une modélisation plus détaillée et le développement de logiciels basé sur des méthodes agiles qui mettent l'accent sur la production de code opérationnel plutôt que sur la documentation. Chaque courant s'appuie sur ses propres principes. Diverses recherches ont été menées sur les fondements du génie logiciel plus « classique », de façon à en définir les principes. Parmi ces travaux figure la thèse de Normand Séguin, notre codirecteur. En revanche, aucune recherche n'a tenté d'étudier les fondements du développement agile de logiciel. Au début des années 2000, plusieurs grands noms du développement logiciel se sont réunis, parmi eux Cunningham, Beek, Schwaber, Sutherland et Fowler. Ces derniers ont tenté d'extraire, de leurs approches respectives, quatre valeurs et douze principes communs à tous dans le but de produire un « Manifeste agile ». Le développement agile de logiciel peut se faire à l'aide d'un ensemble de méthodes agiles. Bien que chaque méthode adhère aux valeurs et principes du manifeste, chacune met de l'avant des valeurs, des principes et des pratiques complémentaires. Ce mémoire présente les résultats d'une étude de 32 énoncés présentés comme étant des « principes agiles » répertoriés dans la littérature. La liste des principes étudiés est formée à partir des douze principes du manifeste agile, cinq principes de l'eXtreme programming (XP), six de Scrum et neuf de Dynamic System Development Method (DSDM). Notre étude est fondée sur une méthodologie analytique reposant sur une liste de critères pour vérifier si un « principe agile » correspond bien à un principe de génie logiciel. Notre analyse a permis d'identifier 19 principes qui répondent aux critères. Tous les principes retenus sont des propositions prescriptives guidant l'action dans le processus de développement de logiciel. ______________________________________________________________________________ MOTS-CLÉS DE L’AUTEUR : génie logiciel, développement agile, manifeste agile, méthodes agiles, principe, SWEBOK, eXtreme Programming, Scrum, DSDM.

The study reveals improvement areas in terms of lead time and quality in a traditionalsoftware development process of a large manufacturing-oriented organization, andidentifies four obstacles to the application of a Lean software development frameworkin order to achieve such improvements. The data from interviews are matched tofour predefined categories. These categories are evaluated using value streammapping and a framework of seven common improvement areas in softwaredevelopment. A large project and task tracking system indicate that lead time is a realproblem in the process. The most significant improvement area is wait time forchange approval meetings. A second prominent improvement area is the large amountof approval handshakes. At least a few of these handshakes are always approved, thusadding unnecessary lead time to the process. The four most imminent obstacles in adopting lean software development areidentified through estimating the efficiency of two in-house derivations of Scrum andKanban. The first obstacle is deep vertical but narrow horizontal expertise amongdevelopers. With some systems, there’s only one developer who knows how tomaintain the product. This makes it impossible to work as a team which is animperative principle of lean. A second obstacle is how the teams are arrangedorganizationally. They have a functional setup over three departments and threemanagers, which to some extent create a silo mentality, rendering cooperationdifficult. A third obstacle is how the teams are arranged geographically. Split over twolocations, manufacturing and headquarters, they have different customers, objectivesand a plain unfamiliarity with another that has reduced the will and opportunity tocommunicate and coordinate. A fourth obstacle is the inherent conflict between theprescriptive activities of ITIL, optimized for IT operational services,  and theadaptability of agile methodologies, optimized for rapid change and empiricaldecisions. ITIL fulfills a sometimes uncalled for need to get all changes approvedthrough several layers of management. The study concludes that Lean software development is in conflict with manytraditional values of a manufacturing organization. Although lean may be prevalent inother parts of the organization, this does not necessarily include the IT function. ITstill seems to have hard time grasping the lean concepts of flow, waste and value.

Nowadays, the nature of the projects has changed to be unique, uncertain, ambiguous,complex and innovative. It becomes hard to plan in advance the project progress, asdeviations from plans and unpredictable changes occur more frequently. This can bespecifically observed in the software development industry which needs to constantlymeet customers’ rapidly changed requirements. Traditionally, software projects aredeveloped through a plan-driven approach which emphasizes an overall project plan andcontrol process in terms of project management. Recently, this has been challenged byagile approach that focuses on flexibility to quickly meet changing requirements, andthese new agile methods provoked huge interest and got more and more popular andwidely applied especially in IT industry. However, the popularity does not mean theagile methods have advantage over traditional plan-based project management methods.In fact, both methods have own advantages and disadvantages and cannot be fullyreplaced by each other. Therefore, it becomes important and necessary for companymanagement to know how to select a suitable method for the new software developmentproject to get the maximum benefits.The purpose of this study is to describe different project management methods(traditional plan-driven and agile methods) and their various consequences for themanagement of software-development projects. Additionally, a more practical purposeis to suggest on what grounds a choice between methods may be made. Morespecifically, this research aims to provide the possible solution on how to selecttraditional plan-driven or agile project management method for managing a newsoftware development project. The research conducted a qualitative study in a casecompany of IT industry through several semi-structured interviews and questionnaireswith experienced and knowledgeable employees. It started with the analysis andcomparison of traditional and agile project management methods’ characteristics andapplication domains based on two specific examples (PROPS and Scrum) selected fromtraditional and agile project management methods respectively, in order to identify a setof preliminary outstanding characteristics which could be used to help IT company tochoose project management methods for new software development projects. Theempirical data obtained from interviews of case company was investigated to verifythese characteristics based on the literature review, and further adjusted thecharacteristics identification. After going through the whole research process, finallyresearchers identified the most suitable characteristics that were important both intheory and practice to examine on what ground a software development company needsto base the selection of project management methods. These suitable characteristics are:Project Complexity, Communication, Competencies and Requirements, in order to helpselect the best management way for the specific project.

Publicación a texto completo no autorizada por el autor / Expone el proyecto de implementación un REST API para la apertura de un nuevo canal de ventas del e-commerce OferTOP.pe, esto con el objetivo de recuperar su posicionamiento el mercado de cuponeras del Perú y elevar su nivel de ventas, haciendo frente al problema de pérdida de presencia identificado. El desarrollo del trabajo expuesto se basó en metodologías ágiles, mediante el uso del marco de trabajo Scrum. El estilo de arquitectura de software para servicios web implementado es REST a través del cual se exponen funcionalidades del portal para ser consumidas por los respectivos aplicativos móviles sobre las plataformas iOS y Android. La implementación de los servicios a través del estilo arquitectónico REST permitió la interoperabilidad de estos con las aplicaciones móviles, generando transacciones exitosas y consistentes en relación a las que se realizaban de manera tradicional a través del portal web. / Trabajo de suficiencia profesional

Publicación a texto completo no autorizada por el autor / Describe el desarrollo de una aplicación móvil Android usando el marco de trabajo Scrum para el desarrollo de esta aplicación en la empresa Avantica para la fuerza de ventas de Belcorp. Esta aplicación móvil para Android cuenta con una arquitectura de tres capas llamada Clean Architecture para separar responsabilidades de presentación, lógica y fuente de datos. Para el sistema de versionamiento del proyecto se usa Git dado que permite una mejor forma de trabajo en equipo. Se desarrolla la aplicación de acuerdo a lo requerido por la empresa Belcorp de manera satisfactoria y es así que la empresa Avantica obtiene un margen bruto de ganancia de 58.05% del costo convirtiéndose en un proyecto exitoso dentro de Avantica. / Trabajo de suficiencia profesional