<p>I maj 2009 släpptes den första betaversionen av Visual Studio Team System 2010. Den innehåller en rad intressanta nyheter och funktioner som kan underlätta utvecklingsarbetet och höja den interna kvaliteten.</p><p>Kvalitetsbegreppet inom mjukvaruutveckling kan delas upp i två delar: extern och intern kvalitet. Med extern kvalitet menas det som kunden ser, till exempel att rätt funktionalitet utvecklas och att den levereras i tid. Intern kvalitet handlar om processer inom företaget och det som kunden ofta inte ser eller är medveten om.</p><p>Nyheter i Visual Studio 2010 har utvärderats i fokusgrupper tillsammans med rutinerade utvecklare på Medius. Den agila arbetsprocessen har utvärderats utifrån observationer, informella intervjuer samt den teoretiska referensram som ställts upp.</p><p>Utvärderingarna har resulterat i ett antal riktlinjer för hur Medius kan förbättra sin interna kvalitetsprocess. Dessa rekommenderar bland annat mindre förändringar i den agila arbetsprocessen, till exempel tydligare utvärderingar och uppföljning samt introduktion av distribuerad Scrum. Riktlinjerna föreslår också införandet av verktygen kodkontrakt, incheckningsregler och gränssnittstestning i Visual Studio 2010.</p>

I maj 2009 släpptes den första betaversionen av Visual Studio Team System 2010. Den innehåller en rad intressanta nyheter och funktioner som kan underlätta utvecklingsarbetet och höja den interna kvaliteten. Kvalitetsbegreppet inom mjukvaruutveckling kan delas upp i två delar: extern och intern kvalitet. Med extern kvalitet menas det som kunden ser, till exempel att rätt funktionalitet utvecklas och att den levereras i tid. Intern kvalitet handlar om processer inom företaget och det som kunden ofta inte ser eller är medveten om. Nyheter i Visual Studio 2010 har utvärderats i fokusgrupper tillsammans med rutinerade utvecklare på Medius. Den agila arbetsprocessen har utvärderats utifrån observationer, informella intervjuer samt den teoretiska referensram som ställts upp. Utvärderingarna har resulterat i ett antal riktlinjer för hur Medius kan förbättra sin interna kvalitetsprocess. Dessa rekommenderar bland annat mindre förändringar i den agila arbetsprocessen, till exempel tydligare utvärderingar och uppföljning samt introduktion av distribuerad Scrum. Riktlinjerna föreslår också införandet av verktygen kodkontrakt, incheckningsregler och gränssnittstestning i Visual Studio 2010.

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.

Agile software development aims to minimize risk by using a short and iterative process, a test-centric development approach by continuous integration, and test automation. Scrum aims to maximize collaboration and collective responsibility for quality by using a team approach. Regardless of this, the risk of project failure due to budget and time overruns is still a severe problem in software development projects. Despite the power that testing offers to mitigate these risks, testing remains a challenge to implement in agile teams regarding a test first or a test early context. This qualitative case study of two agile teams with differing approaches to agile methodology aims to provide some clarity on what driving forces contribute to an agile teams’ possibilities or what impediments contribute to an agile teams’ challenges pertaining to “why do we test software”.

In today’s volatile market, retail companies struggle for survival as they have to become more flexible and dynamic. Thus, they change the organization, implementing agile methods. However agile is more than a set of practices and therefore the implementation process needs to be accompanied by organizational development to accomplish successful organizational change. This has been shown to be difficult for retail companies due to their size, defined silos, comfortable long-established ways of doing things and strong bureaucratic hierarchical culture. This thesis studies the implementation of agile in a large-scale retail organization and uses organizational development as a tool for deeper understanding and analysis. The study has been conducted at one of Sweden's leading retail organizations, where the research design contains two phases: one pre-study phase where a deeper understanding of the company and the transformation is achieved resulting in a problem formulation and the second phase where the main study is directed by the problem formulation and leads to an analysis and conclusion. The analysis is based on empirics gathered from three separate teams and is divided into three interconnected change phases, “Preparation”, “Implementation” and “Desired state”. From the analysis in the preparation and implementation phases; strengths and challenges within the organization were identified. Together with a maturity model to evaluate the implemented agile practices and an organizational culture assessment instrument to evaluate people and culture, the strengths and challenges were then used to estimate their current state and compare it to their future desired state. In conclusion, the strengths of the case company were that, when implemented, the observed teams incorporated the agile ceremonies and ways of work successfully. However, there were challenges identified in relation to resistance within management, there was a general lack of support from the sponsors and confusion about the managerial roles. There was also a lack of communication, cooperation and synchronizations between teams. / I dagens flyktiga marknader kämpar företag inom dagligvaruhandeln för att överleva då de måste bli mer flexibla och dynamiska i deras strategi. För att bemöta detta ändrar företagen sin strategi genom implementering av agila metoder. Emellertid handlar att vara agil inte bara om att använda sig av olika verktyg och övningar för att ändra hur man arbetar, utan för att implementeringen av agila metoder ska vara lyckad, måste den följas med av en lyckad organisationsförändring. En sådan agil implementering och organisationsförändring har visats vara komplicerad i just dagligvaruhandeln på grund av organisationernas ofta stora storlek, definierade silos, komfortabla gamla traditioner och starka hierarkiska organisationskultur. Denna uppsats studerar implementationen av agilt i ett storskaligt företag inom dagligvaruhandeln och använder sig av organisationsutveckling som ett verktyg för att nå en djupare förståelse och analys. Analysen är uppdelad i tre olika sammanhängande faser “Förberedelse”, “Implementering”, och “Önskat Tillstånd”. Empirin analysen är baserad på kommer från tre olika separata team, vilka är i olika faser av den agila transformationen. I förberedelse- och implementeringsfaserna identifieras styrkor och utmaningar hos företaget. Dessa används sedan tillsammans med en mognadhetsmodell, för att evaluera de agila tillvägagångssätten samt ett bedömningsinstrument för organisationskultur, för att evaluera personer och kultur, i syfte att sedan utvärdera det nuvarande tillståndet i jämförelse med det önskade. Sammanfattningsvis lyckades de observerade teamen att framgångsrikt implementera de agila metoderna och arbetssätten. Däremot identifierades flera utmaningar i relation till motstånd inom management. Det fanns en generell förvirring kring chefs rollernas betydelse och det saknades stöd från ledningsgruppen. Slutligen identifierades även förbättringsområden inom kommunikation, samarbete och synkronisering mellan olika team.

[pt] Grandes empresas de mídias digitais adotaram métodos ágeis para desenvolver produtos em ciclos mais curtos. Com isso, o tempo para testar as interfaces foi reduzido. Através de observações, verificou-se que nem sempre os testes curtos respondem a todas as perguntas que precisam de investigação junto aos usuários. Com o objetivo de propor uma metodologia de avaliação de usabilidade empírica, desenvolvida especificamente para uma melhor adequação às necessidades das equipes que desenvolvem produtos com métodos ágeis, realizou-se um estudo de caso, na Globo.com, com a equipe que projetou o site Receitas.com através da metodologia ágil Scrum. Com a realização de um grupo de foco, avaliou-se o cenário e definiram-se as questões de pesquisa. A partir daí, foi constatado que aplicação de somente uma técnica não iria responder à maior parte dessas questões. Além disso, caso fossem aplicadas de uma forma mais tradicional, poderia levar muito tempo. Como hipótese, acreditava-se que a criação e aplicação de uma metodologia de avaliação de usabilidade empírica, especificamente desenvolvida para melhor adequação às necessidades dessas equipes, seria capaz de resolver o problema, através da otimização e aplicação de técnicas em conjunto, como entrevista, eye tracking e teste de usabilidade. A metodologia foi validada através de entrevistas com cada integrante da equipe de desenvolvimento do Receitas.com. Os resultados obtidos comprovaram a hipótese da pesquisa. / [en] Big digital media companies have embraced agile methods to develop products in shorter cycles. With this, the time to test the interfaces was reduced. Through observations, we found that short tests do not always answer to all questions that need investigation with users. In order to propose a methodology for empirical usability evaluation, designed specifically to better fit the needs of teams who develop products with agile methods, we performed a case study in Globo.com, with the team that designed the site Receitas.com through the Scrum agile methodology. With the completion of a focus group, we assessed the scene and found the research questions. From there, it was found that application of only one technique would not answer most of these issues. Moreover, if applied in a more traditional way, could take a long time. As a hypothesis, it was believed that the creation and application of a methodology for empirical evaluation of usability, specifically designed to better match the needs of these teams, would be able to solve the problem through the optimization and application of techniques together, such as interview, eye tracking and usability testing. The methodology was validated through interviews with each team member s development Receitas.com. The results confirmed the hypothesis.

Information Security nowadays is becoming a very popular subject of discussion among both academics and organizations. Proper Data Governance is the first step to an effective Information Security policy. As a consequence, more and more organizations are now switching their approach to data, considering them as assets, in order to get as much value as possible out of it. Living in an IT-driven world makes a lot of researchers to approach Data Governance by borrowing IT Governance frameworks.The aim of this thesis is to contribute to this research by doing an Action Research in a big Financial Institution in the Netherlands that is currently releasing a Data Lake where all the data will be gathered and stored in a secure way. During this research a framework on implementing a proper Data Governance into the Data Lake is introduced.The results were promising and indicate that under specific circumstances, this framework could be very beneficial not only for this specific institution, but for every organisation that would like to avoid confusions and apply Data Governance into their tasks. / <p>Validerat; 20151222 (global_studentproject_submitter)</p>

Physical tasks such as scrummaging, rucking and mauling are highly specific to rugby and also place unique physiological demands on the different playing positions within the forwards. Traditionally, the recruitment and development of talented rugby union players has focused on the assessment of motor skills and game intelligence aspects of performance, with less emphasis placed on the specific physiological requirements of playing positions in rugby. The purpose of this investigation was to measure the position-specific strength, speed and power characteristics of Premier rugby forwards in order (1) to determine whether any differences existed in the physiological characteristics of the different forward playing positions (prop, lock and loose forwards) and (2) to investigate the relationship between these physiological characteristics and coaches evaluations of football playing ability. Twenty-two male Premier level competition rugby forwards, consisting of eight prop forwards, five lock forwards and nine loose-forwards participated in the study. The Grunt 3000, a rugby specific force testing device was utilised to measure the static and dynamic horizontal strength during simulated scrummaging and rucking/mauling movements. Sprint times relating to acceleration ability (0 -10m, 0-20m) and maximum running speed (20 - 40m) were measured during a 40m sprint running test. In addition, force, power and displacement characteristics of a countermovement vertical jump were calculated from trials performed on a force plate. Also, player performance skill and physical capacity scores were determined independently by experienced coaches who assessed them based on their performances during the season. One-way analysis of variance and effect size statistics evaluated differences in the measured variables between forward playing positions and linear regression analysis evaluated the relationship between the coaches' scores of player performance skill and physical capacity and game specific measures of strength speed and power. Since there were no statistical significant differences between forward groups for horizontal force and countermovement jump variables and these analyses lacked statistical power, an effect size statistic was used to establish trends for differences in force and CMJ variables between the groups. There were moderate effect size differences between groups for horizontal impact force with prop and lock forwards producing 17.7% and 12.8% more force than the loose forwards respectively. No clear differences were apparent between forward positional groups for mean dynamic horizontal force and countermovement jump displacement of the centre of gravity. A significant difference (p =0.049) was shown between forward positional groups over the 0-40m sprint distance. Also, moderate effect size differences between pairs of groups were evident in 0-10m, 0-20m, 20-40m sprint times with both loose forwards and lock forwards on average, 6% faster than the prop forwards. A backward linear regression analysis revealed that the single best predictor of coaches' physical capacity and performance skill scores was the 20 - 40m sprint performance, accounting for 28% of the variance in player's physical capacity scores and 29% of the variance in player's performance skill scores. Whole-body horizontal static strength and impact strength in prop forwards and dynamic horizontal strength (relative to body mass) and sprint acceleration ability in loose forwards represent key factors for consideration when selecting forward players to these positions in the Premier rugby competition. The vertical jumping ability of all forward positional groups needs to be confirmed in a future study utilising a line-out specific countermovement jump test (free use of arm swing and line-out lifters in the jump) on a force plate. Monitoring of performance in rugby forwards should include an acceleration sprint test (0-10m) as this is specific to the sprinting patterns of forward players during a game, and maximum sprinting speed test (20-40m) as this test has the ability to discriminate between skilled and less-skilled rugby union forwards.

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Storleken och komplexiteten på dagens system och applikationer ökar. Detta leder till att kraven på system och applikationer ökar också eftersom kunderna kräver av dagens system full funktionalitet inom olika typer av distribuerade miljöer. Kunder är inte bara intresserade av funktionerna i systemen och applikationerna, de förväntar sig också att systemet skall vara av god kvalitet. Av dessa skäl är det mycket viktigt att testa system och applikationer för att säkerställa att de uppfyller kundernas förväntningar. Däremot är det inte bara själva mjukvarans kvalitets frågor som organisationer behöver ha i åtanke, en lika viktig del är själva testprocessens kvalitet. För att öka testprocessens kvalitet  krävs det en utvärdering av processen. Utvärderingen identifierar processens styrkor, svagheter och möjligheter. I detta examensarbete har vi utvärderat tesprocessen på ett utvecklingsföretag. Utvärderingen har baserats på anvisningar och rekommendationer från TMMi-modellen, Test Maturity Model Integrated. Vi hade som mål att lyfta fram förbättringsförslag till företagets testprocess. Efter utvärderingen kom vi fram till vilken mognadsnivå verksamheten utifrån TMMi-modellen samt en mängd förbättringsförslag för att höja mognadsnivån på testprocessen.