Yamato will display its high speed, fragile product handling combination weigher at Pack Expo Chicago 2012, Booth N-4726. 

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research and short essays about cultural loss and the critical importance of preservation and access #

We propose that technological, service-dominant and design logics must interplay for an IT artefact to succeed. Based on data from a project aiming at a B2B platform for manufacturing small and medium enterprises (SMEs) in Europe, we explore these three logics in an agile software design context. By using an inductive approach, we theorise about what is needed for the alignment of the three logics. We contribute with a novel theoretical lens, the Framework for Adaptive Space. We offer insights into the importance of continuously reflecting on all three logics during the agile software design process to ensure mutual understanding among the agile team and the B2B platform end-users involved.

Agile global software development (AGSD) is an increasingly prevalent software development strategy, as organizations hope to realize the benefits of accessing a larger resource pool of skilled labor, at a potentially reduced cost, while at the same time delivering value incrementally and iteratively. However, the distributed nature of AGSD creates geographic, temporal, socio-cultural distances that challenge collaboration between project stakeholders. The Cloud Computing (CC) service models of Infrastructure as a Service (IaaS), Platform as a Service (PaaS), and Software as a Service (SaaS) are similar to the aspirant qualities of AGSD as they provide services that are globally accessible, efficient, and stable, with lower predictable operating costs that scale to meet the computational demand. This study focused on the 12 agile principles upon which all agile methodologies are based, therein potentially increasing the potential for the findings to be generalized. Domestication Theory was used to assist in understanding how cloud technologies were appropriated in support of AGSD. The research strategy took the form of case study research. The findings suggest that some of the challenges in applying the agile principles in AGSD may be overcome by using CC.

Aim/Purpose: The study describes empirical research into agile Requirements Engineering (RE) practices based on an analysis of data collected in a large higher education organization. Background: Requirements Engineering (RE) in agile development contexts is considerably different than in traditional software development. The field of agile RE is still nascent where there is a need to evaluate its impact in real-world settings. Methodology: Using a case study methodology, the study involved interviewing nine experienced software practitioners who reflected on the use and implementation of various agile RE practices in two software development projects of a student management system. Contribution: The primary contribution of the paper is the evaluation of agile RE practices in a large tertiary educational organization. Based on the analysis of the data, it provides valuable insights into the practice of agile RE in a specific context (i.e., education), but just as importantly, the ones that were omitted or replaced with others and why. Findings: While the evolutionary and iterative approach to defining requirements was followed in general, not all agile practices could be fully adhered to in the case organization. Although face-to-face communication with the customers has been recognized as one the most important agile RE practices, it was one of the most difficult practices to achieve with a large and diverse customer base. Addressing people issues (e.g., resistance to change, thinking, and mindset) was found to be a key driver to following the iterative RE process effectively. Contrary to the value-based approach advocated in the literature, the value-based approach was not strictly adhered to in requirements prioritization. Continuous integration was perceived to be a more beneficial practice than prototyping, as it allows frequent integration of code and facilitates delivering working software when necessary. Recommendations for Practitioners: Our study has important implications for practitioners. Based on our empirical analysis, we provide specific recommendations for effective implementation of agile RE practices. For example, our findings suggest that practitioners could address the challenges associated with limited face-to-face communication challenges by producing flexible, accessible, and electronic documentation to enable communication. Recommendations for Researchers: Researchers can use the identified agile RE practices and their variants to per-form in-depth investigations into agile requirements engineering in other educational contexts. Impact on Society: There are a number of new technologies that offer exciting new opportunities that can be explored to maximize the benefits of agile and other requirements techniques. Future Research: Future research could conduct case studies in different contexts and thus con-tribute to developing bundles or collections of practices to improve software development processes in specific contexts.

This paper reports on research with a broad objective to examine the relationship between two organizational entities, the formally structured organization and informal organizational structures, in a changing operational environment, more specifically during military deployments. The paper draws on organizational and complexity paradigms; based on empirical evidence obtained through qualitative techniques, it describes mechanisms that enable a symbiotic relationship between these two organizational structures in a complex operational landscape. Substantive findings provide insights into the dynamics of the interactions between these structures and illuminate the relationship between three enabling factors – accountability, responsible autonomy, and command and control arrangements – that need to be considered to fully exploit the strengths inherent in both formal and informal structures. Based on these findings, a model for enhancement of organizational agility in response to changes in a complex operational environment is described. The model is predicated on feedback and mutual adjustment of the organization, institution and individual through sensemaking; it illustrates the dynamic nature of interactions that are required for such a response.

Background/Aim/Purpose: A commonly implemented software process improvement framework is the capability maturity model integrated (CMMI). Existing literature indicates higher levels of CMMI maturity could result in a loss of agility due to its organizational focus. To maintain agility, research has focussed attention on agile maturity models. The objective of this paper is to find the common research themes and conclusions in agile maturity model research. Methodology: This research adopts a systematic approach to agile maturity model research, using Google Scholar, Science Direct, and IEEE Xplore as sources. In total 531 articles were initially found matching the search criteria, which was filtered to 39 articles by applying specific exclusion criteria. Contribution:: The article highlights the trends in agile maturity model research, specifically bringing to light the lack of research providing validation of such models. Findings: Two major themes emerge, being the coexistence of agile and CMMI and the development of agile principle based maturity models. The research trend indicates an increase in agile maturity model articles, particularly in the latter half of the last decade, with concentrations of research coinciding with version updates of CMMI. While there is general consensus around higher CMMI maturity levels being incompatible with true agility, there is evidence of the two coexisting when agile is introduced into already highly matured environments. Future Research: Future research direction for this topic should include how to attain higher levels of CMMI maturity using only agile methods, how governance is addressed in agile environments, and whether existing agile maturity models relate to improved project success.

Aim/Purpose: This paper aims to discuss the activities involved in facilitating self-selecting teams for Agile software development projects. This paper also discussed how these activities can influence the successful expertise coordination in Agile teams. Background: Self-selecting teams enable Agile team members to choose teams based on whom they prefer to work with. Good team bonding allows Agile team members to rely on each other in coordinating their expertise resources effectively. This is the focal point where expertise coordination is needed in Agile teams. Methodology: This study employed Grounded Theory by interviewing 48 Agile practitioners from different software organizations mainly based in New Zealand. This study also carried out several sessions of observations and document analysis in conjunction with interviews. Contribution: This study contributes to the body of knowledge by identifying the way self-selecting teams support expertise coordination. Findings: Our findings indicated that the activities involved tend to influence the successful expertise coordination in Agile teams. Self-selecting teams are essential to supporting expertise coordination by increasing inter-dependencies between Agile team members, ensuring a diverse range of knowledge and skills in teams. Recommendations for Practitioners: The self-selecting team activities can be used as a guideline for Agile software organizations in forming self-selecting teams in the fastest and most efficient way. It is vital for management to facilitate the process of self-selecting teams in order to optimize successful expertise coordination. Recommendation for Researchers: There is potential for further Grounded Theory research to explore more activities and strategies involved in self-selecting teams. Impact on Society: Self-selecting teams in Agile software developments projects tend to boost the productivity of software development. Future Research: Several hypotheses can be tested through a deductive approach in future studies.

Aim/Purpose: Using the Agile Adoption Framework (AAF), this study aims to examine the agile potential of software development companies in Nepal based on their agile maturity level. In addition, this study also examines the impact of various basic agile practices in determining the maturity level of the agile processes being implemented in the software industry of Nepal. Background: Even if most organizations in the software sector utilize agile development strategies, it is essential to evaluate their performance. Nepal’s software industry did not adopt agile techniques till 2014. The Nepalese industry must always adapt to new developments and discover ways to make software development more efficient and beneficial. The population of the study consists of 1,500 and 2,000 employees of software companies in Nepal implementing agile techniques. Methodology: The sample size considered was 150 employees working in software companies in Nepal. However, only 106 respondents responded after three follow-ups. The sample was collected with purposive sampling. A questionnaire was developed to gain information on Customer Adaptive, Customer Collaboration, Continuous Delivery, Human Centric, and Technical Excellence related to agile practices along with the Agile Maturity Level. Contribution: This research contributes to the understanding of agile practices adopted in software companies in developing countries like Nepal. It also reveals the determinants of the agility of software companies in developing countries. Findings: The results suggest that some of the basic principles of agile have a very significant role in Agile Maturity Level in the Nepali context. In the context of Nepal, human-centered practices have a very high level of correlation, which plays a vital role as a major predictor of the agile maturity level. In addition, Technical Excellence is the variable that has the highest level of association with the Agile Maturity Level, making it the most significant predictor of this quality. Recommendations for Practitioners: As Nepali software companies are mostly offshore or serve outsourcing companies, there is a very thin probability of Nepali developers being able to interact with actual clients and this might be one of the reasons for the Nepali industry not relying on Customer Adaptation and Collaboration as major factors of the Agile methodologies. Continuous Delivery, on the other hand, has a significant degree of correlation with Agile Maturity Level. Human-centric practices have a very high level of correlation as well as being a major predictor in determining the Agile Maturity Level in the context of Nepal. Technical Excellence is the most significant predictor and the variable which has the highest level of correlation with Agile Maturity Level. Practitioners should mainly focus on technical excellence as well as human-centric practices to achieve a higher level of Agile Maturity. Recommendation for Researchers: There has not been any such research in the Nepali context that anyone could rely on, to deep dive into their organizational concerns regarding agile strategies and plans. Researchers will need to focus on a more statistical approach with data-driven solutions to the issues related to people and processes. Researchers will need to cover freelancers as well as academics to get a different perspective on what can be the better practices to achieve a higher level of agile maturity. Impact on Society: This study on Agile work is accessible not only to the software industry but also to the general public. The Agile technique has had a huge impact on society’s project management. It has revolutionized how teams approach project planning, development, and execution. The paper’s findings will further information regarding the Agile methodology, which emphasizes collaboration and communication, fosters teamwork and higher quality work, and promotes the exchange of knowledge, ideas, and the pursuit of common goals. Future Research: Owing to the limitations of this study, it is necessary to analyze agile practices in the Nepalese software sector using additional factors that influence agile maturity. The conclusion that years of agile experience do not serve as a balancing factor for both agile practices and the Agile Maturity Level requires additional research. Whether a software outsourcing firm or not, the organization type had no bearing on the degree of maturity of agile methods; this leaves space for further research.

Aim/Purpose: The objective of this study is to summarize the challenges of Agile Requirements Engineering (Agile RE) in the public sector in republican and constitutional monarchy nations. Additionally, it offers recommendations to address these challenges. Background: Failure of IT projects in the public sector results in financial losses for the state and loss of public trust, often attributed to issues in requirements engineering such as prioritization of user needs and excessive scope of requirements. IT projects can have a higher success rate with Agile RE, but there are also drawbacks. Therefore, this study holds significance by presenting a thorough framework designed to pinpoint and overcome the challenges associated with Agile RE to increase the success rate of IT projects. Methodology: This study employs a Systematic Literature Review (SLR) protocol in the field of software engineering or related domains, which consists of three main phases: planning the review, conducting the review with a snowballing approach, and reporting the review. Furthermore, the authors perform open coding to categorize challenges based on the Agile methodologies adoption factor model and axial coding to map potential solutions. Contribution: The authors assert that this research enriches the existing literature on Agile RE, specifically within the public sector context, by mapping out challenges and possible solutions that contribute to creating a foundation for future studies to conduct a more in-depth analysis of Agile adoption in the public sector. Furthermore, it compares the barriers of Agile RE in the public sector with the general context, leading to the discovery of new theories specifically for this field. Findings: Most challenges related to Agile RE in the public sector are found in the people and process aspects. Project and organizational-related are subsequent aspects. Therefore, handling people and processes proficiently is imperative within Agile RE to prevent project failure. Recommendations for Practitioners: Our findings offer a comprehensive view of Agile RE in the public sector in republican and constitutional monarchy nations. This study maps the challenges encountered by the public sector and provides potential solutions. The authors encourage practitioners to consider our findings as a foundation for adopting Agile methodology in the public sector. Furthermore, this study can assist practitioners in identifying existing barriers related to Agile RE, pinpointing elements that contribute to overcoming those challenges, and developing strategies based on the specific needs of the organizations. Recommendation for Researchers: Researchers have the potential to expand the scope of this study by conducting research in other countries, especially African countries, as this study has not yet encompassed this geographic region. Additionally, they can strengthen the evidence linking Agile RE challenges to the risk of Agile project failure by performing empirical validation in a specific country. Impact on Society: This research conducts a comprehensive exploration of Agile RE within the public sector, serving as a foundation for the successful adoption of Agile methodology by overcoming obstacles related to Agile RE. This study highlights the importance of managing people, processes, projects, and organizational elements to increase the success of Agile adoption in the public sector. Future Research: In the future, researchers should work towards resolving the limitations identified in this study. This study has not provided a clear prioritization of challenges and solutions according to their significance. Therefore, future researchers can perform a Fuzzy Analytical Hierarchical Process (F-AHP) to prioritize the proposed solutions.

The global Business Intelligence (BI) market grew by 10% in 2013 according to the Gartner Report. Today organizations require better use of data and analytics to support their business decisions. Internet power and business trend changes have provided a broad term for data analytics – Big Data. To be able to handle it and leverage a value of having access to Big Data, organizations have no other choice than to get proper systems implemented and working. However traditional methods are not efficient for changing business needs. The long time between project start and go-live causes a gap between initial solution blueprint and actual user requirements in the end of the project. This article presents the latest market trends in BI systems implementation by comparing Agile with traditional methods. It presents a case study provided in a large telecommunications company (20K employees) and the results of a pilot research provided in the three large companies: telecommunications, digital, and insurance. Both studies prove that Agile methods might be more effective in BI projects from an end-user perspective and give first results and added value in a much shorter time compared to a traditional approach.

Literature on partnerships has grown rapidly in the past decade across different disciplines. However, despite conceptual attention to the value of strategic multi-stakeholder collaboration to promote peace and reconciliation, challenges posed by (post-)conflict, fragile contexts have barely been considered in empirical studies. In this article we contribute by bringing together debates from different partnership literatures and providing an overview of existing, relatively limited research insights on partnerships for peace in fragile states. We present a typology of different levels (local, national, international) at which collaboration takes place and different types of partnerships (philanthropic, transactional, engagement, transformative). This is exemplified with specific attention to Africa, where most fragile states are found, and to partnerships with transformative potential. The analysis suggests that the lowest-level (local) partnerships tend to exclude the national government, while the most recent international, multilateral-driven collaboration has not included business; national cases are most transformative but incidental and not yet leveraged internationally. Despite the interconnected nature of conflict and fragility issues, linkages between partnerships and partners at different levels are largely missing, offering potential for further development by a broad spectrum of scholars and thought leaders. Insights from 'extreme' unconventional contexts thus have relevance for management research more generally.

Managers in Industry 4.0 will need risk management skills, says Rekha Sethi, director-general of AIMA

BT Compute brings you a choice of data centre and expert services that enable you to deliver applications and services where and when you need them -- Global services delivered locally. Our hybrid cloud services blend intelligent network and compute resources giving you the IT infrastructure you need to adapt, quickly and cost effectively.

Darrell Rigby, partner at Bain & Company, says many firms have rapidly adopted agile principles to react to the coronavirus crisis. Namely, they’ve been ditching bureaucratic planning processes and instead fast-tracking ideas, holding focused meetings, and empowering decisions at lower levels of the organization. He argues that C-suite leaders should keep this newfound organizational nimbleness for good and explains how they can. With Sarah Elk and Steve Berez, Rigby wrote the HBR article “The Agile C-Suite” and the new book Doing Agile Right: Transformation Without Chaos.

Targeting is an important but challenging process in the design and delivery of social and humanitarian assistance programs. Community-based targeting (CBT) approaches are often preferred for their local information advantages, especially when data-driven methods are not feasible. However, how different variants of CBT approaches fare under various constraints and environments remains unclear. For example, it […] Source: IFPRI Ethiopia: Ethiopia Strategy Support Program

In this episode, our guest Andreas Rueping and Markus talk about documenting software. While this is a topic that many people don't like or consider fun, it is nonetheless very important. Based on his book, Agile Documentation, we talk about various aspects documenting software such as what to document, when to document, which media to use as well as specifically a number of layouting tips for nice documents.

In this episode we're talking to Jens Coldewey about his experiences in 10 years of introducing agile techniques to project teams. We discuss real-world examples and the lessons learned and strategies derived from them.

In this episode, we discuss with Roman Pichler how Scrum impacts product management and how agile product management differs from traditional approaches. The topics covered include product owners on large projects and product owner teams, facilitating customer feedback through early and frequent releases, envisioning the product, and creating products with the minimum functionality. Enjoy!

This episode covers the topic of agile testing. Michael interviews Lisa Crispin as an practionier and book author on agile testing. We cover several topics ranging from the role of the tester in agile teams, over test automation strategy and regression testing, to continuous integration.

In this episode Michael talks with Bas Vodde about how to apply agile principles to large and distributed development organizations.

In this episode Michael interviews Jurgen Appelo on the topic of leading agile developers.

Recording Venue: Skype Guest: Martin Fowler and Pramod Sadalage In this episode, we talk with Pramod Sadalage and Martin Fowler about database evolution and agile database development. We discuss the basic challenges for working with a database in an agile development culture and how to include database design and most of all, database evolution, in […]

Recording Venue: Paddington, London Guests: Suzanne Robertson and James Robertson, Atlantic Systems Guild Neil Maiden, Editor of the Requirements column in IEEE Software, talks with Suzanne and James Robertson of the Atlantic Systems Guild about the emergence and impact of agile practices on requirements work. The interview begins with an exploration of how agile practices have […]

Johannes Thönes talks to Dr. Ken Collier, Director of Agile Analytics at ThoughtWorks about Agile Analytics. The outline includes: descriptive analytics, predictive analytic and prescriptive analytics; artificial intelligence, machine learning, data mining and statistics; collaborative filtering; data science and data scientists; data warehousing and business intelligence; online analytical processing (OLAP), extract transform load (ETL), feature […]

Barry O’Reilly of Black Tulip Technology discusses Antifragile Architecture, an approach for designing systems that actually improve in the face of complexity and disorder.

Jeremy Miller, Senior Software Architect at Calavista Software, compares and contrasts his experiences with waterfall and agile methodologies. Host Jeff Doolittle spoke with Miller about the history of these methodologies and how teams can experience...

U4SSC - Case study - Crime prediction for more agile policing in cities - Rio de Janeiro, Brazil

The Cure - A Fragile Thing 7"

Mexico

France 

Universal Italy

Universal Spain 

Universal Germany 

Universal Japan

Capitol Records 

UK Shop

"For this limited edition release comes two new mixes both remixed by Robert Smith

Tracklist:
Side A - A Fragile Thing (RS24 Mix)
Side B - A Fragile Thing (RS24 Remix)

Limited to 4 units per fan."

From Billboard Charts:

The Cure hits the top 10 of this week's #AdultAlternativeAirplay with "A Fragile Thing" (up 12-10). It earns the band its first top 10 hit at the format.

It also earns the band its first top 10 on any Billboard airplay chart since "Maybe Someday" peaked at No. 10 on #AlternativeAirplay in 2000.

"A Fragile Thing" is the lead single from Songs of a Lost World, which concurrently debuts at No. 1 on Top Rock & Alternative Albums.

agilePHM We are launching a new product called agilePHM In Industrial IoT, I have been working with PHM  (Prognostics and Health Management) for a while and it is a well known discipline Prognostics and Health management(PHM)  is an engineering discipline focused on predicting the time at which a system or a component will no longer perform its intended [...]

Labeling whiteness as "weak" does not reflect the racial terror people of color feel, writes Bettina L. Love.

The pandemic is likely to hit the Middle East’s more fragile countries hardest.

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May 22, 2024

Israeli Prime Minister Benjamin Netanyahu is facing increased pressure to agree to a hostage and cease-fire deal, including from close allies like President Biden, Benny Gantz and Yoav Gallant. But key to any long-term cease-fire is the question of who will police the Gaza Strip the next day. In some ways, it is easier to imagine a “day after the day after.” It entails a reformed, legitimate Palestinian Authority that takes control of both the West Bank and Gaza and engages in serious negotiations for a two-state solution. But how to get there? How will the transition between a cease-fire and the establishment of a revitalized Palestinian Authority be managed in Gaza?

NEXITY CONJONCTURE LOGEMENT - DATA MARCHE ET CHIFFRES NEXITY

The CGIAR FCM Innovation Accelerator will scale climate-smart, private-sector solutions.

The post IWMI and WFP to start new partnership for food, land and water security in fragile communities first appeared on International Water Management Institute (IWMI).

Eugene, Oregon : Wipf and Stock, 2018.

How adoption of AI, ML can empower flying

Boulder, Colo. : Sentient Publications, 2006.

For ‘Act Now’, company leadership should create a “war room” with a senior cross-functional team, focused on scenario planning, prioritising crisis response, and managing initiatives in with dynamism and agility.

Prized in Asia as a luxury food, marine creature numbers could be dwindling

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