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Agile methods require constant optimization of one’s approach and leading to the adaptation of agile practices. These practices are also adapted when introducing them to companies and their software development teams due to organizational constraints. As a consequence of the widespread use of agile methods, we notice a high variety of their elements:
Practices, roles, and artifacts. This multitude of agile practices, artifacts, and roles results in an unsystematic mixture. It leads to several questions: When is a practice a practice, and when is it a method or technique? This paper presents the tree of agile elements, a taxonomy of agile methods, based on the literature and guidelines of widely used agile methods. We describe a taxonomy of agile methods using terms and concepts of software engineering, in particular software process models. We aim to enable agile elements to be delimited, which should help companies, agile teams, and the research community gain a basic understanding of the interrelationships and dependencies of individual components of agile methods.
The aim of the podcast Digitization of Medicine is to interest a broader audience and, in particular, young women, in research and work in the field of medical informatics. This article presents the usage figures and discusses their significance for further research on the success of science communication. By 24/02/2022, a total of 24,351 downloads had been made. There were slightly more female than male listeners, and they tended to be younger. Despite the importance podcast are gaining for science communication, little is known about the respective user group and further research is needed. In this context, this paper aims to help make the effectiveness of podcasts comparable.
Context: Companies adapt agile methods, practices or artifacts for their use in practice since more than two decades. This adaptions result in a wide variety of described agile practices. For instance, the Agile Alliance lists 75 different practices in its Agile Glossary. This situation may lead to misunderstandings, as agile practices with similar names can be interpreted and used differently.
Objective: This paper synthesize an integrated list of agile practices, both from primary and secondary sources.
Method: We performed a tertiary study to identify existing overviews and lists of agile practices in the literature. We identified 876 studies, of which 37 were included.
Results: The results of our paper show that certain agile practices are listed and used more often in existing studies. Our integrated list of agile practices comprises 38 entries structured in five categories. Conclusion: The high number of agile practices and thus, the wide variety increased steadily over the past decades due to the adaption of agile methods. Based on our findings, we present a comprehensive overview of agile practices. The research community benefits from our integrated list of agile practices as a potential basis for future research. Also, practitioners benefit from our findings, as the structured overview of agile practices provides the opportunity to select or adapt practices for their specific needs.
In 2020, the world changed due to the Covid 19 pandemic. Containment measures to reduce the spread of the virus were planned and implemented by many countries and companies. Worldwide, companies sent their employees to work from home. This change has led to significant challenges in teams that were co-located before the pandemic. Agile software development teams were affected by this switch, as agile methods focus on communication and collaboration. Research results have already been published on the challenges of switching to remote work and the effects on agile software development teams. This article presents a systematic literature review. We identified 12 relevant papers for our studies and analyzed them on detail. The results provide an overview how agile software development teams reacted to the switch to remote work, e.g., which agile practices they adapted. We also gained insights on the changes of the performance of agile software development teams and social effects on agile software development teams during the pandemic.
Companies worldwide have enabled their employees to work remotely as a consequence of the Covid 19 pandemic. Software development is a human-centered discipline and thrives on teamwork. Agile methods are focusing on several social aspects of software development. Software development teams in Germany were mainly co-located before the pandemic. This paper aims to validate the findings of existing studies by expanding on an existing multiple-case study. Therefore, we collected data by conducting semi-structured interviews, observing agile practices, and viewing project documents in three cases. Based on the results, we can confirm the following findings: 1) The teams rapidly adapted the agile practices and roles, 2) communication is more objective within the teams, 3) decreased social exchange between team members, 4) the expectation of a combined approach of remote and onsite work after the pandemic, 5) stable or increased (perceived) performance and 6) stable or increased well-being of team members.
Agility is considered the silver bullet for survival in the VUCA world. However, many organisations are afraid of endangering their ISO 9001 certificate when introducing agile processes. A joint research project of the University of Applied Sciences and Arts Hannover and the DGQ has set itself the goal of providing more security in this area. The findings were based on interviews with managers and team members from various organisations of different sizes and industries working in an agile manner as well as on common audit practices and a literature analysis. The outcome presents a clear distinction of agility from flexibility as well as useful guidelines for the integration of agile processes in QM systems - for QM practitioners and auditors alike.
The paper provides a comprehensive overview of modeling and pricing cyber insurance and includes clear and easily understandable explanations of the underlying mathematical concepts. We distinguish three main types of cyber risks: idiosyncratic, systematic, and systemic cyber risks. While for idiosyncratic and systematic cyber risks, classical actuarial and financial mathematics appear to be well-suited, systemic cyber risks require more sophisticated approaches that capture both network and strategic interactions. In the context of pricing cyber insurance policies, issues of interdependence arise for both systematic and systemic cyber risks; classical actuarial valuation needs to be extended to include more complex methods, such as concepts of risk-neutral valuation and (set-valued) monetary risk measures.
The purpose of this research is to explore results that are measured by social enterprises (= SEs) according to their mission and vision. Four SEs are examined for this reason. The status quo of aligned measurements was captured by conducting seven semi-structured interviews with persons from the middle and top management of the considered SEs. A conceptual framework, which categorizes output, outcome and impact measurements, is used as the basis for a structured content analysis. The findings imply that SEs’ measurements are not sufficiently aligned with their mission and vision. Outputs are measured by all considered SEs. However, they fail to measure outcomes with all its sublevels. Especially, measuring mindset change and behavior change outcomes are neglected by the examined SEs. That can lead to adjustments, where SEs only create more outputs but fail to create more outcomes and impact. Furthermore, neglecting outcome measurements makes existing but mostly unsystematic impact measurements invalid, since outputs, outcomes and impact build on each other. The research presented here provides one of the first investigations into the alignment of measurements with mission and vision in the context of SEs. Ultimately, the findings question SEs current measurements and aim to open further perspectives on improving the performance of SEs.
Marketing, get ready to rumble — How rivalry promotes distinctiveness for brands and consumers
(2018)
Scholars typically advise brands to stay away from public conflict with competitors as research has focused on negative consequences - e.g., price wars, escalating hostilities, and derogation. This research distinguishes between rivalry between firms (inter-firm brand rivalry) and rivalry between consumers (inter-consumer brand rivalry). Four studies and six samples show both types of rivalry can have positive consequences for both firms and consumers. Inter-firm brand rivalry boosts perceived distinctiveness of competing brands independent of consumption, attitude, familiarity, and involvement. Inter-consumer brand rivalry increases consumer group distinctiveness, an effect mediated by brand identification and rival brand disidentification. We extend social identity theory by demonstrating that: 1) outside actors like firms can promote inter-consumer rivalry through inter-firm rivalry and 2) promoting such conflict can actually provide benefits to consumers as well as firms. The paper challenges the axiom “never knock the competition,” deriving a counter-intuitive way to accomplish one of marketing's premier objectives.