Past research on designing for behavioural change mostly concerned linear design processes, whereas in practice, Agile design methods are increasingly popular. This paper evaluates the possibilities and limitations of using Agile design methods in theory-driven design for behavioural change. We performed a design case study, consisting of a student design team working on improving waiting experiences at Schiphol Airport security and check-in. Our study showed that Agile design methods are usable when designing for behavioural change. Moreover, the Behavioural Lenses toolkit used in the design process is beneficial in facilitating theory-driven Agile design. The combination of an Agile design process and tools to evidentially inform the design enabled the design team to formulate viable and interesting concepts for improving waiting-line experiences. However, limitations also occurred: a mismatch between the rate at which the Scream method proceeded and the time and momentum needed to conduct in-depth research.
MULTIFILE
Agile software development has evolved into an increasingly mature software development approach and has been applied successfully in many software vendors’ development departments. In this position paper, we address the broader agile service development. Based on method engineering principles we define a framework that conceptualizes an operational way of working for the development of services, emphatically taking into account agility. As a first level of agility, the framework contains situational project factors that influence the choice of method fragments; secondly, increased agility is proposed by describing and operationalizing these method fragments not as imperative steps or activities, but instead by means of sets of minimally specified, declarative rules that determine the context and constraints within which goals are to be reached. This approach borrows concepts from rules management, organizational patterns, and game design theory. Keywordsmethod engineering–agile service development–business rules–business rules management–product management–game design
DOCUMENT
Due to the changing technological possibilities of services, the demands that society places on the level of service provided by the Dutch Central Government (DCG) are changing rapidly. To accommodate this, the Dutch government is improving its processes in such a way that they become more agile and are continuously improved. However, the DCG struggles with the implementation of improvement tools that can support this. The research described in this paper aims to deliver key factors that influence the adoption of tools that improve the agile way of working and continuous improvement at the DCG. Therefore, a literature review has been conducted, from which 24 factors have been derived. Subsequently, 9 semi structured interviews have been conducted to emphasize the perspective of employees at the DCG. In total, 7 key factors have been derived from the interviews. The interviewees consisted of both employees from departments who already worked with tools to improve agile working and continuous improvement as well as employees from departments who haven’t used such tools yet. An important insight based on this research is that the aims, way of working and scope of the improvement tools must be clear for all the involved co-workers
MULTIFILE
In greenhouse horticulture harvesting is a major bottleneck. Using robots for automatic reaping can reduce human workload and increase efficiency. Currently, ‘rigid body’ robotic grippers are used for automated reaping of tomatoes, sweet peppers, etc. However, this kind of robotic grasping and manipulation technique cannot be used for harvesting soft fruit and vegetables as it will cause damage to the crop. Thus, a ‘soft gripper’ needs to be developed. Nature is a source of inspiration for temporary adhesion systems, as many species, e.g., frogs and snails, are able to grip a stem or leave, even upside down, with firm adhesion without leaving any damage. Furthermore, larger animals have paws that are made of highly deformable and soft material with adjustable grip size and place holders. Since many animals solved similar problems of adhesion, friction, contact surface and pinch force, we will use biomimetics for the design and realization of the soft gripper. With this interdisciplinary field of research we aim to model and develop functionality by mimicking biological forms and processes and translating them to the synthesis of materials, synthetic systems or machines. Preliminary interviews with tech companies showed that also in other fields such as manufacturing and medical instruments, adjustable soft and smart grippers will be a huge opportunity in automation, allowing the handling of fragile objects.
In dit project wordt gekeken naar de validatie van een procesverbeteringstool.Doel De belastingdienst heeft een tool ontwikkeld met als doel de samenhang tussen Business en IT te verbeteren en een proces van continu verbeteren op te starten. Deze tool wil de belastingdienst objectief te evalueren. Resultaten Dit project leidt tot de volgende resultaten: Een validatierapport Een verbeterplan Een wetenschappelijk artikel Looptijd 01 oktober 2021 - 31 december 2022 Aanpak Binnen dit onderzoek wordt gebruik gemaakt van de volgende onderzoeksmethoden: Focusgroepen Literatuuronderzoek Workshops Meedoen in dit onderzoek? Als je onderzoek wil doen naar tools in het werkveld van Agile werken, Business IT alignement of continu verbeteren, neem dan contact op met Paul Morsch.
The transition to a circular, resource efficient construction sector is crucial to achieve climate neutrality in 2050. Construction stillaccounts for 50% of all extracted materials, is responsible for 3% of EU’s waste and for at least 12% of Green House Gas emissions.However, this transition is lagging, the impact of circular building materials is still limited.To accelerate the positive impact of circulair building materials Circular Trust Building has analyzed partners’ circular initiatives andidentified 4 related critical success factors for circularity, re-use of waste, and lower emissions:1. Level of integration2. Organized trust3. Shared learning4. Common goalsScaling these success factors requires new solutions, skills empowering stakeholders, and joint strategies and action plans. Circular TrustBuilding will do so using the innovative sociotechnical transition theory:1.Back casting: integrating stakeholders on common goals and analyzing together what’s needed, what’s available and who cancontribute what. The result is a joint strategy and xx regional action plans.2.Agile development of missing solutions such a Circular Building Trust Framework, Regional Circular Deals, connecting digitalplatforms matching supply and demand3.Increasing institutional capacity in (de-)construction, renovation, development and regulation: trained professionals move thetransition forward.Circular Trust Building will demonstrate these in xx pilots with local stakeholders. Each pilot will at least realize a 25% reduction of thematerial footprint of construction and renovation
