Abstract: With the adoption of values, principles, practices, tools and processes from Agile, Lean, and DevOps, knowledge preservation has become a serious issue because documentation is largely left out. We identify two questions that are relevant for knowledge acquisition and distribution concerning design decisions, rationales, or reasons for code change. The first concerns which knowledge is required upfront to start a project. The second question concerns continuation after initial development and addresses which knowledge is required by those who deploy, use or maintain a software product. We evaluate two relevant approaches for alleviating the issues, which are ‘Just enough Upfront’ and ‘Executable Documentation’ with a total of 25 related artifacts. For the evaluation, we conducted a case study supported by a literature review, organizational and project metrics, and a survey. We looked into closed source-code and closed classified source-code. We found two conclusive remarks. First, g it commit messages typically contain what has been changed but not why source-code has been changed. Design decisions, rationale, or reasons for code change should be saved as close as possible to the source-code with Git Pull Requests. Second, knowledge about a software product is not only written down in artifacts but is also a social construction between team members.
Nonprofit organizations (NPOs) have deployed various strategies in motivating businesses to source sustainably, such as the co-development and promotion of sustainability certification and direct collaboration in cross-sector partnerships (CSPs). This is an important current-day priority, given the ambitions set out in the Sustainable Development Goals (SDGs). Increasingly, NPOs have taken up a role as conveners of such CSPs. Research on CSPs has, to date, often considered conveners as a ‘resource’ to the CSP, contributing to its effectiveness. In this study, we shift the focus towards the convener by considering a case of a ‘mission-driven convener’, an NPO that initiates CSPs as a strategy to realize its own sustainability objectives. Our explorative case study—comparing the NPO’s efforts across six countries in setting up national coffee platforms—reviews the concept of a mission-driven convener vis-à-vis established notions on convening and identifies which strategies it applies to realize a CSP. These strategies comprise productively combining certification-driven efforts with CSPs, combining process and outcomes of CSPs, and drawing on cross-level dynamics derived from outsourcing of convening work to local actors. With our study, we contribute to research on CSP conveners by offering an alternative interpretation to the relation between the CSP and the convener, attributing more agency to the convener as a mission-driven organization. Strengthening our understanding of CSPs and conveners is an important means to advance the Sustainable Development Goals (SDGs).
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
