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.
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The COVID-19 pandemic has accelerated remote working and working at the office. This hybrid working is an indispensable part of today's life even within Agile Software Development (ASD) teams. Before COVID-19 ASD teams were working closely together in an Agile way at the office. The Agile Manifesto describes 12 principles to make agile working successful. These principles are about working closely together, face-to-face contact and continuously responding to changes. To what extent does hybrid working influence these agile principles that have been indispensable in today's software development since its creation in 2001? Based on a quantitative study within 22 Dutch financial institutions and 106 respondents, the relationship between hybrid working and ASD is investigated. The results of this research show that human factors, such as team spirit, feeling responsible and the ability to learn from each other, are the most decisive for the success of ASD. In addition, the research shows that hybrid working creates a distance between the business organization and the IT department. The findings are valuable for Managers, HR professionals and employees working in the field of ASD as emphasizing and fostering Team Spirit, Learning Ability, and a Sense of Responsibility among team members can bolster the Speed of ASD.
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From the article: Agile ways of working have become mainstream, with many organisations practising a form of agile. Agile maturity among those organisations differs. In a research conducted by VersionOne Inc. (2016), 82% of the participating organisations stated to be at or below the level of ‘still maturing’. Existing agile and architecture methods have begun to incorporate some aspects of each other, with agile methods including architecting, such as the Scaled Agile Framework (SAFe), and architecture frameworks such as TOGAF (the Open Group Architecture Framework), adding agile elements (Poort, 2014). This study addresses the question how to shape the architecture function to effectively achieve compliance with architecture regulations, of solutions realised in an agile environment. To answer this question a multiple-case study was done, studying three different organisations. The findings are translated into seven propositions.
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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
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Complex situations and systems can be studied by using adequate models in simulation. An important aspect of models and the simulation software is the ability to use a wide range of possible input parameters. The simulation described in this paper is based on agile manufacturing by using transport robots and cheap reconfigurable production platforms, called equiplets. This setup makes agile manufacturing of different products in parallel possible.The simulation showed the maximum load of such a production environment as well as a proof of concept for the distributed approach for transport used. (from IEEE) / paid version: https://doi.org/10.1109/ISADS.2017.54
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ABSTRACT When designing interventions for health, multidisciplinary teams increasingly work according to an ‘agile’ process. Potential benefits of this approach are better knowledge transfer, stakeholder inclusion, and removal of barriers to interactions. Unfortunately, the question whether agile approaches are useful in designing health interventions remains as yet unanswered. To contribute to current knowledge, we analysed the process and results of a large multidisciplinary project with an agile approach. Our case study shows such an approach may indeed be a feasible method for the development of health interventions. The process allowed for a high pace, and good stakeholder inclusion. Some limitations also occurred. The agile approach favours speed over rigour, which hinders integration of user research and scientific evidence in the development process. Multidisciplinary cooperation remains difficult because of the limited availability of experts and stakeholders. Finally, the difficulties in documenting the process and results of the agile approach limit its use in scientific projects. Published at https://research.shu.ac.uk/design4health/publications/2020-conference-proceedings Vol. 2
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Christine Karman schreef een boek over agile werken.Karman stelt dat agile mensenwerk is. Om slagvaardig te werken zijn de volgende principes nodig: stop met vergaderen, zorg voor multidisciplinaire teams met empowerment die gaan voor ‘continuous delivery’. Oftewel iets is af, als het af is. Deze principes worden omlijst door levendige praktijkvoorbeelden zonder dat het belerend wordt. Al met al een leesbaar boek als je het lef hebt om controle uit handen te geven.
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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
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Abstract: Unlike manufacturing technology for semiconductors and printed circuit boards, the market for traditional micro assembly lacks a clear public roadmap. More agile manufacturing strategies are needed in an environment in which dealing with change becomes a rule instead of an exception. In this paper, an attempt is made to bring production with universal micro assembly cells to the next level. This is realised by placing a larger number of cells, called Equiplets, in a “Grid”. Equiplets are compact and low-cost manufacturing platforms that can be reconfigured to a broad number of applications. Benchmarking Equiplet production has shown reduced time to market and a smooth transition from R&D to Manufacturing. When higher production volumes are needed, more systems can be placed in parallel to meet the manufacturing demand. Costs of product design changes in the later stage of industrialisation have been reduced due to the modular production in grids, which allows the final design freeze to be postponed as late as possible. The need for invested capital is also pushed backwards accordingly. doi 10.1007/978-3-642-11598-1_32
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From the article: The ethics guidelines put forward by the AI High Level Expert Group (AI-HLEG) present a list of seven key requirements that Human-centered, trustworthy AI systems should meet. These guidelines are useful for the evaluation of AI systems, but can be complemented by applied methods and tools for the development of trustworthy AI systems in practice. In this position paper we propose a framework for translating the AI-HLEG ethics guidelines into the specific context within which an AI system operates. This approach aligns well with a set of Agile principles commonly employed in software engineering. http://ceur-ws.org/Vol-2659/
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