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492 results for “Agile”
On following pages: 3. Agile Gibbon (Hylobates agilis); 4. Bornean White-bearded Gibbon (Hylobates albibarbis); 5 8. Muller's Gibbon (Hylobates mueller); 9. Abbott's Gray Gibbon (Hylobates abbotti); 10. East Bornean Gray Gibbon. Kloss's Gibbon (Hylobates klossil); 6. Lar Gibbon (Hylobates lan; 7. Moloch Gibbon (Hylobates moloch); (Hylobates funereus); 11. Pileated Gibbon (Hylobates pileatus). in Hylobatidae
On following pages: 3. Agile Gibbon (Hylobates agilis); 4. Bornean White-bearded Gibbon (Hylobates albibarbis); 5 8. Muller's Gibbon (Hylobates mueller); 9. Abbott's Gray Gibbon (Hylobates abbotti); 10. East Bornean Gray Gibbon. Kloss's Gibbon (Hylobates klossil); 6. Lar Gibbon (Hylobates lan; 7. Moloch Gibbon (Hylobates moloch); (Hylobates funereus); 11. Pileated Gibbon (Hylobates pileatus).
Agile Model Driven Engineering: Survey 2004-2024
<p>This is the data for our SLR of Agile MDE research. </p>
Raw data for the article "Speed up BDD for Safety Verification in Agile Development: A Partially Replicated Controlled Experiment"
<p>This is the raw data for the paper "Speed up BDD for safety verification in Agile development: A partially replicated controlled experiment". </p>
Continuous Non-Functional Requirements: Practices, Opportunities, and Trade-Offs for Small, Agile Organizations
<p>Contains the interview questions and codebook (including code counts) produced by our research.</p>
Online Appendix of the Paper "The Power of Words in Agile vs. Waterfall Development: Written Communication in Hybrid Software Teams"
<h2>GENERAL INFORMATION</h2> <div>In our publication “<em><strong><a href="https://doi.org/10.1016/j.jss.2024.112243">The Power of Words in Agile vs. Waterfall Development: Written Communication in Hybrid Software Teams</a>,”</strong></em> in the Journal of Systems and Software, we present an exploratory case study conducted in a large software organization, AFAS Software. Our study investigates the influence of the development paradigm and the formality of communication channels on written communication within hybrid development teams. Our main research question is: <em>“<strong>How do the employed development paradigm and the formality of the communication channel impact the written communication content within hybrid software development teams?”</strong> </em>To address the main research question, we operationalize communication content through a coding scheme comprising codes derived from the Project Management Life Cycle (PMLC), the Software Development Life Cycle (SDLC), and speech acts types, which leads to the following sub-research questions:</div> <ul> <li><em>How do the employed development paradigm and the formality of the communication channel impact </em><em>the content of written communication pertaining to the Project Management Life Cycle phases? </em><em>(RQ1A & RQ1B)</em></li> <li><em>How do the employed development paradigm and the formality of the communication channel impact </em><em>the content of written communication pertaining to the Software Development Life Cycle phases? </em><em>(RQ2A & RQ2B)</em></li> <li><em>How do the employed development paradigm and the formality of the communication channel impact </em><em>the use of speech acts types in written communication? (RQ3A & RQ3B)</em></li> </ul> <div>To answer these research questions, we test the following hypotheses regarding the PMLC, the SDLC, and speech acts types:</div> <div> </div> <div><em><strong>The content of written communication within a development team</strong></em></div> <div> <ul> <li><strong>H1</strong>: is affected by the development paradigm. <ul> <li><strong>H1.1</strong>: in formal communication channels is affected by the development paradigm.</li> <li><strong>H1.2:</strong> in informal communication channels is affected by the development paradigm.</li> </ul> </li> </ul> </div> <div><em><strong>The content of written communication within</strong></em></div> <div> <ul> <li><strong>H2:</strong> a development team is affected by the formality of the communication channel. <ul> <li><strong>H2.1:</strong> a non-agile development team is affected by the formality of the communication channel.</li> <li><strong>H2.2:</strong> an agile development team is affected by the formality of the communication channel.</li> </ul> </li> </ul> </div> <div>This online appendix contains supplementary material to uphold transparency and facilitate the reproduction of the statistical analysis. For more information, refer to the publication:</div> <ul> <li>Section 2.5 for the projects sampling</li> <li>Section 2.6 for data extraction and preparation</li> <li>Section 2.7 for the coding scheme and data analysis</li> </ul> <p><strong>Software Dependencies: </strong></p> <ul> <li>PDF Viewer (e.g. Acrobat Reader)</li> <li>IBM SPSS</li> <li>Microsoft Excel</li> <li>Python</li> </ul> <h2>FILES OVERVIEW</h2> <h3>JSS Online Appendix</h3> <div>The root folder includes the <strong>“Project Teams Composition.pdf</strong><em><strong>”</strong></em> file, which contains the anonymized compositions of 20 project teams: 11 agile (PrAG) projects and 9 waterfall (PrWF) projects. This file lists the project team members involved in communication within the Microsoft Teams and Insite channels. </div> <h3>Subfolder “SPSS Files”</h3> <div>This subfolder includes the SPSS files, which contain the normality test and Mann-Whitney U Tests. </div> <div> <ul> <li><strong>Normality Test.spv</strong>: This file contains the results of the normality test.</li> </ul> </div> <div>We performed the normality test. In most cases, the significance of Shapiro-Wilk is below 0.05; thus, the data is not normally distributed and fails to meet the assumption for the t-test. We, therefore, opted for the Mann-Whitney U test, the non-parametric alternative of the t-test.</div> <div> </div> <div>The files below contain the results of Mann-Whitney U Tests, which are presented in Appendix A - Tables A.7 (a), A.8 (a), A.9 (a):</div> <ul> <li><strong>H1 - PrAG vs PrWF Product.spv</strong>: This file contains the results for hypothesis 1. </li> <li><strong>H1.1 - PrAG vs PrWF Formal.spv</strong>: This file contains the results for hypothesis 1.1.</li> <li><strong>H1.2 - PrAG vs PrWF Informal.spv</strong>: This file contains the results for hypothesis 1.2.</li> </ul> <div>The files below contain the results of Mann-Whitney U Tests, which are presented in Appendix A - Tables A.7 (b), A.8 (b), A.9 (b):</div> <ul> <li><strong>H2 - PrAG vs PrWF Formality.spv</strong>: This file contains the results for hypothesis 2.</li> <li><strong>H2.1 - PrWF Formal vs Informal.spv</strong>: This file contains the results for hypothesis 2.1.</li> <li><strong>H2.2 - PrAG Formal vs Informal.spv</strong>: This file contains the results for hypothesis 2.2.</li> </ul> <h3>Subfolder “Excel Files”</h3> <div>This subfolder includes the necessary files to perform calculations and the results of these calculations.</div> <ul> <li><strong>JSS Paper.xlsx</strong>: This file contains the absolute numbers, which are used as input for the calculations.</li> <li><strong>JSS-Statistics.py</strong>: This Python script uses the <strong>“</strong><strong>JSS Paper. xlsx<em>”</em></strong><em><strong> </strong></em>file to perform calculations based on the hypotheses for Project Life Cycle Management (PMLC), Software Development Life Cycle (SDLC), and Speech Acts.</li> </ul> <div>The files below contain the results of the calculations:</div> <ul> <li><strong>PMLC (RQ1A & RQ1B)_v1.xlsx:</strong> This file contains the results for the PMLC phases. The results are presented in Appendix A.1.</li> <li><strong>SDLC (RQ2A & RQ2B)_v1.xlsx:</strong> This file contains the results for the SDLC phases. The results are presented in Appendix A.2.</li> <li><strong>Speech Acts (RQ3A & RQ3B)_v1.xlsx:</strong> This file contains the results for the speech act types. The results are presented in Appendix A.3.</li> </ul> <h2>DATA ACCESS AND SHARING</h2> <div><strong>Recommended citation for this dataset:</strong> Ly, D., Overeem, M., Brinkkemper, S., Dalpiaz, F., 2024. Online Appendix of the Paper “The Power of Words in Agile vs. Waterfall Development: Written Communication in Hybrid Software Teams”. [Data set]. In The Journal of Systems and Software. Zenodo. doi: 10.5281/zenodo.13894086.</div> <div> </div> <div><strong>License information:</strong><em><strong> </strong></em>Creative Commons Attribution 4.0 International</div>
Agile Challenges - Focus Group Session 1
<p>PDF with the final result of the Focus Group Session #1 to discovery correlations between challenges. </p>
Emergent Solutions on Requirement Engineering for Agile Software Development: A tertiary study (Auxiliary Documentation in PDF)
<p><strong>[Context and motivation]</strong> Agile Software Development (ASD) is a new trend in software development and has become popular. Its advocates claim that ASD is well suited to solving traditional software development problems by valuing human factors over technical ones. However, one of the most critical phases in software development, Requirements Engineering (RE), can be overwhelming for ASD values.<br> <strong>[Question/problem]</strong> Trying to work with RE in a traditional way for ASD can limit ASD's potential. Therefore, it is necessary to investigate what academia and industry have done in RE to exploit all of the capabilities of ASD beyond traditional RE. <br> <strong>[Principal ideas/results]</strong> This work presents an overview of the state-of-the-art Requirement Engineering (RE) for Agile Software Development (ASD). We conducted a Tertiary Study in secondary studies published from 1st January 2015 to 30th June 2021, looking for solutions for RE-ASD using the Systematic Literature Review (SLR) protocol described by Kitchenham and Charters (2007). After executing the SLR protocol, we accepted 37 out of 169 studies and encountered 136 solutions used by academia and industry for RE-ASD. We considered only a few solutions that could be classified as emergent for RE-ASD, 24 out of 106. Furthermore, we cataloged the challenges presented by the emergent solutions (e.g., a steep learning curve due to the lack of experience, process, or culture) that should be addressed. Finally, we identified a possible gap between academia and industry regarding these emerging solutions that need further investigation. <br> <strong>[Contribution]</strong> By highlighting emerging Requirements Engineering (RE) solutions for Agile Software Development (ASD), we made our contribution to help researchers who need to propose new solutions to some of the problems that remain unsolved by pointing out the recent trends for RE for ASD.</p> <p>The repository contains the following:</p> <ul> <li>Auxiliary Documentation in PDF;</li> <li>Dataset from the Tertiary Study - compressed file (refsq2023Complement.zip): <ul> <li> <p><strong>REFSQ2023-ALL-ARTICLES.csv:</strong> is a comma-separated file with all 198 (including the duplicates) found in our search in the digital libraries with their respective status (accepted, rejected, or duplicated).</p> </li> <li> <p><strong>REFSQ2023-DISTINCT-SOLUTIONS.csv:</strong> is a comma-separated file with all the distinct solutions we found in our research. They are classified according to our classification method, explained in the article.</p> </li> <li> <p><strong>REFSQ2023-GOOGLE-TRENDS-RESULTS.csv:</strong> is a comma-separated file with all results of our query in the Google Trends tool. It also brings the used search terms and the code and classification of each solution.</p> </li> </ul> </li> </ul>
Critical Success Factors of Agile Transformation Initiatives from a Project Management Perspective
<p>Context: Agile methods have been adopted as an alternative to<br> meet the frequent changes in the IT industry and to address is-<br> sues of quality, cost, speed, and efficiency in systems development<br> processes. Problem: Managers are responsible for the appropriate<br> application of knowledge, skills, tools, and techniques that can<br> impact the success or failure of an agile transformation initiative.<br> However, there is not much visibility into the critical success factors<br> (CSF) associated with it. Solution: We aim to identify the CSFs that<br> affect agile transformation initiatives from a project management<br> perspective. IS Theory: The General Systems Theory provides the<br> basis for this study, since the different organizational aspects in-<br> volved in the agile transformation are interrelated and influenced<br> by factors such as environment, culture, information technology,<br> internal management systems, and other elements that may hinder<br> its adoption. Method: We performed a systematic mapping study<br> in the following digital databases: EI Compendex, IEEE, ISI Web<br> of Science, and SCOPUS. Sumary of Results: We selected 12 stud-<br> ies that allowed us to identify 12 CSF. The most cited ones were<br> top management support, team empowerment, adapting the pro-<br> cess toagile, and customer focus. Adoption of management style,<br> good communication, and strong teams are among the least cited<br> CSF. Contributions and Impact in the IS area: Our results can help<br> organizations in new agile transformation initiatives. Such CSF<br> are interrelated and, if taken into consideration, have an impor-<br> tant effect on the success of the agile transformation. Moreover,<br> management should consider the business through a systemic and<br> holistic view because those CSFs can positively impact the agile<br> transformation.</p>
Agile Methodologies in Cos4Cloud
<p>The drawing shows the bigger picture how agile methodologies were applied in the <a href="https://cos4cloud-eosc.eu/">H2020 Project Cos4Cloud</a>. It shows multiple cycles on different scales:</p> <ul> <li>Regular MvE (minimal viable environment) planning (project level): SciTech group and development teams maintain features of the whole system to ensure service integration and alignment to common goals.</li> <li>Co-design workshops (project level): Generate valuable user input and feedback for each service by using different methodologies from co-design.</li> <li>Iterative service development (development level): Each partner, doing actual development, tying development cadence with the project coordination, and incorporate input from regular feedback channels.</li> <li>Task Forces and Hackathons (development level): Individual partners develop and evaluate technical solutions needed throughout the project, e.g. an interoperable citizen science profile for the SensorThings API (STA plus extension), or solving integration challenges between different components.</li> </ul> <p>The SciTech and CoNNect group allocated time to report to each group at the start of each meeting. This ensured that all members were aware of all relevant activities of the other group. In particular, this became important when overarching development needed to be discussed or had evolved one step further towards the overall system.</p>
Experienced Challenges of Adopting Agile Scaling Frameworks: Dataset
<p>Dataset for the paper "Experienced Challenges of Adopting Agile Scaling Frameworks"</p> <p>The data is in one SPSS file, with variable descriptions.</p> <p> </p>
Do Agile Scaling Approaches Make A Difference? An Empirical Comparison of Team Effectiveness Across Popular Scaling Approaches
<p>This bundle contains supplementary materials for an upcoming academic publication <em>Do Agile Scaling Approaches Make A Difference? An Empirical Comparison of Team Effectiveness Across Popular Scaling Approaches?</em>, by Christiaan Verwijs and Daniel Russo. Included in the bundle are the dataset and SPSS syntaxes. This replication package is made available by C. Verwijs under a "Creative Commons Attribution Non-Commercial Share-Alike 4.0 International"-license (CC-BY-NC-SA 4.0).</p> <p><strong>About the dataset</strong></p> <p>The dataset (SPSS) contains anonymized response data from 15,078 team members aggregated into 4,013 Agile teams that participated from <a href="https://scrumteamsurvey.org">scrumteamsurvey.org</a>. Stakeholder evaluations of 1,841 stakeholders were also collected for 529 of those teams. Data was gathered between September 2021, and September 2023. We cleaned the individual response data from careless responses and removed all data that could potentially identify teams, individuals, or their parent organizations. Because we wanted to analyze our measures at the team level, we calculated a team-level mean for each item in the survey. Such aggregation is only justified when at least 10% of the variance exists at the team level (Hair, 2019), which was the case (ICC = 35-50%). No data was missing at the team level.</p> <p>Question labels and option labels are provided separately in Questions.csv. To conform to the privacy statement of <a href="https://scrumteamsurvey.org">scrumteamsurvey.org</a>, the bundle does not include response data from before the team-level aggregation.</p> <p><strong>About the SPSS syntaxes</strong></p> <p>The bundle includes the syntaxes we used to prepare the dataset from the raw import, as well as the syntax we used to generate descriptives. This is mostly there for other researchers to verify our procedure.</p>
Effects of Match Play Exercises and Plyometric Training on Explosive Power, Agility and Functional Performance
ClinicalTrials.gov study NCT05969197. IPD Sharing: NO. Countries: 1. Publications: 11.
Effects of Speed Endurance Training on Agility and Functional Performance in Soccer Players
ClinicalTrials.gov study NCT06131073. IPD Sharing: NO. Countries: 1. Publications: 5.
Effects of Big Toe Strengthening on Agility, Jump and Speed Among Runners
ClinicalTrials.gov study NCT05969210. IPD Sharing: NO. Countries: 1. Publications: 9.
Agile Development of a Digital Exposure Treatment for Youth With Chronic Musculoskeletal Pain
ClinicalTrials.gov study NCT05079984. IPD Sharing: NO. Countries: 1. Publications: 23.
Tabata vs Plyometric Training on Range of Motion, Agility and Vertical Jump in Taekwondo Players
ClinicalTrials.gov study NCT06108986. IPD Sharing: NO. Countries: 1. Publications: 6.
Multimodal HIIT in Speed, Agility and Performance Level
ClinicalTrials.gov study NCT06242223. IPD Sharing: NO. Countries: 1. Publications: 5.
Percutaneous Microelectrolysis in Agility, Joint Range and Strength
ClinicalTrials.gov study NCT04334772. IPD Sharing: NO. Countries: 1. Publications: 48.
Controlling Locomotion Over Continuously Varying Activities for Agile Powered Prosthetic Legs
ClinicalTrials.gov study NCT06138977. IPD Sharing: YES. Countries: 1. Publications: 1.
Agility and Sprint Performance in Youth Soccer: A Comparison of FIFA 11+ and RAMP Protocols
ClinicalTrials.gov study NCT07244107. IPD Sharing: NO. Countries: 1. Publications: 1.
ScienceDex guides
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These curated guides explain access requirements, typical timelines, costs, and reuse considerations for widely used research datasets.
Allen Brain Atlas
Allen Brain Atlas is an Allen Institute collection of brain map atlases, datasets, APIs, and analysis tools covering mouse, human, and non-human primate brain resources.
Annotated Behaviour and Observability Dataset (ABODe)
ABODe is a University of Edinburgh DataShare dataset for behavior classification in group-housed mice using home-cage video, identities, bounding boxes, ground-plate positions, and annotator labels.
DANDI Archive for NWB datasets
DANDI is a BRAIN Initiative archive for publishing and sharing neurophysiology data, including electrophysiology, optophysiology, and behavioral data packaged as NWB and related standards.
International Brain Laboratory public data
The International Brain Laboratory public data releases expose standardized mouse decision-making experiments, including Neuropixels recordings, widefield calcium imaging, behavior, and session metadata accessed through the ONE API.
OpenNeuro
OpenNeuro is a free, open platform for sharing neuroimaging datasets, with public search, dataset pages, and download paths for web, S3, DataLad, and the OpenNeuro CLI.