The article explores the possible link between agile methods and CMMI-SW. Major issues incited from such link are: documentation, communication, user involvement, and application types. Interrelationships among these issues are highlighted as well, such as the relationship among the first there issues. Then three strategies for such link are proposed: separatism, integration (hybrid/concurrent,...

1 In today‟s globally networked environment, information security incidents can inflict staggering financial losses on organizations. Industry reports indicate that fundamental problems exist with the application of current linear plan-driven security incident response approaches being applied in many organizations. Researchers argue that traditional approaches value containment and eradication...

The constituting e-government organizations like ministries, agencies, funds and councils often have to deal with severe media attention and sometimes more or less justified criticism. In this paper we present an approach that supports the task of managing public relations (PR) between organizations and the news media. The proposed approach is based on agile sentiment analysis of the questions ...

Unless your organization is unique, it’s been under assault over the past fifteen years from intense competitive pressures. In response, you and others have ordered up a veritable alphabet soup of improvement initiatives: QCC, STS, TQC, TQM, SPC, JIT, DOE, ERP — does it ever end? Or you’ve turned to the “non-alphabetized” menu: benchmarking; reengineering; cycle-time reduction; supply chain man...

Bimodal IT decomposes the IT function into two modes—Traditional and Agile—the former focused on stability, the latter on the speed and experimentation necessary to support innovative uses of IT in a digital business context. The full article describes four bimodal IT archetypes and the factors that drive an organization to adopt bimodal IT. Our research found that companies switch between diff...

In order to compete in the global market, companies have to restructure and make use of the infrastructures that allow them to become more agile. The possibility of rapidly form virtual organizations to respond to a business or collaboration opportunity gives companies an expression of agility and survival mechanisms in face of the market turbulence. In this paper it is exemplified the usage of...

Software developers and project managers are struggling to assess the appropriateness of agile processes to their development environments. This paper identifies limitations that apply to many of the published agile processes in terms of the types of projects in which their application may be problematic. INTRODUCTION As more organizations seek to gain competitive advantage through timely deplo...

As a leading IT services organization, we have had several opportunities to design and develop software for Fortune 500 companies at the client site. Almost all the clients we worked with have used formal and mature procedures and tools for the development and deployment of software. These processes are normally oriented toward either sequential software development processes, such as the Water...

Process descriptions represent high-level plans and do not contain information necessary for concrete software projects. Processes that are unrelated to daily practices or hardly mapped to project practices, cause misalignments between processes and projects. We argue that software processes should emerge and evolve collaboratively within an organization. In this article we present a Process an...

Network forms of organization, unlike hierarchies or marketplaces, are agile and are constantly adapting as new links are added and dysfunctional ones dropped. We review some of the theoretical and methodological accomplishments and challenges of contemporary research on organizational networks. We then offer an analytic framework that can be used to specify and statistically test simultaneousl...