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Context:
Software development companies use Agile methods to develop their products or services efficiently and in a goal-oriented way. But this alone is not enough to satisfy user demands today. It is much more important nowadays that a product or service should offer a great user experience — the user wants to have some positive user experience while interacting with the product or service.
Objective:
An essential requirement is the integration of user experience methods in Agile software development. Based on this, the development of positive user experience must be managed. We understand management in general as a combination of a goal, a strategy, and resources. When applied to UX, user experience management consists of a UX goal, a UX strategy, and UX resources.
Method:
We have conducted a systematic literature review (SLR) to analyse suitable approaches for managing user experience in the context of Agile software development.
Results:
We have identified 49 relevant studies in this regard. After analysing the studies in detail, we have identified different primary approaches that can be deemed suitable for UX management. Additionally, we have identified several UX methods that are used in combination with the primary approaches.
Conclusions:
However, we could not identify any approaches that directly address UX management. There is also no general definition or common understanding of UX management. To successfully implement UX management, it is important to know what UX management actually is and how to measure or determine successful UX management.
Value delivery is becoming an important asset for an organization due to increasing competition in industry. Therefore, companies apply Agile Software Development (ASD) to be more competitive and reduce time to market. Using ASD for the development of systems implies that established approaches of Requirements Engineering (RE) undergo some changes in order to be more flexible to changing requirements. To this end, the field of agile RE is emergent and different process models for agile RE have arisen. The aim of this paper is to build an abstract layer about the variety of existing process models by means of a metamodel for agile RE. It has been created in several iterations and relies on the evaluation of related process models. Furthermore , we have derived process models for agile RE in industry by presenting instances of the metamodel in two different cases: one is based on Scrum whereas the other is based on Kanban. This paper contributes to the software development body of knowledge by delivering a metamodel for agile RE that supports researchers and practitioners modeling and improving their own process models. We can conclude that the agile RE metamodel is highly relevant for the industry as well as for the research community, since we have derived it following empirical research in the field of ASD.
Currently, voice assistants (VAs) are trendy and highly available. The VA adoption rate of internet users differs among European countries and also in the global view. Due to speech intelligibility and privacy concerns, using VAs is challenging. Additionally, user experience (UX) assessment methods and VA improvement possibilities are still missing, but are urgently needed to overcome users' concerns and increase the adoption rate. Therefore, we conducted an intercultural study of technology-based users from Germany and Spain, expecting that higher improvement potential would outweigh concerns about VAs. We investigated VA use in terms of availability versus actual use, usage patterns, concerns, and improvement proposals. Comparing Germany and Spain, our findings show that nearly the same amount of intensive VA use is found in both technology-based user groups. Despite cultural differences, further results show very similar tendencies, e.g., frequency of use, privacy concerns, and demand for VA improvements.
Voice user interface (VUI) systems, such as Alexa, Siri, and Google Assistant, are popular and widely available. Still, challenges such as privacy and the ability to have a dialog remain. In the latter example, the user expects a human-like conversation, that is, that the VUI understands the dialog and its context. However, this VUI feature of context-aware interaction is rather error prone. For this reason, we intend to explore the VUI context of use and its impact on interaction, that is, relevant user experience (UX). We see a demand for context-dependent UX measurement because analyzing the context of use and UX assessment are both critical human-centered design (HCD) methods. Therefore, we examine the VUI context of use by asking users about how, where, and for what they use VUIs, as well as their UX and improvement proposals. We interviewed people with disabilities who rely on VUIs and people without disabilities who use VUIs for convenience or fun. We identified VUI context-of-use categories and factors and explored their impacts on relevant UX qualities. Our result is a matrix containing these elements; thus, it provides an overview of the contextual UX of our target group's VUI interaction. We intend to develop a VUI context-of-use conceptual structure in the future based on this matrix, which is needed to create an automated context-dependent UX measurement recommendation tool for VUIs. This conceptual structure could also be useful for automated UX testing in the context of VUI.
Context: Twenty years after the publication of the agile manifesto, agility is becoming more and more popular in different contexts. Agile values are changing the way people work together and influence people’s mindset as well as the culture of organizations. Many organizations have understood that continuous improvement is based on measurement.
Objective: The objective of this paper is to present how agility can be measured at the team level. For this reason, we will introduce our questionnaire for measuring agility, which is based on the agile values of the manifesto.
Method: We developed a questionnaire comprising 36 items that measure the current state of a team’s agility in six dimensions (communicative, change-affine, iterative, self-organized, product-driven and improvement-oriented). This questionnaire has been evaluated with respect to several expert reviews and in a case study.
Results: The questionnaire provides a method for measuring the current state of agility, which takes the individual context of the team into account. Furthermore, our research shows, that this technique enables the user to uncover dysfunctionalities in a team.
Conclusion: Practitioners and organizations can use our questionnaire to optimize collaboration within their teams in terms of agility. In particular, the value delivery of an organization can be increased by optimizing collaboration at the team level. The development of this questionnaire is a continuous learning process with the aim to develop a standardized questionnaire for measuring agility.
In times of crises, such as the refugee crisis or the corona pandemic, the workload in public administrations increases because of the demands of citizens or short-term legal changes. In addition, there is an increasing need for digitalization or to be able to react flexibly to changes. Agile process models and agile practices are appropriate to overcome these challenges. The objective of this paper is to investigate how public administrations can measure their degree of agility to identify potential for improving it. The authors conducted a descriptive single-case study which included multiple units of analysis in a public administration in Germany. The case study was supported by their questionnaire for measuring the degree of agility. One outcome of this study is a conceptual framework that can be used to drive agile transformation in public administrations by continuously measuring agility. Therefore, a questionnaire for measuring agility at team level in public administrations has been developed. The application of the questionnaire in three teams provide insights into dysfunctionality in the interdisciplinary teams as well as optimization potential in terms of affinity to change. The adoption of agility in public administration is a challenge, given that resistance to change is still prevalent. A transformational change is a constant journey, and therefore, the measurement of progress plays an important role in the continuous improvement of an organization. The applied approach delivers high potential for improvement in terms of agility and provides interesting insights for both practitioners and academics.