Scaling Peer Assessments: An Integrity Report from a Large Engineering Internship
Jinal GuptaPavani AyinampudiAditya B. M. V.Prakash HegadeRohit SharmaSakshi SharmaMeenakshi VS. R. S. Iyengar
Oct 2026
Human-computer Interaction
Abstract
Assessing learning in large classrooms presents a significant challenge for individual instructors, who may have limited capacity to evaluate the understanding, participation, and assessment behaviour of every student. Peer assessments have been a way of distributing this responsibility among learners, allowing them to evaluate and provide feedback to one another while reducing dependence on instructor-led assessments. Building on this approach, we implemented a peer validation model within a large, multi-institutional internship programme in which students who demonstrated sufficient understanding were authorised to assess and validate their peers through short oral discussions. The assessment process began with the instructor validating a small group of students, who were then authorised to validate their peers, allowing the process to gradually expand across the cohort and operate at scale. This study examines how participants experienced the model and the extent to which assessment integrity was maintained, using an end-of-programme survey of 238 consenting respondents. Most participants regarded the activity as worthwhile, with 79.8% reporting that they solved problems they could not previously solve. However, 29.0% acknowledged at least one instance of reduced effort, a lowered validation standard, or reciprocal validation, while 88.7% believed that at least a little validation had occurred without proper examination. When asked how the process could be strengthened, participants selected post-validation discussion of solutions approximately twice as often as closer auditing or mentor-led validation. These findings provide descriptive evidence of both the potential and the integrity challenges of using peer validation as a scalable assessment approach in large learning environments.
This publication proposes a definition and a classification of agile software development approaches and analyses ten software development methods that can be characterized as being "agile" against the defined criterion.
P. Abrahamsson, O. Salo, Jussi Ronkainen et al.· arXiv.org· 727 citations· ⚡54
The study shows that agile practices improve both informal and formal communication, but indicates that, in larger development situations involving multiple external stakeholders, a mismatch of adequate communication mechanisms can sometimes even hinder the communication.
M. Pikkarainen, Jukka Haikara, O. Salo et al.· Empirical Software Engineeri...· 401 citations· ⚡48
The results indicate that software engineering work practices are chosen opportunistically, adapted and configured to provide value under the constrains imposed by the startup context.
Nicolò Paternoster, Carmine Giardino, M. Unterkalmsteiner et al.· Information and Software Tec...· 394 citations· ⚡54
The perception of the impact of agile methods is predominantly positive, and several challenge areas were discovered, but based on this study, agile methods are here to stay.
M. Laanti, O. Salo, P. Abrahamsson· Information and Software Tec...· 260 citations· ⚡20
Related blog posts
MIT News · Artificial Intelligence· news.mit.eduOct 7, 2026
Students in MIT’s Concourse program delve deeply into the human condition, debate challenging questions, and learn to develop judgment about issues that can’t be quantified.
Jennifer Neville did not want to go into computer science—but that’s exactly where she landed. Neville discusses the starts and stops that led to her professional sweet spot and her work identifying “surprising failures” making it hard for AI to handle complexity. The post What AI gets wrong and what failure teaches us appeared first on Microsoft Research.
MIT News · Artificial Intelligence· news.mit.eduSep 30, 2026
Able to defeat top-ranked human players and more efficient than other models, the new system could help decision-makers in military maneuvers or business negotiations.