Product-focused software process improvement : 8th International Conference, PROFES 2007, Riga, Latvia, July 2-4, 2007 : proceedings

Robin (2015). Tacit and Explicit Knowledge in Software Development Projects: Towards a Conceptual Framework for Analysis . eKnow 2015 7th International Conference on Information, Process and Knowledge Management, 49-52

Assessing the Impact of System Architecture on the Success of Project Management Methodologies in Software Engineering

Aligning business and IT is crucial in the software industry, where successful software projects depend not only on technology but also on management methodology. Software implementation involves development, migration, and tailoring across architecture‐based systems. The previous studies care on measuring success or failure of project methodologies without interest in system architectures and their effect on project management phases. The wrong selection of management methodology means failure of IT firms, where there is a lack in studying the success factor of selecting suitable project management methodology. Furthermore, there is no study until now that cares on searching the relationship between system architectures and project management methodologies. This paper fills this gap by finding answers for the research question “is system architecture's type one of selection factor for methodology of software project management?” This study investigates different models that measured success of the most popular project management methodologies (waterfall, agile, scrum, Kanban, Scrumban, agile‐waterfall, and DevOps) since 2019 until Jan 2026 through all three cases of software development (customization, ETO developing, migration) for three system architectures (MSA, SOA, Monolith). This study uses descriptive statistics to study the relation between system architectures and software project management. Pearson Correlation and Paired t‐test are used to study the success of developing system architecture by management methodologies. Means and Cohen's d are also used to measure the degree of effect. The main result is that management methodology has variable significance in different cases of developing three architecture‐based systems. Selecting a system architecture is correlated and one of project management's success factors.

Using the Work and Organizational Psychology Perspective in Research on Agile Software Development Teams

Integration of Lean Management, Agile/Scrum, and PMBOK in Improving The UAT Process (A Case Study of Banking Co.)

Digital transformation in the Indonesian banking industry has significantly in-creased pressure on software testing processes. At Banking Co., the number of features under testing rose by 295% between 2022 and 2024, from 5,840 to 43,595 features, while the existing UAT work procedures remained unchanged. This imbalance led to systematic waste, repeated rework, and increased burnout risk, threatening both operational sustainability and human capital. This study aims to identify dominant waste types in the UAT process, formulate an integrated Lean–Agile/Scrum–PMBOK solution, and analyze its potential impact on efficiency and team sustainability. A mixed methods approach was applied through a 65-item Likert survey targeting a population of 371 Testing Analysts, yielding 52 valid responses, and in-depth interviews with three expert informants from different management levels. Waste prioritization was analyzed using the Relative Im-portance Index (RII) and Composite RII. The findings identified seven categories of waste across 12 UAT activities, with Defects (0.756), Movement (0.735), and Waiting (0.725) ranking as the most dominant. The study also revealed a significant perception gap between practitioners and management regarding Movement waste, demonstrating the importance of triangulation in identifying hidden operational problems. Based on these findings, eight improvement op-tions integrating Lean Management, Agile/Scrum, and PMBOK principles were proposed, including Shared Accountability, System Stabilization, WIP Limit, Definition of Ready, and Lean-based UAT procedures. The results indicate that eliminating systemic waste could significantly reduce burnout risk and improve long-term team sustainability.

A Comprehensive Systematic Literature Review of Agile Methodology

Agile methodology, which offers collaborative, adaptable, and iterative alternatives to conventional plan-driven procedures, has become a revolutionary paradigm in project management since it was codified in the Agile Manifesto. Agile was first used in software development, but it has now spread across many different industries, demonstrating its increasing applicability in dealing with complexity, ambiguity, and quick environmental change. Given this expansion, a comprehensive synthesis of the existing body of knowledge is necessary to understand the trajectory of Agile’s development, its practical applications, and its theoretical foundations. The literature demonstrates enduring issues, such as organizational resistance, misalignment with current governance structures, and the shortcomings of traditional performance measuring tools, despite widespread implementation. As a result, hybrid models that combine Agile and conventional methods have drawn more academic and real-world interest. This paper aims to present a literature review of Agile methodologies from 2001 to 2025, systematically examining their evolution, cross-sectoral diffusion, and key adaptations. It further identifies critical gaps in the literature and outlines future research directions, particularly in relation to sustainability, emerging market contexts, and the advancement of hybrid frameworks. Through this analysis, the study aims to provide a coherent and integrated understanding of Agile’s role in managing complexity and enhancing value delivery in contemporary organizational environments.

Digital Framework for Organizational Processes Improvement Using Quality 4.0 Concept, European Foundation for Quality Management (EFQM) and Key Performance Indicators (KPIs)

This paper’s objective is to propose the Quality 4.0 App implementation framework and, based on it, the application software Quality 4.0 to improve and control the processes and facilitate the transition from a standard to a digital organization. Using quality management tools such as the Define, Measure, Analyze, Improve, Control (DMAIC) methodology, following the Preferred Reporting Items for Systematic reviews and Meta-Analyses (PRISMA) guideline, a study was conducted on three databases using the expression “smart organization” and 24 keywords were identified. The keywords, grouped in four categories—Industry 4.0, Sustainability, Digital transformation, and Employees—are assigned to the key performance indicators (KPIs) that require improvement. The association is made according to the eight Quality Principles stated by the Chartered Quality Institute (CQI). To observe the progress, the KPIs associated with processes receive scores using the European Foundation for Quality Management (EFQM) excellence framework. The resulting Quality 4.0 framework is developed using Microsoft Visio for the web (Microsoft Corporation, Redmond, WA, USA) and the Quality 4.0 App is developed using Google Appsheet for the web (Google LLC, Mountain View, CA, USA). This framework offers new perspectives for organizations ensuring process improvement through digital transformation to respond efficiently to the new challenges. It also contributes to academia by highlighting the necessity of rethinking traditional organizational processes to be human-centric, sustainable and efficient.