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Starting from the documentation of high sprint velocity fluctuations in a Scrum project, this paper presents a thorough approach to identify the sources of issues arising in the context of Scrum implementation. Given that Scrum provides guidance on identifying process issues but not their root causes, various approaches are explored. This is of great relevance because Scrum defines project schedules relying heavily on sprint velocity and because it is the most widely used agile methodology. The findings provide a new approach to evaluate such fluctuations and establish a more realistic project assessment than what is currently defined by Scrum. In this respect, this paper contributes to improve the understanding of the software development process using this agile framework. Copyright © 2014 John Wiley & Sons, Ltd.

Abstract-TheMobiGuide system provides patients with personalized decision support tools, based on computerized clinical guidelines, in a mobile environment. The generic capabilities of the system will be demonstrated applied to the clinical domain of Gestational Diabetes (GD). This paper presents a methodology to identify personalized recommendations, obtained from the analysis of the GD guideline. We added a conceptual parallel part to the formalization of the GD guideline called "parallel workflow" that allows considering patient's personal context and preferences. As a result of analysing the GD guideline and eliciting medical knowledge, we identified three different types of personalized advices (therapy, measurements and upcoming events) that will be implemented to perform patients' guiding at home, supported by the MobiGuide system. These results will be essential to determine the distribution of functionalities between mobile and server decision support capabilities.

Abstract. This article shows an experience in a very small enterprise related to improving software quality in terms of test and process productivity. A customized process from the current organizational process based on TSPi was defined and the team was trained on it. The pilot project had schedule and budget constraints. The process began by gathering historical data from previous projects in order to get a measurement repository. Then the project was launched and some metrics were collected. Finally, results were analyzed and the improvements verified.

Abstract. This article shows how a very small company has tailored Scrum according to its own needs. The main additions made were the "sprint design" phase and the "sprint test" phase. Before the sprint 0, the requirements elicitation and the functional specification were made in order to meet deadlines and costs agreed with clients. Besides, the introduction of an agile project management tool has supported all the process and it is considered the main success factor for the institutionalization of the Scrum process.