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This article presents findings concerned with the use of neural networks in the identification of deceptive behaviour. A game designed by psychologists and criminologists was used for the generation of data used to test the appropriateness of different AI techniques in the quest for counter-terrorism. A feed forward back propagation network was developed and subsequent neural network experiments showed on average a 60% success rate and at best a 68% success rate for correctly identifying deceptive behaviour. These figures indicate that, as part of an investigator support system, a neural network would be a valuable tool in the identification of terrorists prior to an attack.

Continuous Delivery is aimed at the frequent delivery of good quality software in a speedy, reliable and efficient fashionwith strong emphasis on automation and team collaboration. However, even with this new paradigm, repeatability of project outcome is still not guaranteed: project performance varies due to the various interacting and interrelated factors in the Continuous Delivery 'system'. This paper presents results from the investigation of various factors, in particular agile practices, on the quality of the developed software in the Continuous Delivery process. Results show that customer involvement and the cognitive ability of the QA have the most significant individual effects on the quality of software in continuous delivery.

Some researchers have attempted to tailor agile methods to comply with specific standards (e.g. SafeScrum and IEC61508). However, this risks over-configuring the agile method in such a way as to make it difficult to apply it to another safety standard.Our approach sought to look at the problems of addressing the more fundamental principles of safety assurance by adopting the 4+1 safety principles and investigating how a Scrum process challenges, and can be adapted to give strong indication that the practitioners felt that there is a significant potential for successful integration of the 4+1 principles within Scrum. There were some issues where practitioners were concerned to focus only on one safety standard, and neither the agile practitioners nor the safety practitioners had a clear understanding of the outlook and work of the other group. However, we used these issues to inform a further set of questions. We conducted semi-structured interviews with participants to explore the general feasibility of the approach, and to provide an assessment as to whether the 4+1 principles can be addressed without compromising agility.