Agile Transformation for Capstone Projects: Preparing Graduates for the Job Market

Al-Yahya, Maha; Alkadhi, Rana; Alrasheed, Hend

doi:10.1109/csci54926.2021.00236

Cited by 1 publication

(1 citation statement)

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“…With 0.62% of the estimated international knowledge production, Saudi Arabia is way ahead of the neighboring countries UAE, Jordan and Egypt. Several studies like Alawairdhi (2016), Al-Yahya et al. (2021) have discussed the software development methodologies, students' perception about the teaching and assessment of these methodologies, and their effects on the digital economy and the job market.…”

Section: Introductionmentioning

confidence: 99%

Towards unified management of software capstone projects in Saudi universities: a survey-based study

Ahmad

Alammary²

2022

AGJSR

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PurposeSaudi universities have incorporated capstone projects in the final year of an undergraduate study. Although universities are following recommendations of the National Commission for National Commission for Academic Accreditation and Assessment (NCAAA) and Accreditation Board for Engineering and Technology (ABET), no detailed guidelines for management and assessment of capstone projects are provided by these accreditation bodies. Variation in the management and assessment practices of capstone project courses and analysis of the students' capabilities to align with industry demands, to realize Vision 2030, is challenging. This study investigates the current practices for structure definition, management and assessment criteria used for capstone project courses at undergraduate level for information technology (IT) programs at Saudi universities.Design/methodology/approachA web-based questionnaire is administered using a web service commonly used for questionnaires and polls to investigate the structure, management and assessment of capstone projects at the undergraduate level offering software engineering, computer science and information technology (SECSIT) programs. In total, 42 faculty members (with range of experience of managing/advising capstone projects from 1 to more than 10 years) from 22 Saudi universities (out of more than 30 universities offering SECSIT undergraduate programs) participated in the study.FindingsThe authors have identified that Saudi universities are facing challenges in the utilized process model, the distribution of work and marks, the knowledge sharing approach and the assessment scheme. To cope with these challenges, the authors recommend the use of an incremental development process, the utilization of a project-driven approach, the development of a national level digital archive and the implementation of homogeneous assessment scheme.Social implicationsTo contribute to the national growth and to fulfill the market demand, universities are recommended to align the capstone project courses with latest technology trends. Universities must collaborate with the industry and update the structure and requirements of capstone project courses accordingly. This will further facilitate to bridge the gap between industry and academia and will develop a win–win scenario for all the stakeholders.Originality/valueAlthough universities are committed to increase innovative capacities of their students for enabling them to contribute to economic and social growth, it is still hard to know the knowledge creation and sharing at national level. Variations in the management and assessment practices for capstone projects further intensify this challenge. Hence, there is a need of smart assessment and management of software capstone projects being developed in Saudi universities. Incorporating latest technologies, such unified management can facilitate discovering the trends and patterns related to the domain and complexity.

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Section: Introductionmentioning

confidence: 99%