VersionOne, Agile Project Management Tools (2009), Rally Software, RallyвЂ™s Agile Lifecycle Management Solutions, (2009), Thesis, Department of Computer Science, University of Calgary (2006) Liu, L.: An Environment for Collaborative Agile Planning. Addison-Wesley, Reading (2004)Д¬ockburn, A.: Crystal Clear вЂ“ A Human-Powered Methodology for Small Teams. Larman, C.: Agile & Iterative Development вЂ“ A ManagerвЂ™s Guide. In: Concas, G., Damiani, E., Scotto, M., Succi, G. Morgan, R., Walny, J., Kolenda, H., Ginez, E., Maurer, F.: Using Horizontal Displays for Distributed & Collocated Agile Planning. In: Proceedings of Hypertext 2001, Aarhus, Denmark, pp. Shipman, F.M., Hsieh, H., Maloor, P., Moore, J.M.: The Visual Knowledge Builder: A Second Generation Spatial Hypertext. In: Proceedings of the European Conference on Hypermedia Technologies (ECHT 1994), Edinburgh, Scotland, pp. Marshall, C.C., Shipman, F.M., Coombs, J.H.: VIKI: Spatial Hypertext Supporting Emergent Structure. Halasz, F.: Reflections on NoteCards: Seven issues for the Next Generation of Hypermedia Systems. Marshall, C.C., Shipman, F.M.: Spatial hypertext: Designing for Change. Journal of the American Society for Info. HjГёrland, B., Albrechtsen, H.: Toward a New Horizon in Information Science: Domain-Analysis. Views are instantly updated to reflect changes to the plan. Several views of the evolving plan are automatically generated to assist the agile team with overviews of tasks, estimates, and assignments. ASAP runs on a large interactive vertical display on which electronic task cards can be organized into iterations and releases using card hierarchies and separators (a novel visual concept). ASAP is inspired by concepts and principles from spatial hypertext, which have proven successful in supporting information analysis tasks. In this paper, we present a lightweight planning tool.

The planning task of agile teams is an example of such a complex information analysis task. Hence, information analysis can be a complex and tedious task. We argue that planned strategy making is expected for salient and nonвЂђwicked problems while emergent strategy making is likely for nonвЂђsalient and wicked problems.Some information structures are by nature emergent and evolving and as a consequence the retrievable knowledge keeps shifting patterns like a kaleidoscope. Third, we discuss strategy making for different types of sustainability problems. Second, we propose a new contingency factor to help explain sustainability strategy making based on the nature of the problem addressed. First, we point to the bias towards planned strategy formation in sustainability research. We contribute to a better understanding of the role of different strategy making modes for sustainability in three ways. Sustainability research seems to overlook most of this development and assumes instead that sustainability strategies are made in a purely planned way. Different contingency factors have been suggested to explain the factors that influence strategy making. In strategy research, there is a consensus that strategy making resides on a continuum from planned to emergent where most strategies are made in a mixed way. Business Strategy and the Environment Wiley Copyright В© 2015 John Wiley & Sons, Ltd and ERP Environment We argue that planned strategy making is expected for salient and nonвЂђwicked problems while emergent strategy making is likely for nonвЂђsalient and wicked problems.

Neugebauer, Friederike Figge, Frank Hahn, Tobias Planned or Emergent Strategy Making? Exploring the Formation of Corporate Sustainability Strategies Planned or Emergent Strategy Making? Exploring the Formation of Corporate Sustainability Strategies

Emergent task planner 2011