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Disasters are the uncertain calamities which within no time can change the situation quite drastically. They not only affect the system’s infrastructure but can also put an adverse effect on human life. A large chunk of the IP-based Internet of Things (IoT) schemes tackle disasters such as fire, earthquake, and flood. Moreover, recently proposed Named Data Networking (NDN) architecture exhibited promising results for IoT as compare to IP-based approaches. Therefore to tackle disaster management system (DMS), it is needed to explore it through NDN architecture and this is the main motivation behind this work. In this research, a NDN based IoT-DMS (fire disaster) architecture is proposed, named as NDN-DISCA. In NDN-DISCA, NDN producer pushes emergency content towards nearby consumers. To provide push support, Beacon Alert Message (BAM) is created using fixed sequence number. NDN-DISCA is simulated in ndnSIM considering the disaster scenario of IoT-based smart campus (SC). From results, it is found that NDN-DISCA exhibits minimal delay and improved throughput when compared to the legacy NDN and existing PUSH schemes.

The use of agile methods for software development has grown to a large extent in the last few years. These methods ensure the quick delivery of software products with minimal cost and user satisfaction. Though these techniques were initially developed for small developmental teams, certain challenges have been observed when these methods are applied on large scale. However, we have conducted a systematic literature review (SLR) for the identification of motivators for adopting agile methods on a large scale from a management perspective. Thus, we have identified a total of 21 motivators for adopting agile methods on a large scale from a management perspective. Among these motivators, some were marked as critical motivators depending on variables, e.g., the factors critical in one variable might not be critical in another variable. The factors which were recorded as critical in all variables are strong executive support, agile development environment training and learning, agile development expertise, team competency, and briefing of top management on agile. Furthermore, we also found that the impact of different motivators was different depending on time and place for project manager guidance, i.e., some motivators were most critical in one region while less critical in another. Similarly, some of the motivators were more critical in previous decades but less critical in recent decades because of different improvements in software processes and technologies. These motivators are also analyzed from different angles, i.e., decade-wise and region wise for project managers guidance. The motivators are extracted from a sample of 58 research papers identified via an SLR process. Finally, we have analyzed the identified motivators based on various variables, such as continents and digital libraries. INDEX TERMS Large-scale agile, agile software development, systematic literature review, adopting agile methodology, success factors. I. INTRODUCTION Agile methods were meant for practice in single or small development teams and projects [1]. However, due to its usefulness, these methods can be applied in Large-Scale Agile Development (LSAD) teams and projects as well. Adopting Agile methods in larger projects and teams [2], is difficult as compared to smaller ones-which is the first choice-larger ones will need more coordination. LSAD teams The associate editor coordinating the review of this manuscript and approving it for publication was Bora Onat.

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Software Outsourcing Partnership (SOP) is a type of cooperative client-vendor relationship. SOP is an emerging strategy and is different from ordinary software development outsourcing (SDO). Usually, a fruitful outsourcing association might be converted to an outsourcing partnership. Conversely, SOP is not a risk-free business, numerous barriers associated with SOP. The overarching target of this exploratory paper is to find and analyze a list of barriers that are considered obstacles for vendors in the conversion of their surviving contractual outsourcing relationship to a partnership. Firstly, twenty-six barriers to SOP formation were identified through systematic literature review (SLR) from a sample of 106 papers and then an empirical survey was conducted with fifty experts to analyze the significance and applicability of these barriers in the SOP context. The identified barriers were further analyzed based on five variables such as decades, company size, continents, location of analysis, and perspective of the study. Ten barriers were considered as critical barriers (CBs) via SLR. Industrial experts indicate they extremely agree with five CBs. Eight CBs were equally reported on all continents. We found ten CBs common in all types of organizations. Further, twelve CBs were shared in both decades while ten CBs were found common in both academia and industry. Furthermore, four CBs were specific to clients; five were specific to vendors while ten were common to both. The association of various barriers with SOP formation is found statistically significant for twenty-five barriers with effect size (0.41 < Ø < 0.90, p < 0.05). Stakeholders in SOP should address all the listed barriers especially the critical ones to attain a partner position. INDEX TERMS Systematic literature review, empirical survey, software outsourcing partnership, client-vendor relationship.