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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.

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Most of the software development projects have traditionally been faced with severe problems in terms of quality, cost, and time. Researchers and practitioners have focused on agile software development methods (ASDMs) as an alternative to overcome these problems. Agile methods employ iterative development cycles, interspersed by user feedback. Agile methods were basically developed for small development teams. Scaling agile methods is a big issue from different perspectives. De-motivators play a key role in project management as it allows early identification and prompt management of threats that may arise during project execution. The objective of this paper is to identify the de-motivators while scaling agile at large, from management perspectives. We have adapted SLR and applied contrived search criteria derived from the research questions, followed by selecting the required research papers, data extraction, and data synthesis, which resulted in 15 demotivators from 58 relevant papers. Some of the identified de-motivators are 'traditional organizational culture', 'lack of agile experts', 'reluctance to adopt', and 'lack of management and commitment support'. The identified factors have been compared from various perspectives, such as continents, digital libraries, organization size, and so forth.

Computer networks are subject to an unprecedented number and variety of attack, the majority of which are distributed denial of service (DDoS). The nature and mechanisms employed in these DDoS attacks continually change, creating a significant challenge for detection and management. To address this evolving nature of attacks, approaches are required that can effectively detect and mitigate emerging attacks. In this paper, we provide a mechanism that not only detects the presence of a DDoS attacks but also identifies the route of attack and commences a process of mitigation at the initial stage of identification. The proposed research involves an optimized SVM classification algorithm integrated with SNORT IPS to provide prevention mechanisms for the entire network when subject to DDoS attack. The proposed IPS method allows traffic identified as legitimate to pass through the network, whereas suspect traffic is flagged and has to go through an identification system. We present the algorithm with experimental results that show better performance than simple Snort IPS, Probabilistic Neural Network (PNN), Back Propagation (BP), Chi-square, and PSO-SVM in terms of accuracy, exposure and specificity. These results show that the average accuracy rate of our method is 97 percent.