Adopting Industry Agile Practices in Large-scale Capstone Education
This paper presents our experience in adopting an agile organizational model for a final year capstone program in Software Engineering. The model developed is motivated by having real and developing software artifacts with incrementally changing members working on a product-line. This in turn results in more sophisticated capstone student-project outcomes. The model proposed further supports student mentoring and promotes, through its internal organization, leadership and personal responsibility. The students are supported by professional software engineers, upskilling workshops, and academic supervisors who act as a personalized reporting and grading point for the squads. The academic supervisors are themselves supported by a tribe leader, a faculty member who assumes overall responsibility for the product-line, and who acts as a report to an external industry client/sponsor for the project. This paper describes the motivation for the capstone model, its adoption, and some preliminary observations concerning what has been found to work.
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