Biblio

Information Technology (IT) is a complex domain. In order to properly manage IT related processes, several frameworks including ITIL (Information Technologies Infrastructure Library), COBIT (Control OBjectives for Information and related Technologies), IT Service CMMI (IT Service Capability Maturity Model) and many others have emerged in recent decades. Meanwhile, the prevalence of Agile methods has increased, posing the coexistence of Agile approach with different IT frameworks already adopted in organizations. More specifically, the pursuit of being agile in the area of digitalization pushes organizations to go for agile transformation while preserving full compliance to IT frameworks for the sake of their survival. The necessity for this coexistence, however, brings its own challenges and solutions for harmonizing the requirements of both parties. In this paper, we focus on harmonizing the requirements of COBIT and Scrum in a same organization, which is especially challenging when a full compliance to COBIT is expected. Therefore, this study aims to identifying the challenges of and possible solutions for the coexistence of Scrum and COBIT (version 4.1 in this case) in an organization, by considering two case studies: one from the literature and the case of Akbank delivered in this study. Thus, it extends the corresponding previous case study from two points: adds one more case study to enrich the results from the previous case study and provides more opportunity to make generalization by considering two independent cases.

"Moving fast, and breaking things", instead of "being safe and secure", is the credo of the IT industry. However, if we look at the wide societal impact of IT security incidents in the past years, it seems like it is no longer sustainable. Just like in the case of Equifax, people simply forget updates, just like in the case of Maersk, companies do not use sufficient network segmentation. Security certification does not seem to help with this issue. After all, Equifax was IS027001 compliant.In this paper, we take a look at how we handle and (do not) learn from security incidents in IT security. We do this by comparing IT security incidents to early and later aviation safety. We find interesting parallels to early aviation safety, and outline the governance levers that could make the world of IT more secure, which were already successful in making flying the most secure way of transportation.

This paper mainly focuses on presenting a novel attack detection system to thread out the risk issues in IoT. The presented attack detection system links the interconnection of DevOps as it creates the correlation between development and IT operations. Further, the presented attack detection model ensures the operational security of different applications. In view of this, the implemented system incorporates two main stages named Proposed Feature Extraction process and Classification. The data from every application is processed with the initial stage of feature extraction, which concatenates the statistical and higher-order statistical features. After that, these extracted features are supplied to classification process, where determines the presence of attacks. For this classification purpose, this paper aims to deploy the optimized Deep Belief Network (DBN), where the activation function is tuned optimally. Furthermore, the optimal tuning is done by a renowned meta-heuristic algorithm called Lion Algorithm (LA). Finally, the performance of proposed work is compared and proved over other conventional methods.

Agile methods frequently have difficulties with qualities, often specifying quality requirements as stories, e.g., "As a user, I need a safe and secure system." Such projects will generally schedule some capability releases followed by safety and security releases, only to discover user-developer misunderstandings and unsecurable agile code, leading to project failure. Very large agile projects also have further difficulties with project velocity and scalability. Examples are trying to use daily standup meetings, 2-week sprints, shared tacit knowledge vs. documents, and dealing with user-developer misunderstandings. At USC, our Parallel Agile, Executable Architecture research project shows some success at mid-scale (50 developers). We also examined several large (hundreds of developers) TRW projects that had succeeded with rapid, high-quality development. The paper elaborates on their common Critical Quality Factors: a concurrent 3-team approach, an empowered Keeper of the Project Vision, and a management approach emphasizing qualities.