This study explores the integration of Augmented Intelligence (AuI) in Intelligent Tutoring Systems (ITS) to address challenges in Artificial Intelligence in Education (AIED), including teacher involvement, AI reliability, and resource accessibility. We present MathAIde, an ITS that uses computer vision and AI to correct mathematics exercises from student work photos and provide feedback. The system was designed through a collaborative process involving brainstorming with teachers, high-fidelity prototyping, A/B testing, and a real-world case study. Findings emphasize the importance of a teacher-centered, user-driven approach, where AI suggests remediation alternatives while teachers retain decision-making. Results highlight efficiency, usability, and adoption potential in classroom contexts, particularly in resource-limited environments. The study contributes practical insights into designing ITSs that balance user needs and technological feasibility, while advancing AIED research by demonstrating the effectiveness of a mixed-methods, user-centered approach to implementing AuI in educational technologies.

Context Employee turnover intention is a persistent challenge for Information Technology (IT) organizations, as it compromises productivity, disrupts team continuity, and increases operational costs due to the difficulty of retaining skilled professionals. Although research on turnover intention has expanded in recent years, its determinants remain fragmented and lack systematic consolidation, especially in the IT sector. Objectives This study aims to identify, categorize, and analyze the factors/antecedents of turnover intention among IT professionals, consolidating findings from the literature to support future research and managerial decision-making. Method A Systematic Literature Review (SLR) was conducted following a structured protocol and the PRISMA guidelines. Scientific articles published between 2015 and 2024 were retrieved from major academic databases. After applying inclusion and exclusion criteria, 42 peer-reviewed studies were selected for analysis. Results The review identified 81 distinct drivers of turnover intention, grouped into 47 internal and 35 external factors. Job satisfaction emerged as the most recurrent internal factor, consistently demonstrating a negative relationship with turnover intention. Organizational commitment was identified as the main external factor influencing retention. Burnout also appeared as a critical internal driver due to its strong negative impact on employee well-being. The year 2022 showed the highest concentration of studies, reflecting increased academic interest in the post-pandemic work context. Conclusion The findings consolidate theoretical knowledge on turnover intention in IT and highlight practical implications. Organizations should prioritize strategies that foster job satisfaction and organizational commitment while implementing burnout prevention programs to reduce turnover and strengthen talent retention.

The COVID-19 pandemic caused a rapid change in workplace dynamics with the forced adoption of remote/hybrid activities. However, best practices for managing distributed software development teams, especially in specialized contexts, are still evolving. This paper reports on the experience of conducting a 1.5-year software development project using a hybrid management approach with nationally distributed teams in Brazil to develop an unplugged intelligent mathematics tutoring system for low-technology educational environments. The study presents a discussion of practices and challenges observed during the project execution. The project delivered a mobile application for automated handwritten math problem correction and instructional material generation. This experience provides practical insights for managing complex, distributed software projects in similar contexts, contributing to deepening knowledge about educational inclusion from a management perspective and refining hybrid management approaches in remote work settings.

Agile software development has become an attractive option for companies trying to improve their performance, even though its methods were originally designed for small, individual teams. Current literature does not provide a cohesive picture of how agile methods scale into account, like large and often distributed software development projects. Some studies claim that Communities of Practice (CoPs) can be essential to successfully adopting agile practices, especially in large organizations. CoPs are groups of experts who share a common interest or topic and collectively wish to deepen their knowledge. This study highlights how CoPs are applied and used to promote and scale agile methods in large projects. To answer the research question, “How have Communities of Practice been used to support large-scale agile development teams?” we conducted a Systematic Literature Mapping (SLM) in the context of “Largescale Agile Methods” and “Communities of Practice”. Thus, from twenty-one studies, it was possible to synthesize three different themes and 13 categories that promote good practices in the adoption of CoPs to scale agile methods, including “coordination between teams”, “knowledge sharing”, and “open community”.

Background: Agile methods are no longer restricted to small projects and co-located teams. The last decade has seen the spread of agile into large scale, distributed and regulated domains. Many case studies show successful agile adoption in GSD, however, taken as a whole, it remains unclear how widespread this trend is, and what form the agile adoption takes in a global software development (GSD) setting. Aims: Our objective is to gain a deeper understanding of how organisations adopt agile development methods in distributed settings. Specifically we aim to plot the current development process landscape in GSD. Method: We analyse industrial survey data from 33 different countries collected as part of the HELENA project that explored the wider use of hybrid development approaches in software development. We extract and analyse the results of 263 surveys completed by participants involved in globally distributed projects. Results: In our sample, 72% of globally distributed projects implement a mix of both agile and traditional approaches (termed `hybrid'). 25% of GSD projects are predominantly agile, with only very few (2%) opting for traditional approaches. GSD projects that used only agile methods tended to be very large. Conclusions: Globally Distributed Software Development (and project size) is not a barrier to adopting agile practices. Yet, to facilitate project coordination and general project management, many adopt traditional approaches, resulting in a hybrid approach that follows defined rules.

Software Engineering activities are context based and carried out by people, within its culture and project actuality.Consequently, it demands a great deal of social relations.In order to better understanding these challenges faced by software development projects, we have had to go beyond the actual mindset, literature and bodies of knowledge.This paper is a result of an empirical research, aligned with evidence-based Software Engineering, about studies conducted on five software development Micro and Small Enterprises in Brazil, during 22 months, between July-2012 and May-2014.We have adopted a participant observer ethnographic study, resulting in intervention based on action research.The interventions happened several times, leading into continuous and constructive process of reflecting and learning.As a result, we have observed the emergence of a practical problem solving culture, from a collaborative immediate situation, which expanding the actor's competencies in every cycle of its execution.Although every organization had its own major problem to be dealt with, our findings point out to some common problems and emerging action strategies to handle with these challenges.

The organizational environment becomes increasingly focused on projects, it is time to unleash the power and energy embedded in projects. The disturbingly poor project success rate makes it imperative that the organization pays more attention to their project activity, their potential, and the competitive advantage that they can bring. The goal of this article is to understand what gives rise to uncertainty; to recognize its symptoms and explore strategies for controlling it. This article offers a classification to source of uncertainty in software projects, a guide to manage software projects in phases of uncertainty and our aim is to assist project managers and staff to reduce uncertainty and thereby contribute to commercial project success.

A number of recent studies confirm that change continues to occur in project management in both the professional and research fields. Although project management has become a core business process for many firms at strategic and operational level it is no secret that many projects still fail, and one reason for this may be due to a lack of knowledge regarding project uncertainties. The goal of this article is to understand what gives rise to uncertainty, to recognize its symptoms and explore strategies for controlling it. This article offers a new classification to areas of uncertainty in software projects, and our aim is to assist project managers and staff to reduce uncertainty and thereby contribute to commercial project success.

One of the challenges the IT industry faces involves maintaining the quality of the developed product within a consistent planning. Product delays are in general consequences of badly conceived planning and lack of progress control. The interest in software testing activities has been growing over the last few years. Software companies currently seek low cost testing procedures and at the same, with great capacity to handle mistakes. In this article, concepts related to testing processes are mapped in Stochastic Petri Nets(SPN) which provides a formal representation for measures used in performance analysis.