the presented study examines the prevailing espoused values of some of the most successful software organizations and evaluates the extent to which they are promoted in the agile ideology. Its objective is to determin...
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ISBN:
(纸本)9783319186122;9783319186115
the presented study examines the prevailing espoused values of some of the most successful software organizations and evaluates the extent to which they are promoted in the agile ideology. Its objective is to determine the level of value congruence and whether it could be used to further explain the widespread adoption of agilesoftware development. Its findings reveal a perfect match between the prevailing espoused values of the examined global software leaders and the agile ideology, and suggest that the popularity of the agile methods might be explained through their capability to increase customer value, facilitate collaboration and teamwork, secure continuous improvement and ensure high quality of delivered products and services.
To continuously deliver value both in short-term and long-term, a key goal for large product lines companies is to combine agilesoftware Development withthe continuous development and management of software architec...
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ISBN:
(纸本)9783319186122;9783319186115
To continuously deliver value both in short-term and long-term, a key goal for large product lines companies is to combine agilesoftware Development withthe continuous development and management of software architecture. We have conducted interviews involving several roles at 3 sites from 2 large companies employing agile. We have identified current architect roles and gaps in the practices employed at the organizations. From such investigation, we have developed an organizational framework, CAFFEA, for agile architecting, including roles, teams and practices.
Organizational ambidexterity is the ability to be aligned and efficient in combining current resources and demands (exploitation) as well as adaptive and innovative due to changing conditions and demands (exploration)...
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ISBN:
(纸本)9783319186122;9783319186115
Organizational ambidexterity is the ability to be aligned and efficient in combining current resources and demands (exploitation) as well as adaptive and innovative due to changing conditions and demands (exploration). Maturity in software development is defined over exploitation - through processes definition and control. We argue in this study that mature agilesoftware development is also exploratory - adaptive and innovative. thus, our objective is to verify how ambidexterity occurs in mature agilesoftware development. the research approach is a single case study with analysis of qualitative data. Our findings show how a mature team is managed by ambidextrous strategies.
Background: agilesoftware development has become a popular way of developing software. Scrum is the most frequently used agile framework, but it is often reported to be adapted in practice. Objective: thus, we aim to...
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ISBN:
(纸本)9783319186122;9783319186115
Background: agilesoftware development has become a popular way of developing software. Scrum is the most frequently used agile framework, but it is often reported to be adapted in practice. Objective: thus, we aim to understand how Scrum is adapted in different contexts and what are the reasons for these changes. Method: Using a structured interview guideline, we interviewed ten German companies about their concrete usage of Scrum and analysed the results qualitatively. Results: All companies vary Scrum in some way. the least variations are in the Sprint length, events, team size and requirements engineering. Many users varied the roles, effort estimations and quality assurance. Conclusions: Many variations constitute a substantial deviation from Scrum as initially proposed. For some of these variations, there are good reasons. Sometimes, however, the variations are a result of a previous non-agile, hierarchical organisation.
agilesoftware development projects depend upon roles located outside agile teams such as User Experience Designers and software Architects to support teams. As external specialists' expertise is valuable to agile...
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ISBN:
(纸本)9783319186122;9783319186115
agilesoftware development projects depend upon roles located outside agile teams such as User Experience Designers and software Architects to support teams. As external specialists' expertise is valuable to agile teams, further investigation is needed to explore the relationships between agile teams and external specialists in coordinating external expertise. through a Grounded theory study involving 47 agile practitioners and external specialists, we discovered five factors that agile teams and external specialists need to consider when coordinating external expertise: Availability, agile Mindset, Stability, Knowledge Retention and Effective Communication. We present strategies for each factor as a guideline for coordinating external expertise in teams. this study helps agile teams to manage and utilize external expertise resources effectively.
Continuous deployment (CD) is an essential method as software development companies move towards real-time business and continuous experiments. Powered by the lean and agile methods, CD aims for continuous deployment ...
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ISBN:
(纸本)9783319186122;9783319186115
Continuous deployment (CD) is an essential method as software development companies move towards real-time business and continuous experiments. Powered by the lean and agile methods, CD aims for continuous deployment of valuable software. this doctoral research investigates what it will take to enable CD. the findings will be collected to generate a CD reference model. the research is initiated by studying existing literature and models for organisational assessment in relation to lean and agile approaches. Next, the focus is sharpened to capabilities that are required for enabling CD in information and communication technologies (ICT) industry. the research will apply literature reviews, case studies and the design science research (DSR) framework.
For an organization wishing to be more agile after working waterfall for years, it is not enough to just start learning and implementing new ways of working. there must be a parallel activity, at least equally importa...
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ISBN:
(纸本)9783319186122;9783319186115
For an organization wishing to be more agile after working waterfall for years, it is not enough to just start learning and implementing new ways of working. there must be a parallel activity, at least equally important, of dealing withthe organizational culture changes required to support this transformation. In Cisco I deal withthose on a daily basis. An organizational culture is much harder to change than work methods. It involves feelings, perceptions and fears, so it is advisable to be aware of the importance and invest in dealing with it. this experience report details examples of these culture aspects, how we deal withthem and some tips that can help make such transformation successful.
the proceedings contain 49 papers. the special focus in this conference is on agileprocesses, in softwareengineering, and extremeprogramming. the topics include: An industrial case study on test cases as requiremen...
ISBN:
(纸本)9783319186115
the proceedings contain 49 papers. the special focus in this conference is on agileprocesses, in softwareengineering, and extremeprogramming. the topics include: An industrial case study on test cases as requirements;key challenges in early-stage software startups;current practices and future needs;functional size measures and effort estimation in agile development;software development as an experiment system;coordinating expertise outside agile teams;a definition and perceived adoption impediments;scaling kanban for software development in a multisite organization;the two faces of uncertainty;management ambidexterity;towards introducing agile architecting in large companies;agile and the global software leaders;shorter feedback loops by means of continuous deployment;applying agile and lean elements to accelerate innovation culture in a large organization;organizational culture aspects of an agile transformation;building learning organization through peer hands-on support community and gamification;learning from disaster and experience;practical applications of the agile fluency model;improving processes by integrating agile practices;assurance case integration with an agile development method;paradigm shift from large releases to continuous deployment of software;agility in dynamic environments;applying randori-style kata and agile practices to an undergraduate-level programming class;continuous strategy process in the context of agile and lean software development and automatizing android unit and user interface testing.
the implementation and release of software products has progressed from a lengthy delivery cycle - the methodical sequential path of "big bang" waterfall product delivery - to the rapid iterative release cyc...
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ISBN:
(纸本)9783319186122;9783319186115
the implementation and release of software products has progressed from a lengthy delivery cycle - the methodical sequential path of "big bang" waterfall product delivery - to the rapid iterative release cycle supported by agile practices. Recently, "continuous delivery" has emerged as a strategy to accelerate product availability. However, only a systematic automation of the build, test and deployment processes in concert with superbly coordinated teams of software practitioners and business partners makes make this possible. However, trade-offs in the optimization of process may act to limit the innovativeness of product output. this panel will discuss approaches, challenges, risks, and strategies for using continuous delivery to competitive advantage.
this extended abstract introduces an ongoing research which elaborates the concept of continuous strategy with an aim to better address the contemporary challenges of strategy process within the field of software deve...
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ISBN:
(纸本)9783319186122;9783319186115
this extended abstract introduces an ongoing research which elaborates the concept of continuous strategy with an aim to better address the contemporary challenges of strategy process within the field of software development. theoretically the research draws on the strategy process and practice -literature and on the literature of agile and lean software development when conceptualizing continuous strategy. Empirically the research examines the emerging challenges in software companies' strategy process when they are pursuing continuous practices in software development. the tentative analysis revealed that the practices that stem from the more traditional, structured strategy process are not compatible withthe more "continuous planning"-oriented organisational practices. thus, there seems to be pressure for developing more continuous strategy process and practices. Furthermore, in other organisational processes, especially in team level, the practices relating to continuity are more successfully applied, than in strategic level.
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