Large software development projects are not agile by nature. Large projects are not easy to implement, they are even harder to implement using agile methodologies. Based on over 6 years of experience building software...
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ISBN:
(纸本)3540350942
Large software development projects are not agile by nature. Large projects are not easy to implement, they are even harder to implement using agile methodologies. Based on over 6 years of experience building software systems using agile methodologies we found that we can modify agile methodologies to be successfully applied to large projects. In this paper, we will introduce a development practice, which we call Divide After You Conquer to reduce some of the challenges during the development of large agile projects. By solving the base problem first with a smaller development team (Conquer phase) before expanding the team to its full size (Divide phase) we can solve many of the problems that occur with larger projects using agile methodologies.
It is widely accepted that the absence of a structured approach to spreadsheet engineering is a key factor in the high level of spreadsheet errors. In this paper we propose and investigate the application of Test-Driv...
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ISBN:
(纸本)3540350942
It is widely accepted that the absence of a structured approach to spreadsheet engineering is a key factor in the high level of spreadsheet errors. In this paper we propose and investigate the application of Test-Driven Development to the creation of spreadsheets. through a pair of case studies we demonstrate that Test-Driven Development can be applied to the development of spreadsheets. A supporting tool under development by the authors is also documented along with proposed research to determine the effectiveness of the methodology and the associated tool.
Roles' playing is common in our lives. We play different roles with our family, at work as well as in other environments. Role allocation in software development projects is also accepted though it may be implemen...
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Roles' playing is common in our lives. We play different roles with our family, at work as well as in other environments. Role allocation in software development projects is also accepted though it may be implemented differently by different software development methods. In a previous work [Y. Dubinsky, O. Hazzan, Roles in agilesoftware development teams, in: 5thinternationalconference on extremeprogramming and agileprocesses in softwareengineering, 2004, pp. 157-165] we have found that personal roles may raise teammates' personal accountability while maintaining the essence of the software development method. In this paper we present our role scheme, elaborate on its implementation and explain how it can be used to derive metrics. We illustrate our ideas by data gathered in student projects in the university. (C) 2006 Elsevier B.V. All rights reserved.
this paper(1) takes a look at how XP and other agile practices can improve a software process for the development of avionics software. Developers of mission critical airborne software are heavily constrained by the R...
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ISBN:
(纸本)3540350942
this paper(1) takes a look at how XP and other agile practices can improve a software process for the development of avionics software. Developers of mission critical airborne software are heavily constrained by the RTCA DO-178B regulations [8]. these regulations impose strict rules regarding traceability and documentation that make it extremely hard to employ an iterative software development process. In particular, the extra validation overhead increases the time spent on small iteration cycles (for example, a bug-fix) to several weeks. Currently, this sector is also pressed to switch to a more agile, customer driven approach. In this paper we investigate how to speed up development and cope with changing requirements using agile techniques. the research was carried out in cooperation with Barco, a major Belgian avionics equipment supplier. We explain why certain agile techniques have less effect as the project progresses. We point out the stadia in which each XP practice is beneficial and where XP practices might cause a slowdown.
this paper describes the practices created, adopted and evolved in a Distributed Open Source Project (PyPy) project. PyPy is a hybrid project, combining the different aspects of agile and Distributed Development withi...
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ISBN:
(纸本)3540350942
this paper describes the practices created, adopted and evolved in a Distributed Open Source Project (PyPy) project. PyPy is a hybrid project, combining the different aspects of agile and Distributed Development within the context of an Open Source community. the project is partially funded by the European Commission through the 6th Framework Program. Influences and adoptions of techniques such as "sprinting" has been a core balancing act for the project since its inception. "Sprints" in the Python community differs from the Scrum version of sprints and in this paper we will present how this evolved agile method acts as a primary method of quality assuring the aspects of distributed and dispersed work style of the PyPy project and insures an ongoing interaction withthe Open Source aspects of the project.
this article introduces a new practice to extremeprogramming (XP): Developer stories. the goal of these stories and their creation process is to incorporate architectural planning to XP thus ensuring a viable archite...
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ISBN:
(纸本)3540350942
this article introduces a new practice to extremeprogramming (XP): Developer stories. the goal of these stories and their creation process is to incorporate architectural planning to XP thus ensuring a viable architecture. By conducting a small development project using XP, we find that establishing a viable architecture might be problematic. Arguing that architectural quality criteria in XP are traceable to traditional criteria, and by pointing to related work regarding incremental continous design, requirements management and large-scale refactorings, we find support for this claim. We proceed by describing the new practice ensuring that it embraces the values, and supports existing practices of XP.
the DICE1 framework provides means for predicting the outcome of change management initiatives. the four factors: duration, integrity, commitment, and effort are evaluated and a score is calculated. the DICE (R) score...
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ISBN:
(纸本)3540350942
the DICE1 framework provides means for predicting the outcome of change management initiatives. the four factors: duration, integrity, commitment, and effort are evaluated and a score is calculated. the DICE (R) score is used to classify projects into win, worry, or woe zones. In this paper, we apply the DICE (R) framework to predict the outcome of a software project that is migrating from waterfall to agile practices. We propose fine-tuning of the four factors to improve the score and show how to use DICE (R) for communication withthe stakeholders. Finally, we make a claim that evaluation against the DICE (R) framework confirms that agile projects have a higher chance of success than traditional waterfall projects.
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