This article examines research on agile software development over the past decade since the agile manifesto was introduced in 2001. It outlines the conceptual structure of agile scholarship by analyzing notable authors' contributions. The article summarizes prior research on topics like agile adoption, team dynamics, and distributed agile. It introduces papers in a special issue on furthering the understanding of agile implications. The article calls for bringing more coherence to the research through a theory-based approach to help explain agile software development.
UNDERSTANDING THE CHARACTERISTICS, BENEFITS AND CHALLENGES OF AGILE IT PROJEC...ijseajournal
This document provides an overview of agile IT project management from a literature perspective. It defines agile project management as focusing on quick delivery of working software through iterative development and collaboration between self-organizing teams. The document also describes Scrum as a common agile technique, outlining its roles, processes, and artifacts. While agile offers benefits over traditional methods, the document notes challenges to full implementation include organizational culture and empowering project teams.
- Critical chain (CC) is a new project management approach introduced by Eliyahu Goldratt that is based on theory of constraints (TOC). It differs from the traditional critical path method (CPM) in several ways.
- At the philosophical level, CC's goal is to maximize throughput in multi-project environments, while CPM focuses on minimizing duration of single projects. CC takes a systems perspective while CPM takes a local perspective.
- Operationally, for single projects CC focuses on managing the critical chain rather than critical path. For multi-project situations, CC aims to maximize utilization of bottleneck resources through prioritization and avoidance of multitasking.
This document discusses a framework called the DevOps Knowledge Sharing Framework (DOKS) that was developed through design research to help organizations assess their adoption of DevOps principles and practices. The framework is based on literature about DevOps and the SECI model of knowledge sharing. It identifies key DevOps principles like continuous delivery, collaboration, and integration of practices/tools. It also outlines DevOps practices across stages like planning, development, deployment, and monitoring. The framework was evaluated through case studies at a small IT firm and large financial firm and was found to help sensitize teams to important DevOps elements and provide a basis for assessment and improvement.
ARCHITECTING IN THE CONTEXT OF AGILE SOFTWARE DEVELOPMENT: FRAGILITY VERSUS F...IJCSEA Journal
As the size and complexity of software systems increase, software development process couldn’t be bound to just codifying some modules that serve needed functionality and finding the appropriate configuration of these modules. Instead, a growing need emerges to sketch a big picture of the whole system that not only identifies basic parts of functionality, but also harmonizes these parts internally, manages how these parts will provide needed functionality, and paves the way for future adaptation. The answer to this need was software architectures. The agile approach to software development wasn’t about introducing a magical solution that will handle all development problems. However, the agile architecting approach is believed to be a source of new problems. Through this paper, we are going to explore agile architecting problems and what is needed to achieve an architecting approach that can be agile, while serving its purpose of
producing a stable architecture.
Jennifer Ferreira's research examines combining agile development and usability. She identifies three perspectives on this topic: focus, coordination, and work culture. The first two perspectives aim to address weaknesses in agile and usability approaches. However, Ferreira argues the third perspective, examining how developers and designers engage within their work cultures, is largely unexplored but important. Understanding work cultures may be key to enabling usability in agile domains, as cultures shape how teams coordinate and maintain focus.
Distributed Software Development Process, Initiatives and Key Factors: A Syst...zillesubhan
Geographically Distributed Software Development (GSD) process differs from Collocated Software Development (CSD) process in various technical aspects. It is empirically proven that renowned process improvement initiatives applicable to CSD are not very effective for GSD. The objective of this research is to review the existing literature (both academia and industrial) to identify initiatives and key factors which play key role in the improvement and maturity of a GSD process, to achieve this goal we planned a Systematic Literature Review (SLR) following a standard protocol. Three highly respected sources are selected to search for the relevant literature which resulted in a large number of TOIs (Title of Interest). An inter-author custom protocol is outlined and followed to shortlist most relevant articles for review. The data is extracted from this set of finally selected articles. We have performed both qualitative and quantitative analysis of the extracted data to obtain the results. The concluded results identify several initiatives and key factors involved in GSD and answer each research question posed by the SLR.
This chapter of the dissertation focuses on the most fundamental components of the thesis, which are very vital to set the direction and objective of the study.
To get more information pelase visit here http://www.mbadissertation.org/sample-paper-on-organizational-behaviour/
An Agile Software Development FrameworkWaqas Tariq
Agility in software projects can be attained when software development methodologies attain to external factors and provide a framework internally for keeping software development projects focused. Developer practices are the most important factor that has to cope with the challenges. Agile development assumes a project context where the customer is actively collaborating with the development team. The greatest problem agile teams face is too little involvement from the customer. For a project to be agile, the developers have to cope with this lack of collaboration. Embracing changing requirements is not enough to make agile methods cope with business and technology changes. This paper provides a conceptual framework for tailoring agile methodologies to face different challenges. The framework is comprised of three factors, namely, developer practices, customer collaboration, and predicting change
UNDERSTANDING THE CHARACTERISTICS, BENEFITS AND CHALLENGES OF AGILE IT PROJEC...ijseajournal
This document provides an overview of agile IT project management from a literature perspective. It defines agile project management as focusing on quick delivery of working software through iterative development and collaboration between self-organizing teams. The document also describes Scrum as a common agile technique, outlining its roles, processes, and artifacts. While agile offers benefits over traditional methods, the document notes challenges to full implementation include organizational culture and empowering project teams.
- Critical chain (CC) is a new project management approach introduced by Eliyahu Goldratt that is based on theory of constraints (TOC). It differs from the traditional critical path method (CPM) in several ways.
- At the philosophical level, CC's goal is to maximize throughput in multi-project environments, while CPM focuses on minimizing duration of single projects. CC takes a systems perspective while CPM takes a local perspective.
- Operationally, for single projects CC focuses on managing the critical chain rather than critical path. For multi-project situations, CC aims to maximize utilization of bottleneck resources through prioritization and avoidance of multitasking.
This document discusses a framework called the DevOps Knowledge Sharing Framework (DOKS) that was developed through design research to help organizations assess their adoption of DevOps principles and practices. The framework is based on literature about DevOps and the SECI model of knowledge sharing. It identifies key DevOps principles like continuous delivery, collaboration, and integration of practices/tools. It also outlines DevOps practices across stages like planning, development, deployment, and monitoring. The framework was evaluated through case studies at a small IT firm and large financial firm and was found to help sensitize teams to important DevOps elements and provide a basis for assessment and improvement.
ARCHITECTING IN THE CONTEXT OF AGILE SOFTWARE DEVELOPMENT: FRAGILITY VERSUS F...IJCSEA Journal
As the size and complexity of software systems increase, software development process couldn’t be bound to just codifying some modules that serve needed functionality and finding the appropriate configuration of these modules. Instead, a growing need emerges to sketch a big picture of the whole system that not only identifies basic parts of functionality, but also harmonizes these parts internally, manages how these parts will provide needed functionality, and paves the way for future adaptation. The answer to this need was software architectures. The agile approach to software development wasn’t about introducing a magical solution that will handle all development problems. However, the agile architecting approach is believed to be a source of new problems. Through this paper, we are going to explore agile architecting problems and what is needed to achieve an architecting approach that can be agile, while serving its purpose of
producing a stable architecture.
Jennifer Ferreira's research examines combining agile development and usability. She identifies three perspectives on this topic: focus, coordination, and work culture. The first two perspectives aim to address weaknesses in agile and usability approaches. However, Ferreira argues the third perspective, examining how developers and designers engage within their work cultures, is largely unexplored but important. Understanding work cultures may be key to enabling usability in agile domains, as cultures shape how teams coordinate and maintain focus.
Distributed Software Development Process, Initiatives and Key Factors: A Syst...zillesubhan
Geographically Distributed Software Development (GSD) process differs from Collocated Software Development (CSD) process in various technical aspects. It is empirically proven that renowned process improvement initiatives applicable to CSD are not very effective for GSD. The objective of this research is to review the existing literature (both academia and industrial) to identify initiatives and key factors which play key role in the improvement and maturity of a GSD process, to achieve this goal we planned a Systematic Literature Review (SLR) following a standard protocol. Three highly respected sources are selected to search for the relevant literature which resulted in a large number of TOIs (Title of Interest). An inter-author custom protocol is outlined and followed to shortlist most relevant articles for review. The data is extracted from this set of finally selected articles. We have performed both qualitative and quantitative analysis of the extracted data to obtain the results. The concluded results identify several initiatives and key factors involved in GSD and answer each research question posed by the SLR.
This chapter of the dissertation focuses on the most fundamental components of the thesis, which are very vital to set the direction and objective of the study.
To get more information pelase visit here http://www.mbadissertation.org/sample-paper-on-organizational-behaviour/
An Agile Software Development FrameworkWaqas Tariq
Agility in software projects can be attained when software development methodologies attain to external factors and provide a framework internally for keeping software development projects focused. Developer practices are the most important factor that has to cope with the challenges. Agile development assumes a project context where the customer is actively collaborating with the development team. The greatest problem agile teams face is too little involvement from the customer. For a project to be agile, the developers have to cope with this lack of collaboration. Embracing changing requirements is not enough to make agile methods cope with business and technology changes. This paper provides a conceptual framework for tailoring agile methodologies to face different challenges. The framework is comprised of three factors, namely, developer practices, customer collaboration, and predicting change
Understanding Alternative Approaches for System DevelopmentTameez Ansari
Software development methodologies have been in existence for a long time and as the business and technology landscape changes, it’s not surprising to see something new comes around to makes waves. Waterfall software development methodology was first adopted in the 1980s and it became a standard at the US DoD. While it provided for a structured approach to software development and delivering the product, it also was faulted for high project failure rates.
International Journal of Computational Engineering Research(IJCER)ijceronline
International Journal of Computational Engineering Research(IJCER) is an intentional online Journal in English monthly publishing journal. This Journal publish original research work that contributes significantly to further the scientific knowledge in engineering and Technology.
Success in information technology (IT) projects remains elusive even after decades of efforts to improve it. Most of these efforts have focused on variations of the traditional project management paradigm as promulgated by Project Management Body of Knowledge (PMBOK). We suspected that a potential cause of high IT project failure is with the paradigm, which focuses on the project itself and on meeting time and cost targets. A new paradigm called Value-Driven Change Leadership (VDCL) originated from discussions of a panel of project management experts. This paper briefly describes the principles of that new paradigm. It also reports the results from a survey of four project managers on the association between project success and management principles from VDCL and PMBOK.
The Impacts and Solutions associated with Agile Software Development Approach Yan Zhao
The document discusses agile software development and its impacts. It provides an overview of agile concepts, why organizations adopt agile approaches, current efforts to support agile, and the impacts of agile on software engineering processes, project management, and organizations. The author proposes solutions to help clients adopt agile in a disciplined way that integrates with existing practices and mandates.
Review of the myths on original softwareijseajournal
This document summarizes some common myths about the original software development life cycle (SDLC) model proposed by Winston Royce in 1970. It dispels the myths that the original SDLC model was a strictly linear "waterfall" process, required complete upfront requirements gathering, and did not involve customers until after development. In reality, Royce proposed an iterative process with feedback loops. He emphasized the importance of design preceding detailed analysis and ongoing customer involvement. The document aims to clear up misunderstandings about the original SDLC model that have arisen over time.
Integrating Scrum development process with UX design flowjournalBEEI
Nowadays, Agile software development practices are being widely adapted all over the world. Scrum is one of the most known Agile models, it satisfies the business needs and put the main focus on the product. One common challenge for the development of customer-facing products is having a good user experience. This paper presents integrating Scrum development process with user experience design flow. In this study, papers relating to the topic of user experience (UX) process integration with Agile development process, how to measure it and how to improve it, from the year 2010 onwards are reviewed. This is to identify how organizations can integrate UX design flow and Scrum development and get the benefits of both. The conducted review identifies a number of limitations in the existing integrations efforts. A proposed process model to resolve these limitations is presented. Along with our experience in implementing it on an ongoing software development project. The results of applying this process, its impact on the project outcomes quality and the employees’ satisfaction with the process are discussed. The goal of this study is to aid organizations in integrating UX design into their development process.
An annotated slide deck from a webinar hosted by Stilo International and conducted on June 24, 2014.
The talk introduces tactics for moving a content solution project forward quickly while also attending to essential details.
This document discusses the importance of knowledge sharing and learning lessons from past projects. It recommends that organizations establish communities of practice where project managers can share stories and identify lessons learned. These communities should be both formally driven by a project management office to ensure timely feedback, as well as informally driven by project managers themselves. Bringing lessons to the front end of new projects can help avoid repeating past mistakes. Overall, the document emphasizes the value of learning from experience through open discussion within a community.
‘Delivering Programmes of work in a Collaborative Environment’
In December 2013 I delivered a presentation on the above subject as a guest speaker at the 3rd Advanced Project Management International Conference in Berlin.
If you have any questions please email me on: danton@danton-progm.co.uk
Application of system life cycle processes to large complex engineering and c...Bob Prieto
The complexity of megaprojects and programs continues to grow and with it the challenges of delivering ever larger and more complex programs. These large complex programs open the door to many new opportunities but also to increased challenges in delivery and sustainment throughout their lifecycle. Prior articles have described the open nature of this large complex program system and compared its attributes to many we find in the world of relativistic physics. These challenges must be addressed recognizing that they arise from a combination of physical, fiscal and human attributes in a realm of complexity which challenges the very foundations of project management theory.
This paper looks at hard systems aspects as contrasted with the soft system aspects more characteristic of an open system. Its purpose is to adapt a systems engineering framework associated with the hard closed elements of these large complex project systems without losing site of the overall open systems nature of large complex programs.
The systems life cycle process codified in ISO 15288 lends itself to application in large complex engineering and construction programs.
The Four Main Values Of The Agile Methodologies In...Erin Moore
The document discusses transitioning a business to use the Scrum agile methodology for software development projects. It notes that client organizations are increasingly looking to agile methods like Scrum to minimize risks. Scrum is an iterative development process where new working versions are released at the end of each "sprint." It enables daily face-to-face communication among cross-functional team members. The document will provide an outline of the Scrum methodology and how it facilitates communication and collaboration.
The document summarizes a case study of a Brazilian pharmaceutical company that used Scrum, an agile project management framework, for an IT project to develop an inventory control module for their ERP system. The case study found benefits to using Scrum over a traditional ("waterfall") methodology, including increased flexibility to adapt to changes and deliver working software faster. The document provides background on agile project management and Scrum, describing how they are more suitable than traditional methods for projects with uncertainties and changing requirements.
The document discusses the role of the product owner in Scrum projects based on a study comparing the theoretical role to actual practices. It finds that while Scrum is commonly used for software development, product owners' understanding of their responsibilities differs between organizations and does not always align with the official Scrum method. In some cases, projects have two product owners - one for business aspects and another for technical. The study aimed to shed light on how Scrum is applied in practice regarding the product owner's role.
Ludmila Orlova HOW USE OF AGILE METHODOLOGY IN SOFTWARE DEVELO.docxsmile790243
Ludmila Orlova
HOW USE OF AGILE METHODOLOGY IN SOFTWARE DEVELOPMENT INFLUENCE AGILITY OF THE BUSINESS
Agile methodology is widely distributed tool for software development. Presented article explore research data about use of these tools, its influence to quality of the end product and performance of development and overall agility of business and companies.
KEYWORDS:
Agile, software development, agile business
CONTENT
1 INTRODUCTION
2 AGILE SOFTWARE DEVELOPMENT
3 SCALING AGILE
4 AGILE BUSINESS
5 CONCLUSION
REFERENCES
1 INTRODUCTION
Fast pace of science progress in solid state electronics led to incredible progress of computer devices that on its turn demanded software to control and manage the power of computer calculations and usage.
Software engineering emerged in the beginning of 20th century and by the end of it became separate state of art science, activity and the profession for millions. There are about 18.2 million software developers worldwide, a number that is due to rise to 26.4 million by 2019, a 45% increase, says Evans Data Corp. in its latest Global Developer Population and Demographic Study (P. Thibodeau, 2013). Along with growing number of software developers (software development firms, projects and people involved), increased the need for effective management of software development process. This demanded new approach and methodology from business researchers and managers. In the last several decades there was huge number of research, both in IT field and business management dedicated to this area.
Popularity of agile software development methods started about decade ago and at present these methods are employed by many big, medium size and small companies. Still growing attention to agile methods from software development specialists confirm these methods filled the lack of management techniques for software development that emerged and developed extremely fast along with speedy advancement of hardware in IT area. Great number of research done in areas such as changes in performance of software development using agile methods or scaling agile for large companies and teams. Also one of modern trends is an attempt to apply agile methodology for project management, marketing, sales and other activities. Goal of this article is to explore influence of application agile methods in software development to agility of whole company and business. Presented work based on secondary data taken from a multiple sources, the work performed as an exploratory study and a review of existing research in the area.
2 AGILE SOFTWARE DEVELOPMENT
Definition of an adjective agile in English is: able to move quickly and easily or able to think and understand quickly (Oxford Dictionary, 2015). The most often contemporary use presented by the following sentence: Relating to or denoting a method of project management, used especially for software development, that is characterized by the division of tasks into ...
Agile Methodology For Software DevelopmentDiane Allen
Here are the key advantages and disadvantages of using an Agile Scrum methodology for software development projects:
Advantages:
- Iterative approach allows for frequent delivery of working software and ability to adapt to changes more easily.
- Self-organizing cross-functional teams are better able to respond to changing priorities and requirements.
- Daily stand-up meetings promote regular communication and status updates.
- Sprints provide a fixed timebox to focus effort and keep projects on track.
Disadvantages:
- Upfront planning is reduced which can impact scheduling and budgeting if not managed properly.
- Testing and documentation may be reduced as focus is on working software over documentation.
- Requires buy-in and
Back to the future origin of agil manifiestochenriquez09
The document summarizes research conducted with the original authors of the "Agile Manifesto" from 2001. It includes a survey of 11 authors and interviews with 14 authors to understand their perspectives on the origins and future directions of agile principles. The authors emphasize that agile methods must be carefully selected and not seen as a silver bullet. They stress the importance of considering the diverse practices that influenced the manifesto. They also recommend questioning current understanding of "agile" and revisiting the core ideas of the manifesto.
This document reviews literature on adopting agile management practices in higher education. It begins with an overview of agile principles and methods, and how they have been embraced in industries to increase productivity, employee satisfaction, and ability to adapt to changing needs. While higher education institutions have traditionally operated bureaucratically, some have started adopting agile practices to keep up with changing business and workforce needs. However, fully embracing agile will require ongoing educational reforms, especially changes to organizational structures. The literature review aims to provide value for future research and practices in agile higher education management.
Agile is software development technique in which the software is developed in a way that quality of software is good and the time required to development is less and the development takes place by parts, i.e. The software delivered to the user or customer by parts in a short period of time. The agile methodology introduced simple, easy to follow ideas that revolutionized how teams approach software delivery.
AGILE OR PLAN-DRIVEN SOFTWARE DEVELOPMENT METHODOLOGY SELECTION USING PERSON...Kaela Johnson
This document discusses a research paper that investigated how the personality traits of software developers, as measured by the Big Five personality dimensions, can predict their suitability for either plan-driven or agile software development methodologies. The researchers analyzed how traits like extraversion and agreeableness relate to a developer's interest in either methodology. Understanding personality traits could help match developers to the methodology and development team best suited to their skills and working style, potentially improving software project success rates.
Understanding Alternative Approaches for System DevelopmentTameez Ansari
Software development methodologies have been in existence for a long time and as the business and technology landscape changes, it’s not surprising to see something new comes around to makes waves. Waterfall software development methodology was first adopted in the 1980s and it became a standard at the US DoD. While it provided for a structured approach to software development and delivering the product, it also was faulted for high project failure rates.
International Journal of Computational Engineering Research(IJCER)ijceronline
International Journal of Computational Engineering Research(IJCER) is an intentional online Journal in English monthly publishing journal. This Journal publish original research work that contributes significantly to further the scientific knowledge in engineering and Technology.
Success in information technology (IT) projects remains elusive even after decades of efforts to improve it. Most of these efforts have focused on variations of the traditional project management paradigm as promulgated by Project Management Body of Knowledge (PMBOK). We suspected that a potential cause of high IT project failure is with the paradigm, which focuses on the project itself and on meeting time and cost targets. A new paradigm called Value-Driven Change Leadership (VDCL) originated from discussions of a panel of project management experts. This paper briefly describes the principles of that new paradigm. It also reports the results from a survey of four project managers on the association between project success and management principles from VDCL and PMBOK.
The Impacts and Solutions associated with Agile Software Development Approach Yan Zhao
The document discusses agile software development and its impacts. It provides an overview of agile concepts, why organizations adopt agile approaches, current efforts to support agile, and the impacts of agile on software engineering processes, project management, and organizations. The author proposes solutions to help clients adopt agile in a disciplined way that integrates with existing practices and mandates.
Review of the myths on original softwareijseajournal
This document summarizes some common myths about the original software development life cycle (SDLC) model proposed by Winston Royce in 1970. It dispels the myths that the original SDLC model was a strictly linear "waterfall" process, required complete upfront requirements gathering, and did not involve customers until after development. In reality, Royce proposed an iterative process with feedback loops. He emphasized the importance of design preceding detailed analysis and ongoing customer involvement. The document aims to clear up misunderstandings about the original SDLC model that have arisen over time.
Integrating Scrum development process with UX design flowjournalBEEI
Nowadays, Agile software development practices are being widely adapted all over the world. Scrum is one of the most known Agile models, it satisfies the business needs and put the main focus on the product. One common challenge for the development of customer-facing products is having a good user experience. This paper presents integrating Scrum development process with user experience design flow. In this study, papers relating to the topic of user experience (UX) process integration with Agile development process, how to measure it and how to improve it, from the year 2010 onwards are reviewed. This is to identify how organizations can integrate UX design flow and Scrum development and get the benefits of both. The conducted review identifies a number of limitations in the existing integrations efforts. A proposed process model to resolve these limitations is presented. Along with our experience in implementing it on an ongoing software development project. The results of applying this process, its impact on the project outcomes quality and the employees’ satisfaction with the process are discussed. The goal of this study is to aid organizations in integrating UX design into their development process.
An annotated slide deck from a webinar hosted by Stilo International and conducted on June 24, 2014.
The talk introduces tactics for moving a content solution project forward quickly while also attending to essential details.
This document discusses the importance of knowledge sharing and learning lessons from past projects. It recommends that organizations establish communities of practice where project managers can share stories and identify lessons learned. These communities should be both formally driven by a project management office to ensure timely feedback, as well as informally driven by project managers themselves. Bringing lessons to the front end of new projects can help avoid repeating past mistakes. Overall, the document emphasizes the value of learning from experience through open discussion within a community.
‘Delivering Programmes of work in a Collaborative Environment’
In December 2013 I delivered a presentation on the above subject as a guest speaker at the 3rd Advanced Project Management International Conference in Berlin.
If you have any questions please email me on: danton@danton-progm.co.uk
Application of system life cycle processes to large complex engineering and c...Bob Prieto
The complexity of megaprojects and programs continues to grow and with it the challenges of delivering ever larger and more complex programs. These large complex programs open the door to many new opportunities but also to increased challenges in delivery and sustainment throughout their lifecycle. Prior articles have described the open nature of this large complex program system and compared its attributes to many we find in the world of relativistic physics. These challenges must be addressed recognizing that they arise from a combination of physical, fiscal and human attributes in a realm of complexity which challenges the very foundations of project management theory.
This paper looks at hard systems aspects as contrasted with the soft system aspects more characteristic of an open system. Its purpose is to adapt a systems engineering framework associated with the hard closed elements of these large complex project systems without losing site of the overall open systems nature of large complex programs.
The systems life cycle process codified in ISO 15288 lends itself to application in large complex engineering and construction programs.
The Four Main Values Of The Agile Methodologies In...Erin Moore
The document discusses transitioning a business to use the Scrum agile methodology for software development projects. It notes that client organizations are increasingly looking to agile methods like Scrum to minimize risks. Scrum is an iterative development process where new working versions are released at the end of each "sprint." It enables daily face-to-face communication among cross-functional team members. The document will provide an outline of the Scrum methodology and how it facilitates communication and collaboration.
The document summarizes a case study of a Brazilian pharmaceutical company that used Scrum, an agile project management framework, for an IT project to develop an inventory control module for their ERP system. The case study found benefits to using Scrum over a traditional ("waterfall") methodology, including increased flexibility to adapt to changes and deliver working software faster. The document provides background on agile project management and Scrum, describing how they are more suitable than traditional methods for projects with uncertainties and changing requirements.
The document discusses the role of the product owner in Scrum projects based on a study comparing the theoretical role to actual practices. It finds that while Scrum is commonly used for software development, product owners' understanding of their responsibilities differs between organizations and does not always align with the official Scrum method. In some cases, projects have two product owners - one for business aspects and another for technical. The study aimed to shed light on how Scrum is applied in practice regarding the product owner's role.
Ludmila Orlova HOW USE OF AGILE METHODOLOGY IN SOFTWARE DEVELO.docxsmile790243
Ludmila Orlova
HOW USE OF AGILE METHODOLOGY IN SOFTWARE DEVELOPMENT INFLUENCE AGILITY OF THE BUSINESS
Agile methodology is widely distributed tool for software development. Presented article explore research data about use of these tools, its influence to quality of the end product and performance of development and overall agility of business and companies.
KEYWORDS:
Agile, software development, agile business
CONTENT
1 INTRODUCTION
2 AGILE SOFTWARE DEVELOPMENT
3 SCALING AGILE
4 AGILE BUSINESS
5 CONCLUSION
REFERENCES
1 INTRODUCTION
Fast pace of science progress in solid state electronics led to incredible progress of computer devices that on its turn demanded software to control and manage the power of computer calculations and usage.
Software engineering emerged in the beginning of 20th century and by the end of it became separate state of art science, activity and the profession for millions. There are about 18.2 million software developers worldwide, a number that is due to rise to 26.4 million by 2019, a 45% increase, says Evans Data Corp. in its latest Global Developer Population and Demographic Study (P. Thibodeau, 2013). Along with growing number of software developers (software development firms, projects and people involved), increased the need for effective management of software development process. This demanded new approach and methodology from business researchers and managers. In the last several decades there was huge number of research, both in IT field and business management dedicated to this area.
Popularity of agile software development methods started about decade ago and at present these methods are employed by many big, medium size and small companies. Still growing attention to agile methods from software development specialists confirm these methods filled the lack of management techniques for software development that emerged and developed extremely fast along with speedy advancement of hardware in IT area. Great number of research done in areas such as changes in performance of software development using agile methods or scaling agile for large companies and teams. Also one of modern trends is an attempt to apply agile methodology for project management, marketing, sales and other activities. Goal of this article is to explore influence of application agile methods in software development to agility of whole company and business. Presented work based on secondary data taken from a multiple sources, the work performed as an exploratory study and a review of existing research in the area.
2 AGILE SOFTWARE DEVELOPMENT
Definition of an adjective agile in English is: able to move quickly and easily or able to think and understand quickly (Oxford Dictionary, 2015). The most often contemporary use presented by the following sentence: Relating to or denoting a method of project management, used especially for software development, that is characterized by the division of tasks into ...
Agile Methodology For Software DevelopmentDiane Allen
Here are the key advantages and disadvantages of using an Agile Scrum methodology for software development projects:
Advantages:
- Iterative approach allows for frequent delivery of working software and ability to adapt to changes more easily.
- Self-organizing cross-functional teams are better able to respond to changing priorities and requirements.
- Daily stand-up meetings promote regular communication and status updates.
- Sprints provide a fixed timebox to focus effort and keep projects on track.
Disadvantages:
- Upfront planning is reduced which can impact scheduling and budgeting if not managed properly.
- Testing and documentation may be reduced as focus is on working software over documentation.
- Requires buy-in and
Back to the future origin of agil manifiestochenriquez09
The document summarizes research conducted with the original authors of the "Agile Manifesto" from 2001. It includes a survey of 11 authors and interviews with 14 authors to understand their perspectives on the origins and future directions of agile principles. The authors emphasize that agile methods must be carefully selected and not seen as a silver bullet. They stress the importance of considering the diverse practices that influenced the manifesto. They also recommend questioning current understanding of "agile" and revisiting the core ideas of the manifesto.
This document reviews literature on adopting agile management practices in higher education. It begins with an overview of agile principles and methods, and how they have been embraced in industries to increase productivity, employee satisfaction, and ability to adapt to changing needs. While higher education institutions have traditionally operated bureaucratically, some have started adopting agile practices to keep up with changing business and workforce needs. However, fully embracing agile will require ongoing educational reforms, especially changes to organizational structures. The literature review aims to provide value for future research and practices in agile higher education management.
Agile is software development technique in which the software is developed in a way that quality of software is good and the time required to development is less and the development takes place by parts, i.e. The software delivered to the user or customer by parts in a short period of time. The agile methodology introduced simple, easy to follow ideas that revolutionized how teams approach software delivery.
AGILE OR PLAN-DRIVEN SOFTWARE DEVELOPMENT METHODOLOGY SELECTION USING PERSON...Kaela Johnson
This document discusses a research paper that investigated how the personality traits of software developers, as measured by the Big Five personality dimensions, can predict their suitability for either plan-driven or agile software development methodologies. The researchers analyzed how traits like extraversion and agreeableness relate to a developer's interest in either methodology. Understanding personality traits could help match developers to the methodology and development team best suited to their skills and working style, potentially improving software project success rates.
Improvement opportunity in agile methodology and a survey on the adoption rat...Alexander Decker
This document discusses improvements to agile methodology based on a survey conducted with software professionals. It identifies some issues with existing agile methods and proposes changes to critical adoption factors like requirements changes, work environments, task lengths, and meeting frequency. A survey was conducted with 135 professionals at a UK software company to assess adoption rates of the improved versus current agile methods. The results showed higher adoption rates for the improved method except among managers and architects. The paper concludes that modifying agile methods based on developer satisfaction can increase adoption.
DEVOPS ADOPTION IN INFORMATION SYSTEMS PROJECTS; A SYSTEMATIC LITERATURE REVIEWijseajournal
The word DevOps derives from two different words Development and Operations. DevOps has recorded as
an interesting and novel approach adopted to the commonly used Agile software development
methodology. It raised agility of the software development process. Practical issues of Agile methodology
emphasize the requirement for collaboration of software development and operating teams. This
collaboration completed by the DevOps approach engages with the Agile methodology to improve the
quality, performance, and speed of the software developments. Since DevOps is an accentuating approach
in the software development industry, this research aimed to conduct a literature review to study the
evolution of the DevOps approach and its adoption in information systems projects. This target has
accomplished by reviewing the Agile methodology, issues of the Agile methodology, DevOps approach,
challenges and overcoming strategies of DevOps, and success factors of the DevOps approach. Finally, the
paper provides better acquaintance about the DevOps adoption in Information System projects
developments.
Agile techniques that utilize iterative development are broadly used in various industry projects as a lightweight development technique which can satisfy the continuous changes of requirements. Short repetitions are used that are required for efficient product delivery. Traditional and old software development methods are not much efficient and effective to control the rapid change in requirements. Despite the benefits of Agile, criticism on agile methodology states that it couldn’t succeed to pay attention to architectural and design issues and therefore is bound to produce small design-decisions. The past decade has observed numerous changes in systems development with many organizations accepting agile techniques as a viable methodology for developing systems. An increase in the number of research studies reveals the growing demand and acceptance of agile methodologies. While most research has focused on acceptance rate and adaptation of agile practices, there is very limited knowledge of their post-adoption usage and incorporation within organizations. Several factors explain the effective usage of agile methodologies. A combination of previous research in Agile Methodologies, Diffusion of Innovations, Information Systems implementation, and Systems Development has been carried out to develop a research model that identifies the main factors relevant to the propagation and effective usage of agile methodologies in organizations.
A Survey Of Agile Development MethodologiesAbdul Basit
In this Article,
we provide an introduction to agile development methodologies and an overview of four
specific methodologies:
• Extreme Programming
• Crystal Methods
• Scrum
• Feature Driven Development
Agile software development methodologies have gained traction in the recent past since it was introduced in the mid 90s. They have also been highly adopted in the software development group. In the past 15 years, there have been enormous researches which have been done on agile methodologies and surveys done on the methods of agile methods. In this paper, a survey of various studies on agile methodologies will be conducted using a compare and review review method. There is also a mention of the other agile methods which have not been widely researched. Mrunmayee Gondhalekar | Yogeshchandra Puranik "Agile Methodologies" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-4 , June 2021, URL: https://www.ijtsrd.compapers/ijtsrd42493.pdf Paper URL: https://www.ijtsrd.comcomputer-science/other/42493/agile-methodologies/mrunmayee-gondhalekar
The document summarizes a survey on hybrid software development approaches. It finds that most combinations follow a pattern where a traditional process model serves as a framework and agile practices are plugged in. It also finds that hybrid approaches are independent of company size and external triggers. The survey received responses from 69 participants and identified five major combination patterns. It concludes that hybrid approaches have become mainstream and are the result of natural process evolution driven by experience, learning, and pragmatism.
Elv 14-understanding agile software development practices using shared mentalkhush bakhat
This document discusses using shared mental models theory to understand agile software development practices. It begins by providing background on agile software development and shared mental models theory. It then proposes examining specific agile practices from Extreme Programming and Scrum using the lens of shared mental models theory to understand how the practices improve collaboration. The analysis of practices like system metaphor and stand-up meetings aims to explain how they contribute to shared understanding within development teams. Understanding agile practices through this theoretical lens can provide insights into how the practices increase collaboration.
Strengths And Weaknesses Of Software DevelopmentBrianna Johnson
The document discusses an overview for a system development assignment. It outlines the system being developed, requirements, use cases, domain model, and an agile approach to development. The system aims to manage a company's projects and tasks. Key requirements include assigning tasks, tracking progress, and reporting. Example use cases include creating a new project and updating a task. The domain model diagrams the main entities and their relationships. An iterative agile method like Scrum or Kanban is proposed to allow for adaptive planning, early delivery, and incorporating feedback throughout development.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
💀💀💀💀💀💀💀💀💀💀
تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
🔥🔥🔥🔥🔥🔥🔥🔥🔥
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
This presentation was provided by Rebecca Benner, Ph.D., of the American Society of Anesthesiologists, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
2. 1214
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of the contributions made by the papers in this special issue. Finally,
the conclusions and directions for future research are discussed.
2. An overview of research on agile software development
2.1. Agile principles and agility
According to the agile principles enunciated in the agile
manifesto1, motivated and empowered software developers – relying on technical excellence and simple designs – create business
value by delivering working software to users at regular short
intervals. These principles have spawned a number of practices
that are believed to deliver greater value to customers. At the
core of these practices is the idea of self-organizing teams whose
members are not only collocated but also work at a pace that
sustains their creativity and productivity. The principles encourage practices that accommodate change in requirements at any
stage of the development process. Furthermore, customers (or their
surrogates) are actively involved in the development process, facilitating feedback and reflection that can lead to more satisfying
outcomes. The principles are not a formal definition of agility, but
are rather guidelines for delivering high-quality software in an
agile manner. While individual principles and practices of agile
development were not entirely new to the software community,
the way in which they were put together into a cogent “theoretical and practical framework” was certainly novel (Williams and
Cockburn, 2003). Ever since the manifesto was articulated, practitioners and researchers have been trying to explicate agility and
its different facets. At its core, agility entails ability to rapidly and
flexibly create and respond to change in the business and technical domains (Henderson-Sellers and Serour, 2005; Highsmith and
Cockburn, 2001). Other aspects of agility explored include lightness or leanness (i.e., having minimal formal processes) (Cockburn,
2007) and related concepts such as nimbleness, quickness, dexterity, suppleness or alertness (Erickson et al., 2005). In essence, these
ideas suggest a “light’ methodology that promotes manoeuvrability
and speed of response” (Cockburn, 2007).
More formal definitions of agility have started to appear in the
recent past, drawn mainly from manufacturing and management
domains, where agile appears to have its roots. For HendersonSellers and Serour (2005), agility involves both the ability to adapt
to different changes and to refine and fine-tune development
processes as needed. Lee and Xia (2010) define software development agility “as the software team’s capability to efficiently and
effectively respond to and incorporate user requirement changes
during the project life cycle.” Conboy (2009) provides by far the
most comprehensive definition of software development agility by
systematically examining its various facets and definitions from
related disciplines. He makes a distinction between agility, flexibility, and leanness—in fact, agility is conceptualized to include and
go beyond both flexibility and leanness. While flexibility relates to
the ability of a systems development method to “create change,
or proactively, reactively, or inherently embrace change in a timely
manner, through its internal components and its relationships with
its environment”, leanness captures the “contribution to perceived
customer value through economy, quality, and simplicity.” Thus,
Conboy (2009, p. 340) defines software development agility as the
continued readiness “to rapidly or inherently create change, proactively or reactively embrace change, and learn from change while
contributing to perceived customer value (economy, quality, and
simplicity), through its collective components and relationships
with its environment.”
While leanness emphasizes cost reduction through eliminating
waste and inefficiencies, agility treats leanness – i.e., cost reduction
through waste elimination – as a qualifier to focus more heavily
on creating effective responses and valuable outcomes (Agarwal
et al., 2006). Thus, leanness may be perceived as efficiency oriented,
while agility entails embracing lean processes with an emphasis on
realizing effective outcomes. Lyytinen and Rose (2006) suggest that
agility is achieved through learning processes involving both exploration and exploitation. The next section highlights the extent of
research on agile development undertaken during the past decade
across countries and across journals/conferences.
2.2. Research on agile software development
A literature search in the ISI Web of Science2 identified 1551
research papers on agile software development that were published between 2001 and 2010, inclusive. As shown in Fig. 1,
the number of journal articles as well as conference papers has
been steadily increasing until 2010. A plausible explanation for
the decline in the number of conference publications in 2010 is
that the 2010 Agile conference was not indexed in ISI Web of
Science database. The increase in journal articles indicates that
the research field is maturing. A systematic review of empirical
research published before 2005 revealed a lack of theoretical and
methodological rigor (Dybå and Dingsøyr, 2008). The total number of publications shows that agile development has received
much interest from the academic community; however, most of
the research is inspired by practices emerging in industry.
Our literature search also permitted us to examine the extent
of agile research undertaken in different countries. Fig. 2 shows
the number of publications by country, darker colours indicating a
larger volume of agile papers. Note that although the majority of
the articles originate in the US, Canada and Western Europe, agile
software development has been a research theme on all continents,
in a total of 63 countries (see Appendix 1 for details).
We also tried to identify the popular conferences and journals
in which publications on agile research appear. It can be seen from
Fig. 3 that the International Conference on Agile Software Development (”XP”) based in Europe has been the main forum for agile
research, followed by Agile3 in the US. This is not surprising, as
the two conferences focus exclusively on issues related to agile
software development. Other popular avenues for agile research
are Profes and EuroSPI – both of which focus on process improvement – and the International Conference on Software Engineering
(ICSE). EuroMicro and the Conference on Software Engineering Education and Training (CSEE&T) have also been able to attract some
papers on agile. Finally, the IFIP community and the International
Conference of Global Software Engineering (ICGSE), as well as the
International Symposium on Empirical Software Engineering and Measurement (ESEM), have devoted some attention to this topic. Thus,
several research communities have focused on agile development.
A vast majority of the papers (1064 out of 1302) are from the top
ten conferences. The remaining 238 articles are spread over about
200 other forums. This shows that agile development has received
widespread attention across various scientific communities.
An overview of journal publications (see Fig. 4) reveals that IEEE
Software has the largest number of papers, followed by the Journal of Systems and Software, Information and Software Technology,
and Empirical Software Engineering. The leading publisher of agile
2
We used the following search: Topic=(“Agile development” OR “Agile software
¨
development” OR “Agile Methodologies” OR Agile methods” OR “Agile Project Management” OR “Lean development” OR “Lean software development” OR “Scrum” OR
“Extreme Programming” OR “Pair Programming” OR “Test-Driven Development”)
Refined by: Subject Areas=(COMPUTER SCIENCE OR ENGINEERING OR TELECOMMUNICATIONS OR OPERATIONS RESEARCH MANAGEMENT SCIENCE) AND Document
Type=(PROCEEDINGS PAPER OR REVIEW OR ARTICLE OR BOOK CHAPTER).
3
These numbers also include the previous Agile Development Conference and
the XP Agile Universe, but not all years have had the proceedings indexed.
3. A decade of agile methodologies: Towards explaining agile software development / The Journal of Systems and Software 85 (2012) 1213–1221
Fig. 1. Publications on agile software development from 2001 to 2010, total number (top), conference papers (middle) and journal articles (bottom).
Fig. 2. Publications on agile software development by country. Darker colour indicates more publications. See Appendix 1 for details.
Fig. 3. Number of papers by conference.
1215
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Fig. 4. Number of papers in scientific journals.
articles among non-software engineering journals is the European
Journal of Information Systems, thanks to a special issue on the topic.
Yet another popular outlet, Communications of the ACM, has published five articles on agile software development. Thus, we see that
the topic has gained traction not just in software engineering but
in other areas as well.
2.3. Seminal contributors and their relationships
There is perhaps no better way to understand a field than
to identify its seminal sources of information and the relationships among them. Indeed, experts in bibliometric studies, such as
McCain (1990), White and Griffith (1981), and White (1990), have
elaborated on the use of co-citation analysis to delineate the conceptual underpinnings of disciplines. Specifically, researchers have
used either authors (e.g., Nerur et al., 2008) or documents (e.g.,
Ramos-Rodríguez and Ruíz-Navarro, 2004) as the units of analysis. Whatever be the case, the unit of analysis – author or the
article written by the author – is regarded as a concept (or concepts) that it promulgates. Co-citation analysis, whether it is based
on co-citations of authors or documents, rests on the premise that
joint citations between two units occur when they share some
conceptual similarity. This study used author co-citation analysis (ACA) to unravel dominant conceptual themes in the agile
literature.
The procedure followed is very consistent with those outlined by
McCain (1990) and Nerur et al. (2008). The first step was to identify the authors most frequently cited in the agile literature. ISI’s
Web of Science was used for this purpose. Our search4 yielded 452
articles. The cited references of each of these articles were then
used to get a list of the most frequently cited authors. Fifty-one
4
Same search as in endnote 2, but limited to articles or reviews.
authors were included in our final analysis. A 51 × 51 matrix of
raw co-citation frequencies was then computed based on a “cited
references search” involving each of the 51 authors. Specifically,
the co-citation frequency between a pair of authors was obtained
by determining the number of matching records in their respective cited references. The input to the cluster analysis program was
a correlation matrix derived from the 51 × 51 matrix of raw cocitation counts. Consistent with other ACA studies, we used the
Ward’s method. The results are shown in Fig. 5.
Fig. 5 shows the key conceptual themes that have appeared in
the agile literature. Distances in the figure provide a sense of the
level of conceptual similarity between two authors, with shorter
distances implying greater thematic closeness in their writings. For
example, the short linkage distance between Fowler and Gamma
– both of whom have written about patterns – implies that their
works are highly related. As mentioned earlier, the formative years
of the field saw the proliferation of research related to the differences between process-oriented approaches such as CMM/CMMI
and agile methods such as XP. Further, there were extensive debates
on topics related to reconciling differences between agile and erstwhile practices, striking a balance between traditional and agile,
using a risk-driven approach to choosing practices, and so forth.
The presence of pair-programming and test-driven development is
no surprise, since a lot of research has been devoted to these practices. Sharp and Robinson distinguish themselves by their work on
XP, particularly in the context of organizational culture, distributed
cognition, and the role of physical artefacts in agile development
(see Sharp and Robinson, 2006, 2008; Sharp et al., 2009). The influence of patterns – both analysis and design patterns – based on the
works of Fowler and Gamma is also evident in the analysis. Robert
Martin’s book on agile software development shows the role of patterns in agile development; hence the link among Martin, Fowler,
and Gamma. The next section identifies the various theoretical perspectives used in prior agile research.
5. A decade of agile methodologies: Towards explaining agile software development / The Journal of Systems and Software 85 (2012) 1213–1221
FITZGERALD
BASKERVILLE
YIN
PAULK
HUMPHREY
BROOKS
DEMARCO
BOEHM
GLASS
REIFER
LINDVALL
CANFORA
WOHLIN
KITCHENHAM
BASILI
FENTON
ARISHOLM
DYBA
MADEYSKI
GEORGE
ERDOGMUS
MULLER
WILLIAMS
JEFFRIES
LUI
NAWROCKI
NOSEK
MCDOWELL
ROBINSON
SHARP
LAYMAN
STEPHENS
ABRAHAMSSON
SALO
COHN
SCHWABER
POPPENDIECK
PALMER
HIGHSMITH
COCKBURN
BECK
AMBLER
TURK
CONSTANTINE
LARMAN
KRUCHTEN
MARTIN
FOWLER
GAMMA
MEYER
BACK
0
1217
Table 1
Theoretical perspectives used in agile research.
Case Study Methodology
Theoretical Perspective
Number of
Articles
Article(s)
Knowledge management
9
Dingsøyr and Hanssen (2002)
Holz and Maurer (2002)
Sena and Shan (2002)
Doran (2004)
Fang et al. (2004)
Bellini et al. (2005)
Crawford et al. (2006)
Salazar-Torres et al. (2008)
Chan and Thong (2009)
Personality
6
Sfetsos et al. (2006)
Choi et al. (2008)
Layman et al. (2008)
Sfetsos et al. (2009)
Acuna et al. (2009)
Hannay et al. (2010)
Organizational learning
Double loop learning
Triple-loop learning
1
1
1
Holz and Maurer (2002)
McAvoy and Butler (2007)
McAvoy and Butler (2007)
Complex adaptive systems
2
Meso and Jain (2006)
Socha and Walter (2006)
Social facilitation
TradiƟonal soŌware engineering,
CMM, Project Management
2
Arisholm et al. (2007)
Balijepally et al. (2009)
Adaptive Structuration
theory
Chaos theory
Complexity theory
Coordination theory
Distributed cognition
Evolutionary theory of
knowledge
Fuzzy set theory
Game theory
Graph theory
Socio technical
Teamwork model
Theory of diagnosis
1
Cao et al. (2009)
1
1
1
1
1
Levardy and Browning (2009)
Falessi et al. (2010)
Pikkarainen et al. (2008)
Sharp and Robinson (2008)
Northover et al. (2006)
1
1
1
1
1
1
Mafakheri et al. (2008)
Hazzan and Dubinsky (2005)
Zimmer (2003)
Johannessen and Ellingsen (2009)
Moe et al. (2010)
Trinidad et al. (2008)
SoŌware esƟmaƟon
Pair Development
Distributed CogniƟon
Agile methods
User-centered design,
Agile methodologies
PaƩerns
1
2
3
4
Distances
5
6
7
Fig. 5. Key research themes in agile software development. Cluster analysis of seminal authors using the Ward’s method.
2.4. Theoretical exploration of agile development
Agile development evolved from the personal experiences
and collective wisdom of the consultants and thought leaders of
the software community. While most individual agile practices
have intuitive appeal – as they are based on generally accepted
management principles – they certainly lacked theoretical underpinnings or empirical support for their stated benefits, when
initially conceived. Thus, there was a pressing need for theoretical
perspectives that throw light on how these disparate practices and
their interactions could produce valued outcomes. Theoretically
comprehending the distinction between agile methods and their
traditional counterparts was another concern begging for research
attention. Some early studies sought to address these concerns.
For instance, Nerur and Balijepally (2007) illustrate that the
shifts in the approach to software development reflected in the
agile methods has parallels to similar shifts in design thinking
evident in several disparate fields, e.g., architecture and strategic
management domains. They suggested the theory of holographic
organization and its various principles as a theoretical lens to
explore agile development.
To get a sense of the various theoretical perspectives used in
studies on agile development during the last decade, we did a quick
analysis of the topic search of the 452 articles published between
2001 and 2010 that we identified earlier for author co-citation
analysis. Using ISI’s Web of Science we searched through the topics of these 452 articles using keywords outlined in Table 1. The
various theoretical perspectives and the number of articles identified by ISI’s Web of Science using these terms in the topic results
are showcased in Table 1. An obvious limitation of the approach
used for identifying these articles relates to the keywords used
(which are based on our understanding of the popular theoretical perspectives found in agile studies) and the search procedure
adopted here (i.e., searching in the topic field of ISI Web of Science database). However, we believe this provides a broad sense of
the various theoretical perspectives used in agile studies and their
relative popularity.
As is evident from Table 1, knowledge management, personality, and organizational learning and related perspectives have been
more popular with agile researchers. As software development
is a knowledge creation activity, knowledge management should
be an attractive perspective when exploring knowledge generation in software teams in general and agile teams in particular.
Similarly, personality theories (e.g., Big Five personality theory)
should be useful in exploring the interpersonal dynamics of collocated agile teams and programming pairs. As agile principles of
change readiness and adaptability are expected to foster a learning environment in agile teams, organizational learning and related
perspectives would be a logical choice for researchers when exploring learning outcomes of agile development. As is also apparent
from Table 1, other theoretical perspectives have been used to a
much lesser extent. Most importantly, a majority of agile studies
do not seem to be concerned about any theoretical underpinnings
for their research exploration, which reinforces the general popular
perception that agile research tends to be a-theoretical.
3. Towards a theory of agile software development
In this section, we first describe the state-of-the art in agile
development, and then proceed to place this special issue in context.
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3.1. An overview of prior research
Introductions to and overviews of agile development are provided by Abrahamsson et al. (2002), Cohen et al. (2004), Erickson
et al. (2005), and Dybå and Dingsøyr (2008). These four reports
describe the state-of-the-art and state-of-the-practice in terms of
characteristics of the various agile methods and lessons learned
from applying such methods in industry. In addition, the book,
Agile Software Development: Current Research and Future Directions
(Dingsøyr et al., 2010), contains eleven overviews of the main
streams within agile research, structured in chapters explaining
foundations and background of agile development, agile methods
in practice, and principal challenges and new frontiers.
From 2003 until 2011 five special issues and one special section
on agile software development have been published, including 32
articles. The most common agile methods described were XP and
Scrum. An examination of these special issues revealed that most
articles were devoted to furthering our understanding of agile concepts. Other dominant topics included adoption and/or adaptation
of agile, reconciliation of the tension between agile and plan-driven
development (i.e., flexibility and control), and evaluation of adoption issues in environments that are not inherently conducive to
agile. We will now give a short summary of these special issues
and the special section:
In 2003, Williams and Cockburn (2003) edited a special issue
in Computer titled, “Agile Software Development: It’s about Feedback and Change”. The primary emphasis of the special issue was
on determining how to blend agile methodologies with plan-driven
approaches to software development. The six articles included covered the history of iterative and incremental development, the
debate on mixing agile and plan-driven development, and how and
when to mix these two approaches. Furthermore, the special issue
reported experience on the use of XP and Scrum, as well as on introducing agile processes into an organization working in an ISO 9000
or CMMI environment.
The second special issue appeared in the Journal of Database
Management in 2005 (Siau, 2005). In addition to a review of the
state of research on XP and agile methods, the issue covered topics related to adoption of agile methods, process improvement, XP,
and the underlying assumptions of agile.
In 2009, Abrahamsson et al. (2009) selected seven articles for
a special issue in the European Journal of Information Systems to
further our understanding of various phenomena in agile system
development. The title of the special issue editorial was “‘Lots
done, more to do’: the current state of agile systems development
research”. The papers not only addressed the fundamental question
of what constitutes ‘agility’ and agile methods, but also demonstrated approaches to broadening the scope of the applicability of
agile concepts.
Ågerfalk, Fitzgerald, and Slaughter also edited a special issue in
2009 (Ågerfalk et al., 2009). Seven papers were published in the
Information Systems Research under the banner, “Flexible and Distributed IS Development: State of the Art and Research Challenges”.
The papers attempted to explore and/or define the central concept of agility, the enablers and inhibitors of agility, the question
of how to balance flexibility and control, the circumstances under
which agile methods are most effective, and the challenges of agile
in distributed projects.
Yet another special issue was published in Software Practice and
Experience 2011, which was edited by Greer and Hamon (2011).
The papers addressed a range of research areas including the application of agile methods to safety critical software development,
the relationship between agile development and user experience
design, and the measurement of flow in lean software development.
Finally, in 2011, Dybå (2011) edited a special section in the Journal of Information and Software Technology, based on best papers
from the XP2010 conference. The four articles that were published described the relationship between organizational culture
and development of agile methods, customer involvement in agile
projects, self-management, and the evolution of the practice of
agile information systems development within a company over a
10-year period.
3.2. This special issue
For this special issue, we asked for contributions that critically reflect on the current status of research and practice in
agile development. In particular, we were looking for contributions
questioning and exploring the theoretical underpinnings of agile
and lean development and the agile manifesto. We received a total
of 21 submissions, of which five were selected for the special issue.
Three of these articles focus on specific aspects of agile practices
– coordination, decision making and post adaptive use – while the
last two articles provide insight on broad topics of agile development – a grounded theory of software development, and a review
of experience reports on “lean and agile” software development.
We describe these contributions in more detail below.
In their article, “Coordination in co-located agile software development projects”, Strode, Huff and Hope link agile development
to theory of coordination, using a model with three components:
synchronization, structure and boundary spanning.
Decision-making, an important aspect of software development,
is the focus of Drury, Conboy and Power’s article, “Obstacles to
Decision-Making in Agile Software Development Teams”. Using a
mixed method approach, they investigate decisions involved in
iteration planning, execution, review and retrospective, and identify six obstacles to decision-making. They connect the findings to
a theory of descriptive decision-making and describe the effects of
these obstacles.
Senapathi and Srinivasan focus on the use of agile development
methods in the post-adoption stage, in their article, “Understanding
Post-Adoptive Agile Usage—An Exploratory Cross-Case Analysis”.
By adapting theories from systems development and diffusion of
innovations, they develop a model that seeks to explain postadoptive usage of agile practices.
In the article, “Reconciling perspectives: How people manage the process of software development”, Adolph and Kruchten
develop a grounded theory of social factors in software development. They conceptualize software development as a negotiation
process that involves reconciling perspectives, i.e., seeking convergence by sorting out different points of view or perspectives about
a software process. Thus, it offers a unique perspective on how agile
software development is undertaken in organizations.
A growing interest is evident at agile conferences on identifying ways to combine principles of lean development with
software development. In the article “’Leagile’ software development: An experience report analysis of the application of lean
approaches in agile software development”, Wang, Conboy and
Cawley distil lessons from 30 experience reports, in six types of lean
applications—from practices for continuous process improvement
to flow-based development with the Kankan approach.
4. Conclusion
It should be apparent from this introductory article that the
research community has lavished attention on the issues related
to agile software development ever since the agile manifesto was
pronounced in 2001. This is evident from the number of scientific
publications, the widespread interest in the topic in various scientific forums, and the number of countries (63) that have been
engaged in agile research. The number of special issues devoted
7. A decade of agile methodologies: Towards explaining agile software development / The Journal of Systems and Software 85 (2012) 1213–1221
to agile development is also an indication of the keen interest displayed in software engineering and other related fields, notably
information systems.
A systematic review of empirical studies published until 2005
(Dybå and Dingsøyr, 2008) called for an increase in both the number and quality of studies. The review also found that most studies
focused on eXtreme programming and very few on the Scrum
development process, which was gaining significant traction in
industry. Further, the review showed the urgent need for more
studies involving mature agile development teams, as most studies until then had focused on projects that were just starting to use
agile methods.
Has recent progress brought us any closer to a unified framework that brings coherence to the seemingly disparate streams of
research being pursued? Our overview of research shows that the
number of studies has increased significantly since 2005, and the
increased number of journal articles, not just the increased number of conference proceedings, is a sign of increase in quality as
well. Going by the attention that they have received, some subfields
of agile development appear to be more mature than others. For
example, there are meta-studies summarizing experiments on pair
programming, with focus on effectiveness (Dybå et al., 2007) and
on use in university education (Salleh et al., 2011). Our overview
of theories in use in explaining agile software development shows
that a range of theories, drawn from many fields, have been applied.
This special issue is a further contribution with five articles with
strong focus on theory. After the initial spurt of studies on eXtreme
programming, the academic community seems to have turned its
attention to scrum. Flow-based as well as lean software development has been popular among industry practitioners, but has not
yet been extensively researched, as the article by Wang et al. in this
issue shows.
Many have called for directions to research on agile development. At Agile2008, Dingsøyr et al. (2008) suggested a roadmap
for research on agile software development, focusing on providing more empirical research, primarily on experienced agile teams
and organizations, connecting better to existing streams of research
in more established fields, giving more attention to managementoriented approaches, and finally give more emphasis to core ideas
in agile software development in order to increase our understanding.
Ågerfalk et al. (2009) in their introductory article to the special issue on agile/distributed systems development, compiled a
top-ten list of future research areas. In the list developed from the
inputs of the authors of the special issue articles, the following
research areas figured at the top: suitability of agile development to new context such as open source software and software
as service; factors affecting the organizational adaptation of agile
methods including tailoring to specific projects; different forms
of distributed development and factors facilitating the flexibility,
efficiency and effectiveness of such work; ways to extend agile
practices beyond software teams into the organizational realm; and
identifying boundaries to agile development by applying agility to
projects traditionally considered to be non-agile.
At the XP2010 conference, Freudenberg and Sharp (2010) compiled a list of “top ten burning questions” based on feedback from
practitioners. Among other issues, they identified agile and large
projects, barriers to self-organization, distributed agile, and the
role of architecture as high priority topics. At a workshop on new
and emerging ideas at Agile2011, we posed the question “what
should be researched less” and “what should be researched further”
to a group mainly consisting of academics. Among other things,
they opined that pair programming in educational settings and the
reuse of code did not require any further attention. Themes that
were deemed to be important included agile across projects and
across organizations, the “core” of agile, distributed agile, and the
1219
role of architecture and knowledge management in agile development.
We concur that these are exciting research areas that can further our understanding of the effectiveness of agile methods and
practices, particularly in different project/organizational contexts.
However, our limited analysis of the theoretical perspectives used
in prior agile development research suggests that not enough
attention is being paid to establishing theoretical underpinnings,
when investigating agile development and its various practices. As
Jacobson and Spence (2009) point out, sound theoretical roots help
us glean the essential concepts, or the “truths” of software development that are methodology-independent. Such theory-driven
research enables us to separate true innovations among agile practices from the reinventions and remixes of old approaches, thereby
helping us adopt such innovations at a faster rate in the future.
Therefore, we urge agile researchers to embrace a more theorybased approach in the future when inquiring into these promising
research areas of agile development.
Clearly, the pioneers as well as subsequent researchers of agile
development have established a foundation on which the edifice
of software development theory and practice can be built. As we
stand on the “shoulders of [these] giants” and endeavour to extend
the frontiers of software engineering, it is important to remember
that the field can mature and progress as a scientific discipline only
if efforts are made to provide a robust theoretical scaffold for the
conduct of research on agile development. We hope that the articles
in this special issue are a step in this direction.
Acknowledgements
We are very grateful to the program committee members of
the research at work stage at Agile2011, who helped us in inviting authors to revise contributions for this special issue. We also
thank the following reviewers: Aybuke Aurum, John McAvoy,
Robert Biddle, Philip L. Bond, Nancy Bonner, Judith Brown, Lan
Cao, Kieran Conboy, Tore Dybå, Tor E. Fægri, Felix Garcia, Geir
Kjetil Hanssen, Børge Haugset, Kishen Iyengar, Philippe Kruchten,
Kalle Lyytinen, George Mangalaraj, Kannan Mohan, Maurizio Morisio, Andreas Opdahl, Nilay Oza, Rafael Prikladnicki, Asif Qumer,
Bernhard Rumpe, Sherry Ryan, Helen Sharp, Jason Sharp, Vijay Sugumaran, Aakash Taneja, and Vishnu V. Vinekar.
Appendix A. Appendix 1
Rank
Country
Number of publications
%
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
USA
CANADA
GERMANY
FINLAND
UK
ITALY
CHINA
IRELAND
AUSTRALIA
SWEDEN
SPAIN
NORWAY
BRAZIL
AUSTRIA
ISRAEL
NEW ZEALAND
POLAND
NETHERLANDS
CHILE
JAPAN
DENMARK
IRAN
INDIA
CZECH REPUBLIC
338
110
96
94
94
56
52
51
48
43
41
33
29
25
23
23
23
22
17
17
16
15
14
11
21.7
7.1
6.2
6.0
5.3
3.6
3.3
3.3
3.1
2.8
2.6
2.1
1.9
1.6
1.5
1.5
1.5
1.4
1.1
1.1
1.0
1.0
0.9
0.7
8. 1220
A decade of agile methodologies: Towards explaining agile software development / The Journal of Systems and Software 85 (2012) 1213–1221
Appendix 1 (Continued)
Rank
Country
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
SOUTH KOREA
ARGENTINA
SOUTH AFRICA
GREECE
PORTUGAL
TURKEY
FRANCE
SWITZERLAND
MALAYSIA
MEXICO
BELGIUM
SLOVENIA
PAKISTAN
ROMANIA
TAIWAN
BULGARIA
CROATIA
ESTONIA
HUNGARY
PHILIPPINES
SAUDI ARABIA
SINGAPORE
COLOMBIA
OMAN
SYRIA
THAILAND
U ARAB EMIRATES
BOSNIA HERCEG
COTE IVOIRE
EGYPT
ICELAND
JORDAN
LATVIA
LEBANON
LITHUANIA
MONTENEGRO
SERBIA
SLOVAKIA
ZIMBABWE
Number of publications
11
10
10
9
8
8
7
7
6
6
5
5
4
4
4
3
3
3
3
3
3
3
2
2
2
2
2
1
1
1
1
1
1
1
1
1
1
1
1
%
0.7
0.6
0.6
0.6
0.5
0.5
0.5
0.5
0.4
0.4
0.3
0.3
0.3
0.3
0.3
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
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Torgeir Dingsøyr works with software process improvement and knowledge management projects as a senior scientist at SINTEF Information and Communication
Technology. In particular, he has focused on agile software development through
a number of case studies, co-authoring of a systematic review of empirical studies, co-editing of the book Agile Software Development: Current Research and Future
Directions, and was co-organizing chair of the 11th International Conference on Agile
Software Development (XP2010) as well as co-producer of the research at work stage
at Agile2011. He wrote his doctoral thesis on Knowledge Management in MediumSized Software Consulting Companies at the Department of Computer and Information
1221
Science, Norwegian University of Science and Technology, where he is now adjunct
associate professor.
Sridhar Nerur is an associate professor of Information Systems at the University of
Texas at Arlington. He holds an engineering degree in electronics from Bangalore
University, a PGDM (MBA) from the Indian Institute of Management, Bangalore,
India, and a PhD in business administration from the University of Texas at Arlington. His publications include articles in leading journals such as MIS Quarterly, the
Strategic Management Journal, Journal of International Business Studies, Communications of the ACM, Communications of the AIS, the DATA BASE for Advances in Information
Systems, European Journal of Information Systems, and Information Systems Management. He served as an associate editor of the European Journal of Information Systems.
His research and teaching interests are in the areas of software design, adoption of
software development methodologies, cognitive aspects of programming, dynamic
IT capabilities, and agile software development.
Venu Gopal Balijepally is an associate professor of MIS in the College of Business
at Prairie View A&M University, Texas. He received his PhD in information systems
from the University of Texas at Arlington and post-graduate diploma in management (MBA), from the Management Development Institute, Gurgaon, India. He also
holds a masters degree from Indian Institute of Technology, Mumbai and a bachelor’s degree from Osmania University, India, both in civil engineering. His research
interests include software development, social capital of IS teams, knowledge management and IT management. His research publications appear in MIS Quarterly,
Journal of International Business Studies, Journal of the AIS, Communications of the
ACM, Communications of the AIS, and various conference proceedings such as the
Americas Conference on Information Systems, the Hawaii International Conference
on System Sciences, and the Decision Sciences Institute.
Nils Brede Moe works with software process improvement, agile software development and global software development as a senior scientist at SINTEF Information
and Communication Technology. His research interests are related to organizational, socio-technical, and global/distributed aspects. His main publications in the
field of agile software development include several longitudinal studies on selfmanagement and teamwork, and co-editing of the books Agile Software Development:
Current Research and Future Directions and Agility Across Time and Space: Implementing Agile Methods in Global Software Projects. Moe was also a co-organizing chair
of the 11th International Conference on Agile Software Development (XP2010) and
co-producer of the research at work stage at Agile2011 and Agile India 2012. He
wrote his thesis for the degree of doctor philosophiae on From Improving Processes
to Improving Practice—Software Process Improvement in Transition from Plan-driven
to Change-driven Development. He is currently a visiting researcher at the University
of New South Wales, Sydney.
Torgeir Dingsøyr a,b,∗
Sridhar Nerur c
VenuGopal Balijepally d
Nils Brede Moe a
a SINTEF, NO-7465 Trondheim, Norway
b Norwegian University of Science and Technology,
Department of Computer and Information Science,
Sem Sælandsvei 7-9, NO-7491 Trondheim, Norway
c Department of Information Systems and Operations
Management, University of Texas at Arlington,
Arlington, TX 76019, USA
d Department of Accounting, Finance & MIS, Prairie
View A&M University, Prairie View,
TX 77446-0519, USA
∗ Corresponding
author at: SINTEF, NO-7465
Trondheim, Norway. Tel.: +47 93008714.
E-mail addresses: torgeir.dingsoyr@sintef.no
(T. Dingsøyr), snerur@uta.edu (S. Nerur),
vebalijepally@pvamu.edu (V. Balijepally),
nils.b.moe@sintef.no (N.B. Moe)
12 February 2012
13 February 2012
Available online 7 March 2012