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Werner Heijstek - One of the best experts on this subject based on the ideXlab platform.
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necessary and neglected an empirical study of internal documentation in Agile software development teams
International Conference on Design of Communication, 2011Co-Authors: Christoph Johann Stettina, Werner HeijstekAbstract:When compared to traditional development methods, Agile development practices are associated with more direct communication and less documentation. However, few empirical studies exist that investigate the role of documentation in Agile development teams. We thus employed a questionnaire to measure the perceptions of a group of Agile practitioners with regard to the documentation in their projects. We obtained responses from 79 Agile software development professionals and 8 teams in 13 different countries. Our findings include that over half of developers in our data set find documentation important or even very important but that too little documentation is available in their projects. Agile practitioners do not seem to agree with the Agile Principle that "The most efficient and effective method of conveying information to and within a development team is face-to-face conversation." We were able to validate this result for a set of dissimilar Agile teams in various domains.
Deniss Kumlander - One of the best experts on this subject based on the ideXlab platform.
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product owner responsibilities in the project assurance process bridging uncertainties gaps
2015Co-Authors: Deniss KumlanderAbstract:The product owner role in software engineering by the Agile Principle is a key one. He has many traditional responsibilities such as initiating a project, defining and accepting functionality and the entire product. At the same time his other responsibilities remain hidden or undefined in many projects. Unfortunately that is exactly the reason of failure for many projects and therefore here we debate and review his responsibilities and duties in other project elements and stages in order to show how important his input is to the project and other team members activities, primarily project verification and validation activities. The product owner’s contribution to the team domain knowledge, prototyping, tests planning and project backlog is crucial and cannot be omitted in companies desiring success through meeting actual customers’ expectations.
Georgy M - One of the best experts on this subject based on the ideXlab platform.
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Improving the management of projects and programs using Agile Principles
Construction and Project Management Research Institute (Egypt), 2016Co-Authors: Georgy MAbstract:Historically, the traditional Principles of project management were first applied in the defense and construction industries, and then propagated into the rest of industries that typically ran projects. In the 1990s, the application of these Principles in the technology-driven industries, e.g. software and research and development (R&D), had encountered difficulties. This led to calls for adopting other means and more innovative paradigms for managing projects and programs in the latter industries. The paper reviews the Agile Principles that provided the basis for such new paradigm, which is characterized by continual change and uncertainty. The Agile approach adopts incremental planning throughout the project/program execution stage. As such, the project/program plan evolves as project progresses further into execution. Afterwards, the paper introduces a popular application of the Agile Principle via the Scrum methodology. While Agile and Scrum gained acceptance in a number of industries, the construction industry has been hesitant due to contractual constraints, amongst other reasons. Nonetheless, some of the more notable projects in the construction industry had practices that align with the known Agile Principles. The paper reviews Heathrow Airport Terminal 5 as an example of a project where some of the Agile Principles were employed. A discussion follows with the limitations of applying Agile Principles in construction projects and/or programs and instances where they can contribute to more efficient job delivery
Christoph Johann Stettina - One of the best experts on this subject based on the ideXlab platform.
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necessary and neglected an empirical study of internal documentation in Agile software development teams
International Conference on Design of Communication, 2011Co-Authors: Christoph Johann Stettina, Werner HeijstekAbstract:When compared to traditional development methods, Agile development practices are associated with more direct communication and less documentation. However, few empirical studies exist that investigate the role of documentation in Agile development teams. We thus employed a questionnaire to measure the perceptions of a group of Agile practitioners with regard to the documentation in their projects. We obtained responses from 79 Agile software development professionals and 8 teams in 13 different countries. Our findings include that over half of developers in our data set find documentation important or even very important but that too little documentation is available in their projects. Agile practitioners do not seem to agree with the Agile Principle that "The most efficient and effective method of conveying information to and within a development team is face-to-face conversation." We were able to validate this result for a set of dissimilar Agile teams in various domains.
Wahl Emil - One of the best experts on this subject based on the ideXlab platform.
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Reflecting and adjusting in large-scale Agile software development : A case study
Blekinge Tekniska Högskola Fakulteten för datavetenskaper, 2020Co-Authors: Wahl EmilAbstract:Background. Agile software development has seen increased use in large-scale projects in recent times. Many larger corporations transition from using a traditional plan-driven approach for developing software to applying the Agile methodology within its processes. Large-scale Agile projects are inherently difficult to implement as there are many challenges associated with it. Many Agile frameworks have been developed to make it easier to apply the Agile methodology on a large-scale. The Agile Principle of reflecting and adjusting at regular intervals can be used for developing these frameworks and allows practitioners to find ways to mitigate the challenges that large-scale Agile projects face. Objectives. This thesis aims to explore how a large-scale Agile project applies the Agile Principle of reflecting and adjusting its work process, both at the overall and team level. The objectives of the thesis are to find out how the case organization regularly reflects on its work process and how it enables adjustments through the distribution of roles that can enforce changes. An additional objective is to find out what the perceived challenges are that are associated with performing regular reflections and adjustments in a large-scale Agile context. Methods. A field study is conducted at a large-scale Agile project. The field study includes direct observations of day-to-day work and scheduled meetings, interviewing project participants, and reading company documentation. The collected data is thematically analyzed to identify how the case organization reflects and adjust its work process and what the perceived challenges are. Results. Three different events are identified at the case organization to apply the Agile Principle of reflecting and adjusting: reference groups to reflect on larger matters affecting much of the project, retrospective meetings to some extent to reflect within the different teams, and day-to-day reflections. All the identified roles can influence change for most parts of the process, but can only enforce change on their part of the process. Six themes are identified as perceived challenges associated with the Agile Principle of reflecting and adjusting: Deadlines and time limits, multiple tasks within the teams, disinterest or misunderstanding the Agile Principles, different levels of Agile, and established process and complacency. Conclusions. The case organization applies several different reflective events that address some of the challenges that are associated with large-scale Agile projects. The case organization has many other challenges relating to these events and they are all associated with other challenges previously discovered in related works.Bakgrund. Agil mjukvaruutveckling har sett en ökad användning i storskaliga projekt under den senaste tiden. Många större företag övergår från att använda en traditionell plandriven strategi för att utveckla programvara till att tillämpa den Agila metodiken i sina processer. Det finns många utmaningar när man använder den Agila metodiken i ett storskaligt projekt. Agila projekt på stor skala är svårt att genomföra, och många Agila ramverk har utvecklats för att göra det lättare att tillämpa den Agila metodiken på stor skala. Den Agila principen att reflektera och justera med jämna mellanrum kan användas för att utveckla dessa ramverk och gör det möjligt för utövare att hitta sätt att tackla de utmaningar som storskaliga Agila projekt står inför. Syfte. Denna avhandling undersöker hur ett storskaligt Agilt projekt tillämpar den Agila principen att reflektera och justera sin arbetsprocess, både på en övergripande nivå och teamnivå. Målet med avhandlingen är att ta reda på hur organisationen regelbundet reflekterar över sin arbetsprocess och hur den möjliggör justeringar genom fördelning av roller som kan verkställa förändringarna. Ett ytterligare mål är att ta reda på vilka upplevda utmaningar som är förknippade med att utföra regelbundna reflektioner och justeringar i ett storskaligt Agilt sammanhang. Metod. En fältstudie genomförs på ett storskaligt Agilt projekt. Fältstudien inkluderar direkta observationer av det dagliga arbetet och schemalagda möten, intervjuer med projektdeltagare, och läsa företagetsdokumentation. Den insamlade datan analyseras tematiskt för att identifiera hur organisationen reflekterar och justerar sin arbetsprocess och de upplevda utmaningarna som relaterar till det. Resultat. Organisationen använder sig av tre olika sätt för att tillämpa den Agila principen för reflektion och justering: referensgrupper för att reflektera över större frågor som påverkar stora delar av projektet, retrospektiva möten i viss mån för att reflektera i de olika teamen, och dagliga reflektioner. Alla identifierade roller kan influera förändring på processen, men kan bara verkställa förändringar på sin del av processen. Sex teman identifieras som upplevda utmaningar förknippade med den Agila principen att reflektera och justera: Tidsfrister och tidsgränser, flera uppgifter inom teamen, ointresse eller missförståelse av de Agila principerna, olika nivåer av Agile, och etablerad process och självgodhet. Slutsatser. Organisationen tillämpar flera olika funktioner för reflektion som hanterar några av de utmaningar som är förknippade med storskaliga Agila projekt. Organisationen har många andra utmaningar relaterade till dessa funktioner och de är alla förknippade med andra utmaningar som tidigare upptäckts i relaterade arbeten