Adaptive enterprise architecture drivenagiledevelopment

Agile development practices focus on developing and delivering working software systems in small iterations with minimal documentation. However, locally project focused agile practices overlook the need for holistic enterprise architecture. Lack of enterprise architecture in agile, especially in the large agile environments, may lead to a number of problems such as technical debt, unnecessary re-work, inconsistent communication, locally focused isolated architecture, design and implementation. There is a missing link between the enterprise architecture and agile development. Enterprise architecture is a strategic capability that should enable and enhance agility of agile development. However, organisations are not sure how best to approach strategic enterprise architecture capability for supporting agile development. This paper proposes and demonstrate the applicability of an integrated adaptive enterprise architecture driven agile development approach for large agile environments

A computer-based holistic approach to managing progress of distributed agile teams

One of the co-ordination difficulties of remote agile teamwork is managing the progress of development. Several technical factors affect agile development progress; hence, their impact on progress needs to be explicitly identified and co-ordinated. These factors include source code versioning, unit testing (UT), acceptance testing (AT), continuous integration (CI), and releasing. These factors play a role in determining whether software produced for a user story (i.e. feature or use case) is ‘working software’ (i.e. the user story is complete) or not. One of the principles introduced by the Agile Manifesto is that working software is the primary measure of progress. In distributed agile teams, informal methods, such as video-conference meetings, can be used to raise the awareness of how the technical factors affect development progress. However, with infrequent communications, it is difficult to understand how the work of one team member at one site influences the work progress of another team member at a different site. Furthermore, formal methods, such as agile project management tools are widely used to support managing progress of distributed agile projects. However, these tools rely on team members’ perceptions in understanding change in progress. Identifying and co-ordinating the impact of technical factors on development progress are not considered. This thesis supports the effective management of progress by providing a computer-based holistic approach to managing development progress that aims to explicitly identify and co-ordinate the effects of the various technical factors on progress. The holistic approach requires analysis of how the technical factors cause change in progress. With each progress change event, the co-ordination support necessary to manage the event has been explicitly identified. The holistic approach also requires designing computer-based mechanisms that take into consideration the impact of technical factors on progress. A progress tracking system has been designed that keeps track of the impact of the technical factors by placing them under control of the tracking system. This has been achieved by integrating the versioning functionality into the progress tracking system and linking the UT tool, AT tool and CI tool with the progress tracking system. The approach has been evaluated through practical scenarios and has validated these through a research prototype. The result shows that the holistic approach is achievable and helps raise awareness of distributed agile teams regarding the change in the progress, as soon as it occurs. It overcomes the limitations of the informal and formal methods. Team members will no longer need to spend time determining how their change will impact the work of the other team members so that they can notify the affected members regarding the change. They will be provided with a system that helps them achieve this as they carry out their technical activities. In addition, they will not rely on static information about progress registered in a progress tracking system, but will be updated continuously with relevant information about progress changes occurring to their work

Improving Software Development Efficiency – How Diversity and Collective Intelligence Shape Agile Team Efficiency

Information system development is largely dependent on social interaction and team work. Team composition, team processes, and behavior among, and agile practices used by team members play an important role for the success of information system development projects. Organizational psychology research found team diversity and collective intelligence to be important factors for team performance. In this research-in-progress paper, we propose a model and research design to investigate the effects of team diversity, collective intelligence, interpersonal relationships, and cognitive styles on team efficiency in agile software development. The proposed model combines recent research in the field of organizational psychology with agile information system research to provide a better understanding of the effects of team diversity, collective intelligence, and team efficiency

From Agile to DevOps, Holistic Approach for Faster and Efficient Software Product Release Management

Release management is one of the most important software processes and is a set of processes that includes the compilation, configuration, and management of software versions in different environments. In recent years, changes in processes, technologies, and tools and changes in practices and understanding have paved the way for more effective, efficient, sustainable, reusable models and methods in this field. The purpose of this study is to examine the DevOps idea to produce a flow, highlight their benefits, and investigate with a model how these philosophies, which are two of the most important processes and methods in software development today, can reveal an effective release management process. What has been learned from the research is how the agile and DevOps practices, which have become widespread in recent years, can be positioned in a general flow in the release management process, although there are different practices, flows, disciplines, and technology. Sharing a case study on these issues in future studies and an experience sharing research where the flow is applied as a case study will reveal positive feedback on the real-life application and results of the flow and the model. Further, a literature review studies in which deficiencies in the literature are identified will be useful in determining the gaps in the process.Comment: You can find published version: https://dergipark.org.tr/tr/pub/@fatihbildiric

Owner challenges on major projects: The case of UK government

Many studies agree that owner organisations are important for successful project organising, but they tend to focus on particular aspects of project organising rather than providing a holistic analysis of owners as organisations. Our objective is to collect evidence of the full range of challenges public sector owners face in managing their major projects. After reviewing the literature on owner organisations, we carry out a case survey of 26 major projects to identify the principal challenges using a content analysis of UK National Audit Office Value for Money reports. Our original contribution is that the findings provide the first comprehensive picture of the full range of challenges of project organising faced by owner organisations. These findings push us theoretically to extend the scope of research in project organising to identify an extended core set of dynamic capabilities for project owner organisations to address these challenges

Evaluating pedagogical practices supporting collaborative learning for model-based system development courses

Model-based software development (MBSD) has been widely used in industry for its effectiveness of code generation, code reuse and system evolution. At different stages of the software lifecycle, models -- as opposed to actual code -- are used as abstractions to present software development artifacts. In a university software engineering curriculum, compared to other concrete and tangible courses, e.g., game and app development, these levels of abstraction are often difficult for students to understand, and further, to see models' usefulness in practice. This paper presents an evaluation of pedagogical practices supporting collaborative learning for MBSD courses from experiences of teaching them at University of Oslo. The focus is to answer two research questions: 1) What are the challenges and possibilities when using a collaborative learning approach for teaching modelling and architecture? 2) What are the challenges and benefits of having a holistic approach to MBSD courses in light of the requirements of academia and the needs of industry? The term “holistic” is understood 1) as an approach that involves human factors (users), technology and processes, 2) as an approach to teaching MBSD courses where modelling for Enterprise Architecture is taught together with System Architecture and Model-Driven Language Engineering. Empirical data was collected through interviews, questionnaires, and document analysis. The paper’s research results show that three different course perspectives (Modeling for Enterprise Architecture with Business Architecture, System Architecture and Model Driven Language Engineering) are essential parts of teaching modeling courses, and an industry field study shows that industry sees the potential of having junior architects to provide support to a team and solving basic architectural problems