Human Psychology Factors Influencing Agile Team Autonomy in Post-Pandemic Remote Software Organizations

Agile project management methods are gaining in popularity in the software industry as software development teams are being asked to be adaptive to market needs and resilient to change and uncertainty. With increasing market uncertainty, global competition, and time-to-market pressure, it is becoming a challenge to develop an innovative product and deliver it on-time without the opportunity that comes from team autonomy to experiment and learn from failures in a remote workplace. To resolve this challenge, it is critical to understand the myriad human psychological factors in play that influence Agile team autonomy in a remote work environment. The role of human psychological factors on Agile project delivery success has been largely neglected or superficially covered in extant literature. The purpose of this research study was to study the influence of key human psychological factors on emergence of Agile team autonomy that leads to Agile project success in software organizations. The findings will help Information Systems researchers and practitioners in proactively identifying and addressing human psychology factors challenges to achieve successful delivery of innovative products using Agile Scrum methodology. Using an online survey instrument, the study sampled 137 software professionals from US software companies with experience in the Agile Scrum role of Team Member. The quantitative data generated was analyzed using multiple linear regression. The relationship between the independent variables – the human psychology factors pertaining to Leadership Style, Organization Structure, HR Practices and Stakeholder Engagement and the dependent variable - Agile team autonomy is explained through multiple linear regression. As multiple items are linked to variables, the statistical analysis was performed using the median scores for each variable. One-way ANOVA and Pearson’s correlation coefficient were used to demonstrate the existence (or nonexistence) of relationships between variables. Finally, an empirical model relating the human psychology factor variables and the dependent variable of Agile team autonomy was constructed for the population

Customising software products in distributed software development a model for allocating customisation requirements across organisational boundaries

Requirements engineering plays a vital role in the software development process. While it is difficult to manage those requirements locally, it is even more difficult to communicate those requirements over organisational boundaries and to convey them to multiple distribution customers. This paper discusses the requirements of multiple distribution customers empirically in the context of customised software products. The main purpose is to understand the challenges of communicating and allocating customisation requirements across distributed organisational boundaries. We conducted an empirical survey with 19 practitioners, which confirmed that communicating customisation requirements in a DSD context is a significant challenge. We therefore propose a model for allocating customisation requirements between a local, customer-based agile team and a distributed development team that uses a traditional development approach. Our conjecture is that the model would reduce the challenge of communicating requirements across organisational boundaries, address customers’ requirements and provide a focus for future empirical studies

Video Game Development in a Rush: A Survey of the Global Game Jam Participants

Video game development is a complex endeavor, often involving complex software, large organizations, and aggressive release deadlines. Several studies have reported that periods of "crunch time" are prevalent in the video game industry, but there are few studies on the effects of time pressure. We conducted a survey with participants of the Global Game Jam (GGJ), a 48-hour hackathon. Based on 198 responses, the results suggest that: (1) iterative brainstorming is the most popular method for conceptualizing initial requirements; (2) continuous integration, minimum viable product, scope management, version control, and stand-up meetings are frequently applied development practices; (3) regular communication, internal playtesting, and dynamic and proactive planning are the most common quality assurance activities; and (4) familiarity with agile development has a weak correlation with perception of success in GGJ. We conclude that GGJ teams rely on ad hoc approaches to development and face-to-face communication, and recommend some complementary practices with limited overhead. Furthermore, as our findings are similar to recommendations for software startups, we posit that game jams and the startup scene share contextual similarities. Finally, we discuss the drawbacks of systemic "crunch time" and argue that game jam organizers are in a good position to problematize the phenomenon.Comment: Accepted for publication in IEEE Transactions on Game

Rethinking Security Incident Response: The Integration of Agile Principles

In today's globally networked environment, information security incidents can inflict staggering financial losses on organizations. Industry reports indicate that fundamental problems exist with the application of current linear plan-driven security incident response approaches being applied in many organizations. Researchers argue that traditional approaches value containment and eradication over incident learning. While previous security incident response research focused on best practice development, linear plan-driven approaches and the technical aspects of security incident response, very little research investigates the integration of agile principles and practices into the security incident response process. This paper proposes that the integration of disciplined agile principles and practices into the security incident response process is a practical solution to strengthening an organization's security incident response posture.Comment: Paper presented at the 20th Americas Conference on Information Systems (AMCIS 2014), Savannah, Georgi

Comparative Study on Agile software development methodologies

Today-s business environment is very much dynamic, and organisations are constantly changing their software requirements to adjust with new environment. They also demand for fast delivery of software products as well as for accepting changing requirements. In this aspect, traditional plan-driven developments fail to meet up these requirements. Though traditional software development methodologies, such as life cycle-based structured and object oriented approaches, continue to dominate the systems development few decades and much research has done in traditional methodologies, Agile software development brings its own set of novel challenges that must be addressed to satisfy the customer through early and continuous delivery of the valuable software. It is a set of software development methods based on iterative and incremental development process, where requirements and development evolve through collaboration between self-organizing, cross-functional teams that allows rapid delivery of high quality software to meet customer needs and also accommodate changes in the requirements. In this paper, we significantly identify and describe the major factors, that Agile development approach improves software development process to meet the rapid changing business environments. We also provide a brief comparison of agile development methodologies with traditional systems development methodologies, and discuss current state of adopting agile methodologies. We speculate that from the need to satisfy the customer through early and continuous delivery of the valuable software, Agile software development is emerged as an alternative to traditional plan-based software development methods. The purpose of this paper, is to provide an in-depth understanding, the major benefits of agile development approach to software development industry, as well as provide a comparison study report of ASDM over TSDM.Comment: 25 pages, 25 images, 86 references used, with authors biographie

Scrum2Kanban: Integrating Kanban and Scrum in a University Software Engineering Capstone Course

Using university capstone courses to teach agile software development methodologies has become commonplace, as agile methods have gained support in professional software development. This usually means students are introduced to and work with the currently most popular agile methodology: Scrum. However, as the agile methods employed in the industry change and are adapted to different contexts, university courses must follow suit. A prime example of this is the Kanban method, which has recently gathered attention in the industry. In this paper, we describe a capstone course design, which adds the hands-on learning of the lean principles advocated by Kanban into a capstone project run with Scrum. This both ensures that students are aware of recent process frameworks and ideas as well as gain a more thorough overview of how agile methods can be employed in practice. We describe the details of the course and analyze the participating students' perceptions as well as our observations. We analyze the development artifacts, created by students during the course in respect to the two different development methodologies. We further present a summary of the lessons learned as well as recommendations for future similar courses. The survey conducted at the end of the course revealed an overwhelmingly positive attitude of students towards the integration of Kanban into the course