Open Source Technology Changes Intra-Organizational Systems Development - A Tale of Two Companies

This paper explores how two organizations have changed their software development practices by implementing Open Source technology. Our aim is to understand the institutional changes needed in and emerging from this process. The paper develops a conceptualization building on the insights of entrepreneurial institutionalism and concentrating on the changing relationships of organizational groups in the areas of reward and communication. We identify the links between the 1) emerging yet embedded technology and 2) the underlying institutional reward and communication structures. In terms of contribution, we propose to move the Open Source 2.0 research agenda forward by concentrating empirical work on th

Bridging the gap between research and agile practice: an evolutionary model

There is wide acceptance in the software engineering field that industry and research can gain significantly from each other and there have been several initiatives to encourage collaboration between the two. However there are some often-quoted challenges in this kind of collaboration. For example, that the timescales of research and practice are incompatible, that research is not seen as relevant for practice, and that research demands a different kind of rigour than practice supports. These are complex challenges that are not always easy to overcome. Since the beginning of 2013 we have been using an approach designed to address some of these challenges and to bridge the gap between research and practice, specifically in the agile software development arena. So far we have collaborated successfully with three partners and have investigated three practitioner-driven challenges with agile. The model of collaboration that we adopted has evolved with the lessons learned in the first two collaborations and been modified for the third. In this paper we introduce the collaboration model, discuss how it addresses the collaboration challenges between research and practice and how it has evolved, and describe the lessons learned from our experience

Case of three Scrum teams: Agile software development methods at Nokia - The people perspective

Case of three Scrum teams: Agile software development methods at Nokia - The people perspectiv

A Human Factors Study of Risk Management of Complex Agile Scrum Projects in Large Enterprises

Agile Project Management methods have gained phenomenal success in the IT software world in managing projects of high complexity and uncertainty. However, Agile projects come with their unique set of risks. This paper seeks to explore the risks posed by human factors to complex Agile Scrum projects in large enterprises. Project Risk Management is crucial in determining the future performance of a complex project. Increasing project complexity makes it more and more difficult to anticipate potential events that could affect the project and to make effective decisions to reduce project risk exposure. This is even more true for Agile projects that promote immediate and frequent visibility of risk factors and distributed decision making in projects. A dominant reason for failure of complex Agile projects are the risks caused by human and organization factors. This paper will analyze the delivery risks posed by human factors and the traditionally hierarchical decision making in large enterprise systems

Inter-team Coordination in Large-Scale Agile Development: A Case Study of Three Enabling Mechanisms

Agile methods are increasingly used in large development projects, with multiple development teams. A central question is then what is needed to coordinate feature teams efficiently. This study exam- ines three mechanisms for coordination: Shared mental models, commu- nication and trust in a large-scale development project with 12 feature teams running over a four-year period. We analyse the findings in rela- tion to suggested frameworks for large-scale agile development and a theory on coordination, and provide new recommendations for practice and theory.Inter-team Coordination in Large-Scale Agile Development: A Case Study of Three Enabling MechanismspublishedVersio