An Empirical Study of Scrumban Formation based on the Selection of Scrum and Kanban Practices

Scrumban is a combination of practices from Kanban and Scrum practices to manage the development of software based on different project situations. Scrumban practices formation can differ based on different projects and team members. However, since each method has its own pros and cons, inappropriate formation of Scrumban practices may lead to increased waste and time of development, and decreased quality, which in turn, affect the Agile organizations and cause inefficient and ineffective development. Practitioners of Kanban and Scrum are convinced that a combination of both methods is better than the use of one and thus, practitioners should be guided in their decision making. This study aims to show how Scrumban method is formed based on a combination of Kanban and Scrum methods. Scrumban formation and the identification of the factors, which assist in the combination of Kanban and Scrum were conducted through a review of the previous work and semi-structured interviews with 7 Agile experts, after which, content analysis was conducted to analyse the gathered data. Different factors - the method prescription, roles and responsibilities, adoption time, team size, batch size, requirements prioritization, feature size, lead time, technical practices, cost and quality, assist Agile team members in the formation of Scrumban by combining appropriate Kanban and Scrum practices. In addition, Scrumban were found to be more appropriate than Scrum or Kanban in saving time, improving quality and minimizing waste

A Platform for Teaching Applied Distributed Software Development : The Ongoing Journey of the Helsinki Software Factory

Teaching distributed software development (DSD) in project courses where student teams are geographically distributed promises several benefits. One main benefit is that in contrast to traditional classroom courses, students can experience the effects of distribution and the mechanisms for coping with distribution by themselves, therefore understanding their relevance for software development. They can thus learn to take more care of distribution challenges and risks when starting to develop software in industry. However, providing a sustainable environment for such project courses is difficult. A development environment is needed that can connect to different distributed teams and an ongoing routine to conduct such courses needs to be established. This article sketches a picture of the Software Factory, a platform that supports teaching distributed student projects and that has now been operational for more than three years. We describe the basic steps of conducting Software Factory projects, and portray experiences from past factory projects. In addition, we provide a short overview of related approaches and future activities.Peer reviewe

Applying Agile Lean to Global Software Development

Although challenges of Global Software Development (GSD) are well known in the industry, practitioners and the organizations look for ways to improve results and overcome challenges. Companies have tried to implement many workable solutions possible to solve issues like poor communication, lack of trust, low morale and many other such issues prevalent in the distributed setting. With the success of agile, the methodology gained interest in leveraging its benefits to alleviate some of these challenges. Similarly, lean was also implemented in distributed software development to resolve issues. While each methodology provided some improvement in the results achieved in global software development, many issues persisted and the desired growth/results were not received. Recent years have seen an increased interest of applying a combination of agile and lean software development paradigms to resolve current industry issues in the area and meet the needs of rapid changing environment. This study aims to study the current practices of the combination of agile lean existing in the industry and how it can be utilized in the global software development. The study focuses on challenges faced to implement agile lean and successful sustainable implementation of agile lean in an environment of global software development

Scalable agile frameworks in large enterprise project portfolio management

Con un alcance de estudio exploratorio, debido a que se ha investigado poco y se encuentra en un estado emergente, el propósito de la investigación fue explorar la implementación de los marcos ágiles escalables en la gestión del portafolio de proyectos (PPM) de grandes empresas. Además, este estudio de caso cualitativo planteó la siguiente pregunta principal de investigación: ¿De qué manera los marcos ágiles escalables se implementan en la PPM de grandes empresas, y por qué? Este estudio recopiló información de 59 portafolios de proyectos en 22 empresas con implementaciones de métodos ágiles y marcos ágiles escalables de las industrias tecnologías de la información (IT- por sus siglas en inglés), financiera y telecomunicaciones, de México, Colombia, Perú, Ecuador, Costa Rica y Chile, mediante 43 entrevistas en profundidad semiestructuradas. Los hallazgos revelan que existen portafolios de proyectos con alta variabilidad en servicio, producto e innovación, y con implementaciones híbridas de Scaled Agile Framework (SAFe), Spotify Model y Scrum. Además, enfrentan diferentes desafíos relacionados con la implementación de los marcos ágiles escalables en la PPM, la cultura organizacional, resistencia al cambio y liderazgo estratégico. Del mismo modo, los hallazgos demuestran que los marcos ágiles son una opción viable para optimizar el time-to-market, aumentar la productividad de los equipos y mejorar la comunicación a nivel general. Este estudio es uno de los primeros en explorar cómo implementan las grandes empresas los marcos ágiles escalables en la PPM para llenar el vacío en la literatura relacionado con cómo y cuándo las empresas deben abordar un proceso de transformación ágil que funcione de manera exitosa en su PPM. Por lo tanto, este estudio proporciona evidencia empírica de seis países latinoamericanos como base potencial para futuras investigaciones y publicaciones.With an exploratory study scope, due to little research and in an emerging state, the purpose of the research was to explore the implementation of scalable agile frameworks in project portfolio management (PPM) of large enterprises. This qualitative case study posed as its primary research question: How and why are scalable agile frameworks implemented in the PPM of large companies? Further, this study used the purposive sampling method and the snowball technique. Data were collected from 59 project portfolios in 22 companies with agile and scalable agile framework implementations in the information technology (IT), financial and telecommunications industries in Mexico, Colombia, Peru, Ecuador, Costa Rica and Chile, through 43 semi-structured in-depth interviews. The findings reveal that there are project portfolios with high variability in service, product and innovation, and with hybrid implementations of Scaled Agile Framework (SAFe), Spotify Model and Scrum. In addition, they face different challenges related to the implementation of scalable agile frameworks in PPM, organizational culture, resistance to change, and strategic leadership. Similarly, the findings demonstrate that agile frameworks are a viable option to optimize time-to-market, increase team productivity and improve communication across the board. This study represents one of the first to explore how large companies implement scalable agile frameworks in PPM to fill the gap in the literature related to how and when companies should approach an agile transformation process working successfully in their PPM. Accordingly, this study provides empirical evidence from six Latin American countries as a potential basis for future research and publications

Agile Software Development Practices in Remote Working Contexts: A Systematic Literature Review

Information Scienc

Paradox of the daily stand-up meetings in agile software development context

Abstract. Agile software development has become the norm in the industry, and daily stand-up meeting is the most adopted Agile practice despite the used Agile methodology. Since mid-2000s, the daily stand-up practice has been reported by academics to deliver various kinds of benefits. However, in recent years, numerous studies have emerged, claiming the attitudes of practitioners towards the daily stand-up meeting being quite a bit on the negative side — many practitioners even feeling the practice is just a waste of time. This thesis is a literature review of existing studies on Agile software development teams, teams’ daily stand-up meeting practices, and perceptions towards the daily stand-up meeting. The objective of this thesis is to dive into rationale behind those negative attitudes towards the daily stand-up meeting. By understanding how teams conduct their daily stand-up meetings, and how practitioners perceive both positive and negative aspects of the daily meeting practice, this thesis seeks to understand what makes the practice so popular and disliked at the same time. Daily stand-up meeting is one of the easiest Agile practices to take in use. Therefore, it is often also one of the first Agile practices that teams start using when switching to an Agile methodology. Benefits of the daily stand-up meeting are notable and comes in various shapes and sizes. However, the original idea and purpose of the daily stand-up meeting is not well known among practitioners. Way too often, practitioners drift from inspection and adaptation towards status reporting, which is the most common daily stand-up meeting anti-pattern. Due to not fully grasping the original purpose of the daily stand-up meeting, practitioners start to experience negative attitudes towards the practice. Those negative attitudes towards the meeting impose undesired impact on meeting activities, which in turn further amplifies those negative attitudes. Customizing the daily stand-up meeting to suit team’s requirements is encouraged. Whatever works for the team can be done if the original purpose of the daily stand-up meeting is not forgotten. Teams need to be highly cautious not to turn daily stand-up meetings into status reporting meetings as that is a sure way to cause negative attitudes among participants

Modelling Security Requirements Through Extending Scrum Agile Development Framework

Security is today considered as a basic foundation in software development and therefore, the modelling and implementation of security requirements is an essential part of the production of secure software systems. Information technology organisations are moving towards agile development methods in order to satisfy customers' changing requirements in light of accelerated evolution and time restrictions with their competitors in software production. Security engineering is considered difficult in these incremental and iterative methods due to the frequency of change, integration and refactoring. The objective of this work is to identify and implement practices to extend and improve agile methods to better address challenges presented by security requirements consideration and management. A major practices is security requirements capture mechanisms such as UMLsec for agile development processes. This thesis proposes an extension to the popular Scrum framework by adopting UMLsec security requirements modelling techniques with the introduction of a Security Owner role in the Scrum framework to facilitate such modelling and security requirements considerations generally. The methodology involved experimentation of the inclusion of UMLsec and the Security Owner role to determine their impact on security considerations in the software development process. The results showed that overall security requirements consideration improved and that there was a need for an additional role that has the skills and knowledge to facilitate and realise the benefits of the addition of UMLsec

Agile Adoption in Information Technology Departments at Research Universities

This dissertation analyzes Agile methods and how they are adopted by Information Technology (IT) departments in research universities. Existing literature has focused on Agile adoption in private and public sectors. This study fills a knowledge gap in the research literature on Agile adoption in university contexts. Three research questions guide this study: What are the uses of Agile methods in research universities? What are the specific factors that affect adoption of agile methods in research universities? Why do research universities adopt (or not adopt) Agile methods? By answering these questions, the present study contributes to the growing literature on the opportunities and challenges of adopting Agile methods. Methodologically, the study is based on a survey of the Chief Information Officers (CIOs) of 418 research universities (response rate of 41.4%) and elite interviews. The survey included questions about Agile adoption in terms of purpose, methods, challenges, and organizational environment. The elite interviews explored the factors affecting Agile adoption and were supplemented with secondary documents about the organizational characteristics of the IT departments. The survey results show that many IT departments (nearly 60%) in these universities have adopted Agile. Agile is used to accelerate software development, manage projects, and increase productivity. The challenges of adopting Agile include pervasiveness of traditional waterfall methods, funding limitations, lack of skills, inconsistent process and practices, and organizational resistance to change. With respect to organizational factors, the level of research university is a determinant for adopting Agile. R1 Doctoral Universities (i.e., very high research activity) have more adoption of Agile methods compared to R2 Doctoral Universities (i.e., high research activity) or R3 Doctoral/ Professional Universities (i.e., D/PU). CIOs’ experience with Agile is a critical factor for adopting Agile. Elite interviews with the CIOs show the significance of the organizational context to adopt Agile. IT departments support university research and teaching; hence, these departments have a constant need to address the university departments’ needs. Leadership of these departments influences Agile adoption. Agile fosters frequent and effective communication among the team members. Overall, IT departments adopt Agile to increase their organizational efficiency in delivering their services efficiently within the universities