Software systems engineering: a journey to contemporary agile and beyond, do people matter?

publishedVersio

Software systems engineering: a journey to contemporary agile and beyond, do people matter?

It is fascinating to view the evolution of software systems engineering over the decades. At the first glance, it could be perceived that the various approaches and processes are different. Are they indeed different? This paper will briefly discuss such a journey relating to findings from an empirical study in some organisations in the UK. Some of the issues described in the literature and by practitioners are common across different software system engineering approaches over the time. It can be argued that human-element of software development plays an integral part in the success of software systems development endeavour. After all, software engineering is a human-centric craft. In order to understand such issues, we crossed the discipline to other disciplines in order to adapt theories and principles that will help to better understand and tackle such matter. Other disciplines have well established human related theories and principles that can be useful. From Japanese management philosophies, we have adapted Lean and knowledge management theories. From psychology, we have adapted Emotional Intelligence (EI). With such an interdisciplinary view, some of the issues can be addressed adequately. Which bring the question: is it really the process or the people? The second author will reflect on his experience attending the first SQM conference 25 years ago. The reflection will discuss the evolution of software systems engineering, and what was changed since then, if at all changed

Coordinating Knowledge Work in Multi-Team Programs: Findings from a Large-Scale Agile Development Program

Software development projects have undergone remarkable changes with the arrival of agile development methods. While intended for small, self-managing teams, these methods are increasingly used also for large development programs. A major challenge in programs is to coordinate the work of many teams, due to high uncertainty in tasks, a high degree of interdependence between tasks and because of the large number of people involved. This revelatory case study focuses on how knowledge work is coordinated in large-scale agile development programs by providing a rich description of the coordination practices used and how these practices change over time in a four year development program with 12 development teams. The main findings highlight the role of coordination modes based on feedback, the use of a number of mechanisms far beyond what is described in practitioner advice, and finally how coordination practices change over time. The findings are important to improve the outcome of large knowledge-based development programs by tailoring coordination practices to needs and ensuring adjustment over time.Comment: To appear in Project Management Journa

Business Value Is not only Dollars - Results from Case Study Research on Agile Software Projects

Business value is a key concept in agile software development. This paper presents results of a case study on how business value and its creation is perceived in the context of agile projects. Our overall conclusion is that the project participants almost never use an explicit and structured approach to guide the value creation throughout the project. Still, the application of agile methods in the studied cases leads to satisfied clients. An interesting result of the study represents the fact that the agile process of many projects differs significantly from what is described in the agile practitioners’ books as best practices. The key implication for research and practice is that we have an incentive to pursue the study of value creation in agile projects and to complement it by providing guidelines for better client’s involvement, as well as by developing structured methods that will enhance the value-creation in a project