31,959 research outputs found
Creative Thinking in eXtreme Programming
Agile methods such as eXtreme Programming have achieved an explosive interest in the software development community. They can be seen as a reaction to the more traditional and control-oriented methods, agile methods handle changes in design and requirements and they open up for creativity during the whole project lifecycle. The knowledge management in agile methods is also agile, it means that knowledge creation and sharing processes are simplified in comparison with other more comprehensive development methodologies. This paper is developed under the idea that agile software development can be enhanced by a better understanding of knowledge management and creativity. eXtreme Programming is analyzed from the perspective of the creativity, we believe that concepts related to creative teams (roles, structure, performance and purposes) are important insights about the use of agile methods in general and eXtreme Programming in particular.Keywords/Index Terms: Knowledge Management; Creativity; Software Engineering; Agile Methods; User-centered innovation
IT Governance Mechanisms for DevOps Teams - How Incumbent Companies Achieve Competitive Advantages
More and more organizations are deciding to move from traditional, plan-driven software development to agile approaches in order to stay competitive. Therefore, the IT functions have been deciding to implement cross-functional DevOps teams. To enable collaboration within DevOps teams, incumbent companies have to implement mechanisms to govern dynamic and agile environments. The present research investigates which IT governance mechanisms are helpful for the implementation of DevOps teams. For this purpose, we conducted a qualitative research study and interviewed team members in six companies that have already implemented DevOps-oriented teams. We describe which IT governance mechanisms-âin the form of structure, processes, and relational mechanisms-âare important for DevOps teams to achieve competitive advantages. Our findings show that agile roles and responsibilities, hybrid or decentralized organizational structures, as well as communications and knowledge-sharing models are conducive to the government of a DevOps team
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 customersâ requirements and provide a focus for future empirical studies
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 practitionersâ 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 clientâs involvement, as well as by developing structured methods that will enhance the value-creation in a project
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