14,069 research outputs found
Flexible Global Software Development (GSD): Antecedents of Success in Requirements Analysis
Globalization of software development has resulted in a rapid shift away from the traditional collocated, on-site development model, to the offshoring model. Emerging trends indicate an increasing interest in offshoring even in early phases like requirements analysis. Additionally, the flexibility offered by the agile development approach makes it attractive for adaptation in globally distributed software work. A question of significance then is what impacts the success of offshoring earlier phases, like requirements analysis, in a flexible and globally distributed environment? This article incorporates the stance of control theory to posit a research model that examines antecedent factors such as requirements change, facilitation by vendor and client site-coordinators, control, and computer-mediated communication. The impact of these factors on success of requirements analysis projects in a “flexible” global setting is tested using two quasi-experiments involving students from Management Development Institute, India and Marquette University, USA. Results indicate that formal modes of control significantly influence project success during requirements analysis. Further, facilitation by both client and vendor site coordinators positively impacts requirements analysis success
Control, Process Facilitation, and Requirements Change in Offshore Requirements Analysis: The Provider Perspective
Process, technology, and project factors have been increasingly driving organizations to offshore early software development phases, such as requirements analysis. This emerging trend necessitates greater control and process facilitation between client and vendor sites. The effectiveness of control and facilitation has, however, not been examined within the context of requirements analysis and change. In this study, we examine the role of control and facilitation in managing changing requirements and on success of requirements gathering in the Indian offshore software development environment. Firms found that control by client-site coordinators had a positive impact on requirements analysis success while vender site-coordinators did not have similar influence. Process facilitation by client site-coordinators affected requirements phase success indirectly through control. The study concludes with recommendations for research and practice
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
An Empirical Investigation of Pull Requests in Partially Distributed BizDevOps Teams
In globally distributed projects, virtual teams are often partially
dispersed. One common setup occurs when several members from one company work
with a large outsourcing vendor based in another country. Further, the
introduction of the popular BizDevOps concept has increased the necessity to
cooperate across departments and reduce the age-old disconnection between the
business strategy and technical development. Establishing a good collaboration
in partially distributed BizDevOps teams requires extensive collaboration and
communication techniques. Nowadays, a common approach is to rely on
collaboration through pull requests and frequent communication on Slack. To
investigate barriers for pull requests in distributed teams, we examined an
organization located in Scandinavia where cross-functional BizDevOps teams
collaborated with off-site team members in India. Data were collected by
conducting 14 interviews, observing 23 entire days with the team, and observing
37 meetings. We found that the pull-request approach worked very well locally
but not across sites. We found barriers such as domain complexity, different
agile processes (timeboxed vs. flow-based development), and employee turnover.
Using an intellectual capital lens on our findings, we discuss barriers and
positive and negative effects on the success of the pull-request approach
AGILE–STAGE GATE MANAGEMENT (ASGM): NPD IMPLEMENTATION PRACTICES FROM GLOBAL FIRMS DEVELOPING COMPLEX, PHYSICAL PRODUCTS
Stage Gate Management (SGM) has been used successfully by global organizations to direct the New Product Development process (NPD) for years, recently a new variant of this venerable approach has emerged. Researchers and firms have begun to intersperse elements of Agile, as popularized for the development of software, to create an Agile – Stage Gate Management (ASGM) hybrid NPD framework. Agile practitioners believe in process waste reduction, an intense focus on customers, and the creation of nimble entrepreneurial project teams, which, for software products, has positively impacted development time to market, resource utilization, and market success, more generally, improved business outcomes. For NPD professionals responsible for physical products, not solely software, do these Agile tenets continue to produce results? With minimal available research, a Grounded Theory study was conducted to inductively create theory from the implementation of ASGM, specifically for firms that design, develop, and manufacture physical products. Twenty-nine experienced industry professionals were interviewed from four global companies which represented five distinct Business Units (BU) which competed in a variety of markets and industries around the world. From these interviews, a Content Analysis approach was employed to organize primary and secondary themes which illustrated NPD team practices. Additionally, a comparative multi-case study method further developed specific Agile/Scrum techniques implemented, the measures of business success realized, as well as, a new ASGM model for like firms. From this research, firms which developed physical products did not implement all Agile practices, only Team Interface, Product Demonstrations, and Specification Flexibility were uncovered. The cases did, however, subjectively realize an improved time to market, as well as, greater product success for projects commercialized using ASGM. Lastly, a new framework emerged which highlighted the unique practice of Agile behaviors earlier in the development process, but rigid, or SGM-like, activities closer towards product launch
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
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Modular assembly with postponement to improve health, safety & productivity in construction
This paper presents the outcome of an engineering study as part of the design and development of a lean and agile construction system and in particular its supply chain component. This combines modular assembly with a postponement function to be tested on a case study project (not reported here), the objective of which is to improve health, safety and productivity for the company sponsoring the research.
The contribution to research is the combination of countermeasures described in this paper that have been developed and incorporated into a wider construction system, in the same way that manufacturing has used this strategy with great success. Also, a further output is the development and use of an innovative method for assembling, transporting and installing mechanical and electrical modules, whereby modularization can be achieved with or without offsite manufacturing capability. The research forecasts a reduction of onsite labor of 35% compared to using traditional methods of construction, with less onsite operatives at risk of injury carrying out simpler assembly tasks within ergonomic mobile work cells. Further research is proposed to measure the benefits of the construction system following its implementation on a case study project
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