Socially-Constructed Metrics for Agile Quality: An Action Research Study

We present a method to develop socially-constructed metrics for ascertaining agile software development quality. Canonical action research (CAR) is our mode of inquiry, conducted in a key European player of healthcare information systems. The result is a set of meaningful metrics that are built according to three interrelated dimensions: (1) evidence from practice; (2) stakeholders expectations; and (3) stakeholders evaluation. Our contribution suggests simple artefacts to create socially-constructed metrics and the main guidelines to use them. Agile teams struggle with quality measurement, often supported by a plethora of metrics that do not adhere to rapidly changing project environments. We argue that socially-constructed metrics can address this problem, offering a contextualized perspective of quality that can improve tacit knowledge transfer; critical reflection about quality; and effective support in daily meetings, retrospectives, and audits. Moreover, it suggests a participative approach for continuous improvement in agile software development

Creating business value from big data and business analytics : organizational, managerial and human resource implications

This paper reports on a research project, funded by the EPSRC’s NEMODE (New Economic Models in the Digital Economy, Network+) programme, explores how organizations create value from their increasingly Big Data and the challenges they face in doing so. Three case studies are reported of large organizations with a formal business analytics group and data volumes that can be considered to be ‘big’. The case organizations are MobCo, a mobile telecoms operator, MediaCo, a television broadcaster, and CityTrans, a provider of transport services to a major city. Analysis of the cases is structured around a framework in which data and value creation are mediated by the organization’s business analytics capability. This capability is then studied through a sociotechnical lens of organization/management, process, people, and technology. From the cases twenty key findings are identified. In the area of data and value creation these are: 1. Ensure data quality, 2. Build trust and permissions platforms, 3. Provide adequate anonymization, 4. Share value with data originators, 5. Create value through data partnerships, 6. Create public as well as private value, 7. Monitor and plan for changes in legislation and regulation. In organization and management: 8. Build a corporate analytics strategy, 9. Plan for organizational and cultural change, 10. Build deep domain knowledge, 11. Structure the analytics team carefully, 12. Partner with academic institutions, 13. Create an ethics approval process, 14. Make analytics projects agile, 15. Explore and exploit in analytics projects. In technology: 16. Use visualization as story-telling, 17. Be agnostic about technology while the landscape is uncertain (i.e., maintain a focus on value). In people and tools: 18. Data scientist personal attributes (curious, problem focused), 19. Data scientist as ‘bricoleur’, 20. Data scientist acquisition and retention through challenging work. With regards to what organizations should do if they want to create value from their data the paper further proposes: a model of the analytics eco-system that places the business analytics function in a broad organizational context; and a process model for analytics implementation together with a six-stage maturity model

Management of a Multidisciplinary Research Project: A Case Study on Adopting Agile Methods

Agile methods, initially used by cross-functional teams in software development projects, can also facilitate teamwork in collaborative research processes. For this, project management-related issues need to be addressed, including the challenge of finding practical means for coordinating scientific collaboration, while garnering commitment from all participants. This article explores the utilisation of agile methods by a semi-distributed scientific team, for coordinating a multidisciplinary research project. It examines how these methods can contribute to task coordination in scientific research and highlights key factors for successful adoption of the agile framework in collaborative research projects. Data are collected from a research team, after a 10-week phase of implementing agile methods. Data analysis focuses on the effectiveness of team dynamics and the digital tools used for communication and coordination during the project. The findings indicate a perception that agile methods contribute to improved coordination and teamwork during project development, with less agreement on the utility of some of the tools used. Also, it suggests the importance of involvement of the Principal Investigator and the role and contribution of a Facilitator

Developing Socially-Constructed Quality Metrics in Agile: A Multi-Faceted Perspective

This research proposes development of socially-constructed metrics for quality assessment and improvement in Agile Software Development (ASD) projects. The first phase of our research includes an extensive literature review, which indicates that traditional (outcome-focused) metrics that evaluate quality are not directly transferable to adaptive, ASD projects. We then conduct semi-structured interviews confirming the necessity of considering people and process aspects for quality considerations in agile. We propose three dimensions for composite metrics in ASD, namely, (1) evidence (2) expectation and (3) critical evaluation. This combines quantitative and qualitative information drawn from people, process, and outcome-related factors. The proposed model allows ASD teams to concurrently conduct quality assessment and improvement during their projects, producing innovative metrics, adhering to the core principles of the agile manifesto. In our next research stage, this reference model will be tested and validated in practice

Raising Awareness In Distributed Agile Development - A Case Study Perspective

Raising and maintaining awareness in distributed agile cross-cultural teams is a challenging process, especially as the tenets of agile methods rely heavily on physical proximity, face-to-face communication, coordination and close collaboration. This paper reports on preliminary findings on how a distributed agile team within the financial sector, engages in raising awareness to carry out collaborative activities to accomplish project tasks. We have adapted the use of 3C Collaboration model as an evaluative mechanism to examine how the different dimensions (communication, coordination and cooperation) of the model stimulate awareness within a distributed agile team. The insights gained from the case study, suggest there is a constant interplay between the offshore and onshore teams to try and raise and maintain awareness in order to achieve project goal

Check Exception Automation (CEA) System

Check Exception Automation (CEA) System is a web application which provides the facility to create and resolve the check exception that occurs after the check is successfully deposited to the American Bank. Checks can be deposited via different channels such as ATM, Cash Vault (which is a kind of check dropping box) and via mobile. There are a number of exceptions that may occur after depositing the check such as missing signature, wrong amount, altered check, duplicate check and missing amount. The older check exception resolution process was manual process. The goal of this project is to automate the check resolution process with no or very little human involvement. This project is implemented using all the advanced technologies such as Java 1.7, Spring 3.1, Spring Security, Apache CXF web services and JQuery. This documentation describes the project plan which explains the requirements with timelines and the methodology used for project life cycle. It also briefly explains about the meeting plans and team building activities during the project development. Furthermore, it explains the problems existed in older system and the benefits expected from the new system. Moreover, this document also covers the basic technical as well as architectural aspects of the project. The project is implemented on agile methodology which is different than traditional waterfall model. This document also explains the interaction strategy and interaction flow among the development teams and business partners