28,020 research outputs found
An approach to reconcile the agile and CMMI contexts in product line development
Software product line approaches produce reusable platforms and architectures for products set developed by specific companies. These approaches are strategic in nature requiring coordination, discipline,
commonality and communication. The Capability Maturity Model (CMM) contains important guidelines for process improvement, and specifies "what" we must have into account to achieve the disciplined processes
(among others things). On the other hand, the agile context is playing an increasingly important role in current software engineering practices, specifying "how" the software practices must be addressed to obtain agile processes. In this paper, we carry out a preliminary analysis for reconciling agility and maturity models in software product line domain,
taking advantage of both.Postprint (published version
Comparative Study on Agile software development methodologies
Today-s business environment is very much dynamic, and organisations are
constantly changing their software requirements to adjust with new environment.
They also demand for fast delivery of software products as well as for
accepting changing requirements. In this aspect, traditional plan-driven
developments fail to meet up these requirements. Though traditional software
development methodologies, such as life cycle-based structured and object
oriented approaches, continue to dominate the systems development few decades
and much research has done in traditional methodologies, Agile software
development brings its own set of novel challenges that must be addressed to
satisfy the customer through early and continuous delivery of the valuable
software. It is a set of software development methods based on iterative and
incremental development process, where requirements and development evolve
through collaboration between self-organizing, cross-functional teams that
allows rapid delivery of high quality software to meet customer needs and also
accommodate changes in the requirements. In this paper, we significantly
identify and describe the major factors, that Agile development approach
improves software development process to meet the rapid changing business
environments. We also provide a brief comparison of agile development
methodologies with traditional systems development methodologies, and discuss
current state of adopting agile methodologies. We speculate that from the need
to satisfy the customer through early and continuous delivery of the valuable
software, Agile software development is emerged as an alternative to
traditional plan-based software development methods. The purpose of this paper,
is to provide an in-depth understanding, the major benefits of agile
development approach to software development industry, as well as provide a
comparison study report of ASDM over TSDM.Comment: 25 pages, 25 images, 86 references used, with authors biographie
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
What are Hybrid Development Methods Made Of? An Evidence-Based Characterization
Among the multitude of software development processes available, hardly any is used by the book. Regardless of company size or industry sector, a majority of project teams and companies use customized processes that combine different development methods— so-called hybrid development methods. Even though such hybrid development methods are highly individualized, a common understanding of how to systematically construct synergetic practices is missing. In this paper, we make a first step towards devising such guidelines. Grounded in 1,467 data points from a large-scale online survey among practitioners, we study the current state of practice in process use to answer the question: What are hybrid development methods made of? Our findings reveal that only eight methods and few practices build the core of modern software development. This small set allows for statistically constructing hybrid development methods. Using an 85% agreement level in the participants’ selections, we provide two examples illustrating how hybrid development methods are characterized by the practices they are made of. Our evidence-based analysis approach lays the foundation for devising hybrid development methods
Agile methods for agile universities
We explore a term, Agile, that is being used in various workplace settings, including the management of universities. The term may have several related but slightly different meanings. Agile is often used in the context of facilitating more creative problem-solving and advocating for the adoption, design, tailoring and continual updating of more innovative organizational processes. We consider a particular set of meanings of the term from the world of software development. Agile methods were created to address certain problems with the software development process. Many of those problems have interesting analogues in the context of universities, so a reflection on agile methods may be a useful heuristic for generating ideas for enabling universities to be more creative
Involving External Stakeholders in Project Courses
Problem: The involvement of external stakeholders in capstone projects and
project courses is desirable due to its potential positive effects on the
students. Capstone projects particularly profit from the inclusion of an
industrial partner to make the project relevant and help students acquire
professional skills. In addition, an increasing push towards education that is
aligned with industry and incorporates industrial partners can be observed.
However, the involvement of external stakeholders in teaching moments can
create friction and could, in the worst case, lead to frustration of all
involved parties. Contribution: We developed a model that allows analysing the
involvement of external stakeholders in university courses both in a
retrospective fashion, to gain insights from past course instances, and in a
constructive fashion, to plan the involvement of external stakeholders. Key
Concepts: The conceptual model and the accompanying guideline guide the
teachers in their analysis of stakeholder involvement. The model is comprised
of several activities (define, execute, and evaluate the collaboration). The
guideline provides questions that the teachers should answer for each of these
activities. In the constructive use, the model allows teachers to define an
action plan based on an analysis of potential stakeholders and the pedagogical
objectives. In the retrospective use, the model allows teachers to identify
issues that appeared during the project and their underlying causes. Drawing
from ideas of the reflective practitioner, the model contains an emphasis on
reflection and interpretation of the observations made by the teacher and other
groups involved in the courses. Key Lessons: Applying the model retrospectively
to a total of eight courses shows that it is possible to reveal hitherto
implicit risks and assumptions and to gain a better insight into the
interaction...Comment: Abstract shortened since arxiv.org limits length of abstracts. See
paper/pdf for full abstract. Paper is forthcoming, accepted August 2017.
Arxiv version 2 corrects misspelled author nam
An Empirical Study on Decision making for Quality Requirements
[Context] Quality requirements are important for product success yet often
handled poorly. The problems with scope decision lead to delayed handling and
an unbalanced scope. [Objective] This study characterizes the scope decision
process to understand influencing factors and properties affecting the scope
decision of quality requirements. [Method] We studied one company's scope
decision process over a period of five years. We analyzed the decisions
artifacts and interviewed experienced engineers involved in the scope decision
process. [Results] Features addressing quality aspects explicitly are a minor
part (4.41%) of all features handled. The phase of the product line seems to
influence the prevalence and acceptance rate of quality features. Lastly,
relying on external stakeholders and upfront analysis seems to lead to long
lead-times and an insufficient quality requirements scope. [Conclusions] There
is a need to make quality mode explicit in the scope decision process. We
propose a scope decision process at a strategic level and a tactical level. The
former to address long-term planning and the latter to cater for a speedy
process. Furthermore, we believe it is key to balance the stakeholder input
with feedback from usage and market in a more direct way than through a long
plan-driven process
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