Business process management approach for improving agile software process and agile maturity

Abstract

Continuous improvement of agile software processes is inevitable in order to reach sustainable and high‐quality project outcomes. In this sense, organizations need guidance on how to apply agile software process improvement effectively; comprehensive approaches with in‐depth analysis and guidelines are required to keep software processes in balance and to continuously improve them, as in a typical business process, over time. This research aims to explore the implementation of Business Process Management approach for improving an agile software process and accordingly agile maturity level. Many organizations utilize from Business Process Management approach in order to improve workflows and to discover organization‐specific weaknesses. For this purpose, the study presents a practical, flexible model based on Business Process Management approach for agile software process improvement, which also incorporates maturity assessment for measuring the agile maturity level. Furthermore, an exploratory case study with a triangulation methodology of mixed methods was carried out for implementation of the model. The research puts forward that Business Process Management approach can be used for in‐depth analysis of agile software process, discovery of problems, and redesign of the process. The research roadmap introduces worthwhile insights on agile software process improvement for researchers and practitioners.

Analysis of the Use of Agile Methods, Tools and Techniques in Foundry Enterprises

“…An overview of the best-known and most widely used agile methodologies, tools and techniques is presented in Table 1. Gemino et al, 2021;Kose, 2021;Penha et al, 2020;Lappi et al, 2018) The most important assumption of agile methodologies is the observation that the customer's requirements not infrequently change during the project. Agile methodologies pay attention to direct communication between work team members -often minimizing the need for documentation (Penha et al, 2020).…”

“…The early 1970s, was associated with strong support for the well-established cascade approach, which is now often criticized for its relatively low flexibility and poor adaptation to the changing environment (Wolniak, 2020;Czerwinska, 2020: Pacana andSiwiec and Pacana, 2021). The introduction of an agile approach (Agile) to project management activities is a response to the inflexibility of the cascading approach in project execution (Gemino et al, 2021;Kose, 2021). A significant step in changing the direction of management was made by Schwaber and Sutherlandaw, publishing an article in 1986 outlining a different management approach called SCRUM.…”