Improving speed and productivity of software development: a global survey of software developers

Blackburn, Joseph D.; Scudder, Gary D.; Wassenhove, Luk N. Van

doi:10.1109/32.553636

Cited by 148 publications

(152 citation statements)

References 6 publications

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“…Many determinants of the studied projects were the same as the determinants of pre-agile projects [2,3,12,17]. Requirements could only be stabilized when the product and product use were clear enough.…”

Section: Discussionmentioning

confidence: 92%

“…Determinants that were not reported by the subjects to be problematic were team sizing [3] and tooling [6]. They seemed to have been adequately addressed by the organization.…”

Section: Discussionmentioning

confidence: 99%

“…Wrong estimates and scheduling problems increase the error rate of investment decisions [12]. Productivity problems and delays affect the company's bottom line because market share erodes rapidly and the market is entered with a little attractive product [3].…”

Section: Related Workmentioning

confidence: 99%

“…The ability to plan is a key determinant: requirements engineering, prototyping, and reuse reduce the need for error correction and rework [2,3]. Requirements engineering, in particular, enables effort estimation, project negotiation, progress tracking, and high test coverage [12].…”

Section: Related Workmentioning

confidence: 99%

“…Software architecture limits the number of developers that can effectively work together on a software solution [7]. Small teams with better programmers are more productive than large teams [3]. Tools, finally, have positive or negative effects on productivity [6].…”

Section: Related Workmentioning

confidence: 99%

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Perspectives on Productivity and Delays in Large-Scale Agile Projects

Badampudi

Fricker

Moreno

2013

Lecture Notes in Business Information Processing

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Abstract. Many large and distributed companies run agile projects in development environments that are inconsistent with the original agile ideas. Problems that result from these inconsistencies can affect the productivity of development projects and the timeliness of releases. To be effective in such contexts, the agile ideas need to be adapted. We take an inductive approach for reaching this aim by basing the design of the development process on observations of how context, practices, challenges, and impacts interact. This paper reports the results of an interview study of five agile development projects in an environment that was unfavorable for agile principles. Grounded theory was used to identify the challenges of these projects and how these challenges affected productivity and delays according to the involved project roles. Productivity and delay-influencing factors were discovered that related to requirements creation and use, collaboration, knowledge management, and the application domain. The practitioners' explanations about the factors' impacts are, on one hand, a rich empirical source for avoiding and mitigating productivity and delay problems and, on the other hand, a good starting point for further research on flexible large-scale development.

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Section: Discussionmentioning

confidence: 92%

“…Determinants that were not reported by the subjects to be problematic were team sizing [3] and tooling [6]. They seemed to have been adequately addressed by the organization.…”

Section: Discussionmentioning

confidence: 99%

Section: Related Workmentioning

confidence: 99%

Section: Related Workmentioning

confidence: 99%

Section: Related Workmentioning

confidence: 99%

See 3 more Smart Citations

Perspectives on Productivity and Delays in Large-Scale Agile Projects

Badampudi

Fricker

Moreno

2013

Lecture Notes in Business Information Processing

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A multiple case study on the inter-group interaction speed in large, embedded software companies employing agile

Martini

Pareto

Bosch

2015

J. Softw. Evol. and Proc.

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The adoption of Agile Software Development in large companies is a recent phenomenon of great interest both for researchers and practitioners. Although intra-team interaction is well supported by established agile practices, the critical interaction between the agile team and other parts of the organization is still unexplored in literature. Such interactions slow down the development, hindering the achievement of business goals based on speed: short time to market, quick replication of products of a product-line, and reaction time for product evolution.We have employed a two-year long multiple-case case-study, collecting data through interviews and a survey in three large companies developing embedded software. Through a combination of qualitative and quantitative analysis, we have found strong evidence that interaction challenges between the development team and other groups in the organization hinder speed and are widespread in the organizations.This paper also identifies current practices in use at the studied companies and provides detailed guidelines for novel solutions in the investigated domain. Such practices are called boundary-spanning activities in information system research and coordination theory. We present a comparison between large embedded software companies employing agile and developing a line of products based on reused assets and agile companies developing pure software. We highlight specific contextual factors and areas where novel spanning activities are needed for mitigating the interaction challenges hindering speed.

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Team‐external coordination in large‐scale software development projects

Sablis

Šmite

Moe

2020

J Software Evolu Process

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High‐quality work is said to depend on team abilities. However, teams working in large‐scale projects often do not have all expertise to complete their tasks, which are also highly interdependent. Therefore, teams need to rely on coordination with other teams, experts, and supporting roles. In this paper, we explore teams' coordination needs and evaluate the impact of the satisfaction of these needs on team performance. We conducted an embedded multicase study with nine teams in two projects in two companies. We collected qualitative data through nine focus groups and 19 interviews and quantitative data using a questionnaire with 49 members from the studied teams. Our results suggest that project‐, team‐, and task‐related characteristics impact teams' coordination needs. Even in the same project, teams may have different expertise and work coordination needs. We found that the satisfaction of these needs seems to influence teams' performance, although our results are inconclusive and yield a closer look in future research. On the basis of our findings, we recommend the companies to cultivate a networking culture and support teams external coordination with other teams and experts, paying attention to their needs, for example, driven by a lack of experience or increased work complexity.

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Improving speed and productivity of software development: a global survey of software developers

Cited by 148 publications

References 6 publications

Perspectives on Productivity and Delays in Large-Scale Agile Projects

Perspectives on Productivity and Delays in Large-Scale Agile Projects

A multiple case study on the inter-group interaction speed in large, embedded software companies employing agile

Team‐external coordination in large‐scale software development projects

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