Introducing an Agile Process to an Organization

Cohn, Mike; Ford, Denae

doi:10.1109/mc.2003.1204378

Cited by 157 publications

(145 citation statements)

References 3 publications

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“…Lack of knowledge about how Agile practices can improve the software development process or how they can be used to benefit the user's mission is cited as a key barrier to the adoption of Agile development [4]. The transition to Agile development from traditional Waterfall approach is akin to changing the team's mindset which causes a natural resistance to the transition [15] [16]. It is very likely that during such a transition, managers might be wary of giving up control as they are more used to the control and command based kind of approach to handle the software development project.…”

Section: Discussionmentioning

confidence: 99%

Agile Development: Exploring What Practitioners Want to Know

Surendra¹,

Nazir²

2018

JSEA

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Agile development has its origins and roots in practice rather than academia. Hence, in this research, we go to the practitioners' world to explore what they want to know about Agile development. We conducted our study using a multi-methodological approach, a combination of a survey and an interpretive case study. We learned that Agile development is yet to reach a mature phase with: a) relatively limited numbers of experienced Agile practitioners; b) a large number of software developers who were trained in plan-based Waterfall development trying to transition to Agile; c) some companies and practitioners continuing to be skeptical of the benefits of Agile development over plan-based development; and d) tools in the process of being developed to support Agile development. Based on those factors, we learned that practitioners are wanting to find answers to the following questions: a) What should good Agile practitioners and teams know and do? b) How to train developers and teams to become good Agile practitioners? c) How to transition from plan-driven Waterfall development to Agile development? d) What tools are available to practice Agile development? How to use them to support Agile practices? The following are the answers we derived from our interpretive case study for the above four questions: a) Good Agile practitioners define their job in terms of the client's mission; they don't define their jobs as analysts, designers, programmers, testers, or project managers; b) For training, Agile practices such as test-driven development and continuous integration are best understood not in theory but by the act of doing; for organizational adoption of Agile development, Agile practices should be used not only in software development but encouraged in all functional areas; c) The best way to introduce a plan-based Waterfall practitioner to Agile is to have him think of Agile in terms of something familiar, as a series of mini-waterfalls that have very quick iterations; d) Simple tools, even non-software tools, that help manage Agile practices intuitively are preferable to complex Agile management software.

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Section: Discussionmentioning

confidence: 99%

Agile Development: Exploring What Practitioners Want to Know

Surendra¹,

Nazir²

2018

JSEA

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“…The themes were: developer fear as a result of the transparency of skill deficiencies; the need for developers to be "master of all trades"; dependency on social skills; deficiency of developers' business knowledge; the need to understand and learn values and principles of agile, not just the practices; lack of developer motivation to use agile methods; implications of devolved decision-making; the need for agile compliant performance evaluation; and absence of specific recruitment policies and absence of trained IT graduates for agile. Cohn and Ford [27] focused on the challenges related to the transition from plan-driven processes to agile processes and the wider impact of this transition not only on the development team members, but also on management, other departments, and other agile teams. They proposed several approaches for introducing agile to organisations.…”

Section: Figure 1: the Challenge Wall At Abc 2013mentioning

confidence: 99%

Agile Challenges in Practice: A Thematic Analysis

Gregory

Barroca

Taylor

et al. 2015

Lecture Notes in Business Information Processing

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Abstract. As agile is maturing and becoming more widely adopted, it is important that researchers are aware of the challenges faced by practitioners and organisations. We undertook a thematic analysis of 193 agile challenges collected at a series of agile conferences and events during 2013 and 2014. Participants were mainly practitioners and business representatives along with some academics. The challenges were thematically analysed by separate authors, synthesised, and a list of seven themes and 27 sub-themes was agreed. Themes were Organisation, Sustainability, Culture, Teams, Scale, Value and Claims and Limitations. We compare our findings against previous attempts to identify and categorise agile challenges. While most themes have persisted we found a shift of focus towards sustainability, business engagement and transformation, as well as claims and limitations. We identify areas for further research and a need for innovative methods of conveying academic research to industry and industrial problems to academia.

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“…Cohn and Ford [15] claim that Scrum is more suitable for web projects. Moreover, it is found suitable for producing software products in turbulent environments with high expectations.…”

Section: Background 21 Scrummentioning

confidence: 99%

A Scrumban integrated gamification approach to guide software process improvement: a Turkish case study

Yılmaz

O’Connor

2016

Teh. vjesn.

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Original scientific article In recent years, there has been an increasing interest in tailoring agile development methodologies by combining different agile practices. The adoption of such a balancing approach requires a systematic customization of best practices among agile methodologies. This paper presents an empirical case study for adopting a hybrid Scrumban methodology with an integrated gamification approach, which was conducted in the context of a small-medium enterprise (SME). First, we conducted a focus group to better understand the potential inquiries that might have been useful to improve the development process. Secondly, we employed a cross-sectional survey approach to explore the company personnel's opinions regarding the changes in the process. The survey data was collected from 30 practitioners who were working for the same project in a software development organization in a technology research centre. The descriptive statistics were calculated with paired sample t-tests being used to compare for integration process that contains three stages (i) initial stage, (ii) Scrumban stage, (iii) Scrumban with integrated Gamification stage. The preliminary results of this research support the idea that a set of game elements can be integrated with a hybrid software development methodology to enhance individual and organizational productivity.Keywords: game-based agile software development; gamification; Scrumban; software process improvement Gamifikacijski pristup s integriranom Scrumban metodologijom u poboljšanju razvoja softvera: turska analiza slučajaIzvorni znanstveni članak Zadnjih je godina povećan interes za razvoj agilnih razvojnih metodologija spajanjem raznih agilnih tehnika. Prihvaćanje takvog balansirajućeg pristupa zahtijeva sistematsko prilagođavanje najboljih tehnika među agilnim metodologijama. U radu je predstavljena empirijska analiza slučaja za povezivanje hibridne Scrumban metodologije s integriranim pristupom gamifikacije, koji je proveden u okviru malog-srednjeg poduzeća (SME). Najprije smo odabranu grupu upoznali s mogućim upitima, korisnim za poboljšanje razvojnog procesa. Zatim smo jednom preglednom anketom istražili mišljenja osoblja poduzeća o promjenama u postupku. Dobili smo odgovore 30 zaposlenih na istom projektu u organizaciji koja se bavi razvojem softvera u centru za tehnološka istraživanja. Opisni statistički podaci dobiveni su odgovarajućim t-testovima upotrijebljenim kako bi se usporedio postupak integracije koji se sastoji od tri stadija: (i) početni, (ii) Scrumban stadij, (iii) Scrumban s integriranim Gamificacijskim stadijem. Preliminarni rezultati tog istraživanja podržavaju ideju da se niz elemenata igre može uključiti u hibridnu metodologiju razvoja softvera kako bi se povećala pojedinačna i organizacijska proizvodnost.Ključne riječi: agilni razvoj softvera zasnovan na igri; gamifikacija; poboljšanje razvoja softvera; Scrumban

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Introducing an Agile Process to an Organization

Cited by 157 publications

References 3 publications

Agile Development: Exploring What Practitioners Want to Know

Agile Development: Exploring What Practitioners Want to Know

Agile Challenges in Practice: A Thematic Analysis

A Scrumban integrated gamification approach to guide software process improvement: a Turkish case study

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