Kanban in software development: A systematic literature review

Ahmad, Muhammad Ovais; Markkula, Jouni; Ovio, Markku

doi:10.1109/seaa.2013.28

Cited by 123 publications

(111 citation statements)

References 4 publications

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“…Researchers suggest that in assessing the success of a project, learning and monitoring are key performance indicators (Al-Baik & Miller, 2014). Waste is defined as every element in the project that does not produce value to the customer (Ahmad et al, 2013;Ericsson & Granlöf, 2011). Extra processes, features, defects, and partially completed work are also considered as waste (Ahmad et al, 2013).…”

Section: Kanban Elementsmentioning

confidence: 99%

“…Waste is defined as every element in the project that does not produce value to the customer (Ahmad et al, 2013;Ericsson & Granlöf, 2011). Extra processes, features, defects, and partially completed work are also considered as waste (Ahmad et al, 2013).…”

Section: Kanban Elementsmentioning

confidence: 99%

“…BENEFITS AND CHALLENGES OF KANBAN Ahmad et al (2013) report on several benefits of using Kanban during software development. These include the following: Improved understating of entire processes, Refined software quality, Increased focus on customer needs and satisfactions, Increased motivation of developers, Enriched communication and coordination between team and stakeholders, Quicker bug fixes, Improved software productivity, Increased problem-solving ability (easy detection and removal of bugs), Decreased batch size, Reduced time to delivery, Increased release frequency, Efficiently controlled software development projects, Increased ability to manage changes to requirements, and Quicker feedback on features, amongst others.…”

Section: Kanban Elementsmentioning

confidence: 99%

“…Kanban is a software development methodology which applies Lean principles (Ahmad, Markkula, & Oivo, 2013;Ikonen, Pirinen, Fagerholm, Kettunen, & Abrahamsson, 2011). Kanban is becoming increasingly popular (Ahmad et al, 2013) and is being used to enhance Scrum and other Agile methodologies (Ahmad, Markkula, Oivo, & Kuvaja, 2014).…”

Section: Introductionmentioning

confidence: 99%

“…Kanban is becoming increasingly popular (Ahmad et al, 2013) and is being used to enhance Scrum and other Agile methodologies (Ahmad, Markkula, Oivo, & Kuvaja, 2014). Although Kanban's popularity is increasing, many questions with regard to its adoption in software development are still not answered.…”

Section: Introductionmentioning

confidence: 99%

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The Use of Kanban to Alleviate Collaboration and Communication Challenges of Global Software Development

Tanner¹,

Dauane²

2017

InSITE Conference

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[This Proceedings paper was revised and published in the journal Issues in Informing Science and Information Technology] Aim/Purpose : This paper aims to describe how various Kanban elements can help alleviate two prominent types of challenges, communication and collaboration in Global Software Development (GSD). Background: Iterative and Lean development methodologies like Kanban have gained significance in the software development industry, both in the co-located and globally distributed contexts. However, little is known on how such methodologies can help mitigate various challenges in that occur in a globally distributed software development context. Methodology: The study was conducted using a single-case study based on a general inductive approach to analysis and theory development. Through the literature review, collaboration and communication challenges that GSD teams face were identified. Data collected through semi-structured interviews was then inductively analyzed to describe how the case-study teams employed various Kanban elements to mitigate communication and collaboration challenges they face during GSD. Findings: The study found that some Kanban elements, when properly employed, can help alleviate collaboration and communication challenges that occur within GSD teams. These relate to Inclusion Criteria, Reverse Items, Kanban Board, Policies, Avatars, and Backlog. Contribution: The paper contributes to knowledge by proposing two simple concept maps that detail the specific types of communication and collaboration challenges which can be alleviated by the aforementioned Kanban elements in GSD. Recommendations for Practitioners: This paper is relevant to GSD teams who are seeking ways to enhance their team collaboration and communication as these are the most important elements that contribute to GSD project success. It is recommended that relevant Kanban elements be used to that effect, depending on the challenges that they aim to alleviate. Future Research: Future research can investigate the same research questions (or similar ones) using a quantitative approach.

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Section: Kanban Elementsmentioning

confidence: 99%

Section: Kanban Elementsmentioning

confidence: 99%

Section: Kanban Elementsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

The Use of Kanban to Alleviate Collaboration and Communication Challenges of Global Software Development

Tanner¹,

Dauane²

2017

InSITE Conference

View full text Add to dashboard Cite

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Effectivity and economical aspects for agile quality assurance in large enterprises

Poth

2016

J Software Evolu Process

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The transition from a classical to an agile software development procedure needs a structured and strategic roll out to realize the expected benefits of the transition phase. Quality assurance as part of the software development has also to be designed to realize its targets of the agile transition for adequate project and program quality assurance. Besides effectivity the economic aspects have to be implemented also in a value‐driven agile product quality assurance. This tension between effectivity and economy will be shown on the example of the Volkswagen group IT. The transition is mapped to the SPI Manifesto to demonstrate the currency in 2009 of the established values and principles for software process improvement.

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An empirical study of portfolio management and Kanban in agile and lean software companies

Ahmad

Lwakatare

Kuvaja

et al. 2016

J Software Evolu Process

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Traditional portfolio management tools and methods are challenging for software companies that use agile and lean approaches, because of the complex pre‐planning activities required. In this paper, traditional portfolio management tools and methods that have been conventionally used in industry and presented in literature are reviewed. Findings concerning their use in agile and lean software companies are investigated, on the basis of the literature review and semi‐structured interviews conducted in 7 agile and lean software companies in Finland. The findings indicate that the studied companies do not use traditional portfolio management tools and methods in their entirety. The software companies adapted suitable components from traditional portfolio management tools and methods into their practices. They also apply new tools and methods to manage their portfolios of offerings, to cope with the dynamics required by agile and lean methods. The companies' emphasis is on using tools to facilitate immediate feedback from customers, to assess the value of offerings in their portfolio. The results showed a growing interest in using Kanban at the portfolio level to provide a visual overview of offerings.

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Kanban in software development: A systematic literature review

Cited by 123 publications

References 4 publications

The Use of Kanban to Alleviate Collaboration and Communication Challenges of Global Software Development

The Use of Kanban to Alleviate Collaboration and Communication Challenges of Global Software Development

Effectivity and economical aspects for agile quality assurance in large enterprises

An empirical study of portfolio management and Kanban in agile and lean software companies

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