On the Adaptation of an Agile Information Systems Development Method

Aydın, Mehmet N.; Harmsen, Frank; Slooten, Kees van; Stagwee, Robert A.

doi:10.4018/jdm.2005100102

Cited by 35 publications

(34 citation statements)

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“…Furthermore, there is evidence to suggest that this lack of cumulative reflection on past research is continuing. For example, in the new body of agile method research, there are many studies documenting how agile methods have been tailored, fragmented, and even combined (e.g., Fitzgerald et al 2006, Aydin et al 2004, Bowers et al 2002, Cao et al 2004, Fenwick 2003). Yet rather than taking the new method variant forward, subsequent researchers inevitably return to "base camp" and relay yet another account of how the original textbook version was tailored or customized.…”

Section: Problem Statementmentioning

confidence: 99%

Agility from First Principles: Reconstructing the Concept of Agility in Information Systems Development

Conboy

2009

Information Systems Research

585

431

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Awareness and use of agile methods has grown rapidly among the information systems development (ISD) community in recent years. Like most previous methods, the development and promotion of these methods have been almost entirely driven by practitioners and consultants, with little participation from the research community during the early stages of evolution. While these methods are now the focus of more and more research efforts, most studies are still based on XP, Scrum, and other industry-driven foundations, with little or no conceptual studies of ISD agility in existence. As a result, this study proposes that there are a number of significant conceptual shortcomings with agile methods and the associated literature in its current state, including a lack of clarity, theoretical glue, parsimony, limited applicability, and naivety regarding the evolution of the concept of agility in fields outside systems development. Furthermore, this has significant implications for practitioners, rendering agile method comparison and many other activities very difficult, especially in instances such as distributed development and large teams that are not conducive to many of the commercial agile methods. This study develops a definition and formative taxonomy of agility in an ISD context, based on a structured literature review of agility across a number of disciplines, including manufacturing and management where the concept originated, matured, and has been applied and tested thoroughly over time. The application of the texonomy in practice is then demonstrated through a series of thought trials conducted in a large multinational organization. The intention is that the definition and taxonomy can then be used as a starting point to study ISD method agility regardless of whether the method is XP or Scrum, agile or traditional, complete or fragmented, out-of-the-box or in-house, used as is or tailored to suit the project context.

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Section: Problem Statementmentioning

confidence: 99%

Agility from First Principles: Reconstructing the Concept of Agility in Information Systems Development

Conboy

2009

Information Systems Research

585

431

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“…The principle is to delivery specific requirements using fast, creative and flexible methods in an approach popularised by the Agile Software development approach (Aydin et al, 2005;Kurian, 2006;Nerur, 2007) and adopted by various communications companies such as Sabre, Sprint, Nortel, Symantec, Fidelity, Borland and Qwest (Holler, 2006). This is against the introduction of newer systems every three to five years.…”

Section: Discussionmentioning

confidence: 99%

Success criteria for systems led transformation

Ojiako

Maguire

2008

Industrial Management &Amp; Data Systems

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Purpose -Organisational transformation has been a major research theme over the last few decades. The main emphasis focuses on how successful organisations are using information systems and technology (IS/IT) to transform business operations. This paper aims to summarize and evaluate the key perspectives and concepts of change management. These perspectives and concepts are used to conduct an overview of the transformation of a major UK telecommunications company is using IS as a driver. Design/methodology/approach -This paper focuses on trying to understand the whole range of systems-related problems that may confront an organisation during the introduction of new operational systems as part of organisational change and transformation. The primary objective is to identify best practice. A case study focusing on a large organisation is the approach used to try and elicit learning. Findings -The view emerging from the case study is that there are generic problems that need to be addressed especially related to how system changes, processes and the customer are managed. Even with an increasing caseload of examples where large firms are unsuccessfully with major organisational transformations-companies are still willing to undergo this risky change process. Research limitations/implications -It is intended that this best practice framework will be used in other organisational environments. Originality/value -The paper contributes to widening studies on systems introduction as part of organisational change.

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“…SMD is a sub-subject of method development and refers to this adaptation process of method development. It is this process or ability through which (human and non-human) agents determine a system development approach for a specific project situation through responsive changes in, and dynamic interplays between, contexts, intentions, and method fragments [4]. SMD especially employs the input of the analysis and provides the output for the assembly, rather than focuses on method analysis or assembly of method fragments per se.…”

Section: Existing Review Studies and Approaches For MDmentioning

confidence: 99%

“…The key issue of situational method development is not exclusive focus on the analysis or the assembly, it is how method fragments, context, and method stakeholders are adapted to each other in a project situation. Thus, what lies at heart of SME is method adaptation [4].…”

Section: Existing Review Studies and Approaches For MDmentioning

confidence: 99%

Taxonomic Dimensions for Studying Situational Method Development

Aydın

Harmsen

Hillegersberg

2007

IFIP — The International Federation for Information Processing

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Abstract. This paper is concerned with fragmented literature on situational method development, which is one of fundamental topics related to information systems development (ISD) methods. As the topic has attracted many scholars from various and possibly complementary schools of thought, different interpretations and understandings of key notions related to method development are present. In this paper, we regard such understandings as both challenges and opportunities for studying this topic. Upon the extensive review of relevant research, this paper shows how this literature fragmentation has resulted in and what needs to be done to make sense of the various understandings for studying situational ISD methods. For the latter, we propose the use of a number of taxonomic dimensions. We argue that these dimensions can help to ease the conduct of literature review and to position disparate research endeavors concerning situational method development properly. In particular, we discuss three basic studies to demonstrate how the taxonomic dimensions can be useful in studying the subject matter.

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On the Adaptation of an Agile Information Systems Development Method

Cited by 35 publications

References 0 publications

Agility from First Principles: Reconstructing the Concept of Agility in Information Systems Development

Agility from First Principles: Reconstructing the Concept of Agility in Information Systems Development

Success criteria for systems led transformation

Taxonomic Dimensions for Studying Situational Method Development

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