2019
DOI: 10.1007/978-3-030-36701-5_3
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On the Mapping of Underlying Concepts of a Combined Use of Lean and User-Centered Design with Agile Development: The Case Study of the Transformation Process of an IT Company

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Cited by 3 publications
(2 citation statements)
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“…Ever since the teams started working at the PUCRS lab, we have analyzed several aspects of this case, from comparing the teams' use of the combined approach to existing literature [32] to analyzing how experimentation takes place during their development process [9] and what are the success and failure factors to adopting the combined approach from the teams' perspective [12]. As previously mentioned, our goal is to better comprehend the combined approach with two main contributions in mind: practice-wise, to help ORG in devising and rolling out a reduced-cost transformation effort throughout their organization by understanding the intricacies of doing so; and academic-wise, to conceptually develop, in the long-run, what we dubbed as an ''acceleration'' model [33]-a model to assist in such kind of transformation effort by identifying what knowledge (e.g., on experimentation, on developing empathy with the user, on pair programming) is required for a software team to develop a certain product using the combined approach, diagnosing the gap between the required and the actual team knowledge, and offering support to follow-up on actions aiming to fill in this knowledge gap.…”
Section: Case Settingmentioning
confidence: 99%
“…Ever since the teams started working at the PUCRS lab, we have analyzed several aspects of this case, from comparing the teams' use of the combined approach to existing literature [32] to analyzing how experimentation takes place during their development process [9] and what are the success and failure factors to adopting the combined approach from the teams' perspective [12]. As previously mentioned, our goal is to better comprehend the combined approach with two main contributions in mind: practice-wise, to help ORG in devising and rolling out a reduced-cost transformation effort throughout their organization by understanding the intricacies of doing so; and academic-wise, to conceptually develop, in the long-run, what we dubbed as an ''acceleration'' model [33]-a model to assist in such kind of transformation effort by identifying what knowledge (e.g., on experimentation, on developing empathy with the user, on pair programming) is required for a software team to develop a certain product using the combined approach, diagnosing the gap between the required and the actual team knowledge, and offering support to follow-up on actions aiming to fill in this knowledge gap.…”
Section: Case Settingmentioning
confidence: 99%
“…In academia, Moralles et al [41] conducted an empirical study to compare Extreme Programming (XP), Lean, and UCD concepts identified through literature reviews with what was being used in practice by two software development teams that use a development methodology that encompasses the three methods.…”
Section: Agile Lean Startup and User-centered Designmentioning
confidence: 99%