Prediction based cost estimation technique in agile development

Butt, Shariq Aziz; Ercan, Tuncay; Binsawad, Muhammad; Ariza-Colpas, Paola-Patricia; Díaz-Martinez, Jorge; Piñeres-Espitia, Gabriel; De-La-Hoz-Franco, Emiro; Melo, Marlon Alberto Pineres; Ortega, Roberto Morales; De-La-Hoz-Hernández, Juan-David

doi:10.1016/j.advengsoft.2022.103329

Cited by 14 publications

(2 citation statements)

References 42 publications

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“…4 Individual members and their teams fail to keep track of other teams' work, have trouble estimating how their work impacts their extra-team counterparts and manage interdependencies that appear out of the blue when the tasks are closed, and simply get confused about some roles and responsibilities. 15,37,38 Such coordination and backlog/requirement management weaknesses and shortcomings in multi-team settings are approached with a wide spectrum of meetings 39 of both formal and informal nature. 40 Practitioners attempt to devise and field-test specialized "learning by doing" self-service kits that enhance skills and mindset as well as position expert agile practitioners as prosumers to counterbalance agile competency gaps.…”

Section: Large-scale Agile Transformationsmentioning

confidence: 99%

“…Organizations leave training out of transformation's scope, maintain as‐usual workloads despite the transformation process itself temporarily yielding new workflows, and keep a number of old commitments that under the new reality should be discontinued 4 . Individual members and their teams fail to keep track of other teams' work, have trouble estimating how their work impacts their extra‐team counterparts and manage interdependencies that appear out of the blue when the tasks are closed, and simply get confused about some roles and responsibilities 15,37,38 . Such coordination and backlog/requirement management weaknesses and shortcomings in multi‐team settings are approached with a wide spectrum of meetings 39 of both formal and informal nature 40 .…”

Section: Background and Related Workmentioning

confidence: 99%

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Scaling scrum with a customized nexus framework: A report from a joint industry‐academia research project

2023

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Despite a wide range of scaling frameworks available, large‐scale agile transformations are not straightforward undertakings. Few organizations have structures in place that fit the predefined workflows – while once one applies an off‐the‐shelf framework outside of its prescribed process, guidance quickly runs out. In this paper, we demonstrate how to instantiate a method configuration process using a lightweight experimental approach embedded in Action Research cycles. The proposed approach was developed to assist practitioners working on a multiple‐team project at Intel Technology Poland to find the right practices to continue their Nexus‐based transformation and integrate their in‐house method into the already established company structures, processes, and routines. In particular, it enabled identifying a series of challenges with scaled practices and coping with those. The challenges ranged from logistical problems, through poor availability of the Product Owner, to lackluster knowledge transfer and a wide array of communication/coordination issues at meetings. The study broadens the current body of knowledge within technology management and the scaled agile method‐tailoring domain. It indicates potential corrective actions that may be taken advantage of by entities that are not inclined, due to organizational constraints, to directly implement an off‐the‐shelf framework. Furthermore, our study demonstrates that a gradual transition to large‐scale agile at the project level (1) is possible with the preservation of traditional command‐and‐control management practices; (2) requires neither middle management involvement nor upfront investment; and (3) does not need to disrupt the continuous delivery of the product.

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Section: Large-scale Agile Transformationsmentioning

confidence: 99%

Section: Background and Related Workmentioning

confidence: 99%

Scaling scrum with a customized nexus framework: A report from a joint industry‐academia research project

2023

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Overcoming Challenges of Virtual Scrum Teams: Lessons Learned Through an Action Research Study

Bablo,

Marcinkowski,

Przybylek

2023

Lecture Notes in Business Information Processing

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After the COVID-19 breakout, agile teams found themselves in situations that “pure agilists” and textbooks on agile methods had preferred to ignore. Whereas agile mindsets helped them to quickly shift to remote work, mere virtualization of agile practices often proved insufficient, and several challenges emerged. This paper reports on an Action Research project carried out in Lufthansa Systems Poland with the aim of (1) revisiting their ad-hoc actions to adapt to remote work; and (2) elaborating systematic solutions to maintain efficiency in such a setting. With our assistance, the participating teams found measures to mitigate issues posed by the new work environment. They devised an inter-team communication model to improve the effectiveness of information exchange that had declined in the absence of spontaneous, face-to-face communication. Moreover, they employed several other mitigation strategies, including working at least one day per week in the office, keeping webcams on during online meetings, and recapping meetings at the end of a session. Our study largely supports previous findings indicating that Scrum can be effectively applied beyond its comfort zone but also suggests that for adaptations to be successful and comprehensive, they should be developed in a structured manner.

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