Refining a model for sustained usage of agile methodologies

Senapathi, Mali; Drury‐Grogan, Meghann L.

doi:10.1016/j.jss.2017.07.010

Cited by 28 publications

(17 citation statements)

References 40 publications

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“…2) Tools Used by Industry Teams to Support BDD and ATDD: Fig. 4 summarizes the different BDD tools used by respondents 6 . 3) Plans to Use BDD in the Future: Almost half of the respondents said that their organizations will use BDD as an optional tool on some projects in the future, while more than a quarter of the respondents said that it will be used as a key tool on all projects.…”

Section: Resultsmentioning

confidence: 99%

“…RQ2: Perceived benefits and challenges of using BDD: We use the following factors from the Agile Usage Model (AUM) [44], [6], [4] to explain the perceived importance, overall benefits and challenges of BDD. In the AUM, the following terms are used:…”

Section: Discussion and Threats To Validitymentioning

confidence: 99%

“…Like many other agile practices, the adoption and continued use of BDD is affected by organizational, people, process and technical factors, discussed in [4], [5], [6], [7]. As the technique enters its second decade of use, a considerable body of experience has been built up by practitioners, and lessons have been learnt about both the strengths and the challenges involved in its practical application on real projects.…”

Section: Introductionmentioning

confidence: 99%

“…In other work, Vijaysarathy et al investigated reasons why people and organizations adopt and use agile practices, and the benefits and challenges that face development teams at early stages of adoption of particular agile practices [5]. Various summaries of the organizational, people, process and technical factors that affect the adoption of agile methods can be found in the literature [6], [7], [11]. However, to the best of our knowledge, no study has attempted to study these factors in the context of BDD.…”

Section: Introductionmentioning

confidence: 99%

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Maintaining behaviour driven development specifications: Challenges and opportunities

Binamungu

Embury

Κωνσταντίνου

2018

2018 IEEE 25th International Conference on Software Analysis, Evolution and Reengineering (SANER)

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Abstract-In Behaviour-Driven Development (BDD) the behaviour of a software system is specified as a set of example interactions with the system using a "Given-WhenThen" structure. These examples are expressed in high level domain-specific terms, and are executable. They thus act both as a specification of the requirements and as tests that can verify whether the current system implementation provides the desired behaviour or not. This approach has many advantages but also presents some problems. When the number of examples grows, BDD specifications can become costly to maintain and extend. Some teams find that parts of the system are effectively frozen due to the challenges of finding and modifying the examples associated with them. We surveyed 75 BDD practitioners from 26 countries to understand the extent of BDD use, its benefits and challenges, and specifically the challenges of maintaining BDD specifications in practice. We found that BDD is in active use in industry, and that the use of domain specific terms, improving communication among stakeholders, the executable nature of BDD specifications, and facilitating comprehension of code intentions are the main benefits of BDD. The results also showed that BDD specifications suffer the same maintenance challenges found in automated test suites generally. We mapped the survey results to the literature, and propose 10 research opportunities in this area.

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Section: Resultsmentioning

confidence: 99%

Section: Discussion and Threats To Validitymentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Maintaining behaviour driven development specifications: Challenges and opportunities

Binamungu

Embury

Κωνσταντίνου

2018

2018 IEEE 25th International Conference on Software Analysis, Evolution and Reengineering (SANER)

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“…Whole organisation is a sub-theme that includes comments about rolling out agile beyond IT in organisations. This is an area with increasing research interest [14,16] that did not appear in the Senapathi and Srinivasan literature review. Fitzgerald and Stol [14] highlight the need to establish a link between business strategy and software development, and coin it as BizDev.…”

Section: Discussionmentioning

confidence: 99%

Sustaining Agile Beyond Adoption

Barroca

Gregory²,

Kuusinen

et al. 2018

2018 44th Euromicro Conference on Software Engineering and Advanced Applications (SEAA)

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Agile approaches are adopted in industry to improve outcomes from software development, and are increasingly the subject of research studies. However, adoption is not the end of the story. Agile requires on-going change and commitment in order to become sustainable and embedded within teams and organisations. This study explores current perceptions of post-adoptive agility. We asked 50 practitioners 'what does agile sustainability mean to you?'. Analysis of practitioner comments identified four themes: being completely agile, independent, focused on business value and need, and consistent across time. Post-adoptive agile is an under-researched area, there is inconsistent use of terminology, and there is a gap between practitioners' and researchers' perceptions about what is important for sustaining agile.

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Systems Thinking Approach to Implementing Kanban: A case study

Senapathi

Drury‐Grogan

2020

J Software Evolu Process

Self Cite

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Against the backdrop of the growing adoption of Kanban in a variety of software development domains, this paper reports on how a Systems Thinking approach was used to implement Kanban within a business unit of a government organization. Based on an in‐depth case study in the development organization, we describe how Kanban practices such as visualization, manage flow, classes of service, and board design were implemented. Stages in the double diamond design thinking process of exploring an issue more widely (divergent thinking) and then taking focused action (convergent thinking) were incorporated to adapt Kanban practices such as board design. Positive experiences included improved visibility, improved collaboration, and improvements in lead time. Challenges included lack of team buy‐in, setting work‐in‐progress limits, and short‐term Kanban coach. We present the key lessons learned and offer practical recommendations on how teams can better produce knowledge work in today's fast‐paced dynamic business environment.

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Refining a model for sustained usage of agile methodologies

Cited by 28 publications

References 40 publications

Maintaining behaviour driven development specifications: Challenges and opportunities

Maintaining behaviour driven development specifications: Challenges and opportunities

Sustaining Agile Beyond Adoption

Systems Thinking Approach to Implementing Kanban: A case study

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