Software Development: Agile vs. Traditional

Stoica, Marian; Mircea, Marinela; Ghilic-Micu, Bogdan

doi:10.12948/issn14531305/17.4.2013.06

Cited by 92 publications

(65 citation statements)

References 3 publications

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“…One of the drivers towards agile methodology involves moving away from the extensive use of planning, codified processes that enforce standardisation, rigorous software reuse, heavy documentation and big upfront design, which traditional software development processes demand (Arikpo & Osofisan 2010;Nerur et al 2005). In traditional waterfall methods, a sequential process is followed whereby projects force users to describe their needs accurately upfront, to capture as much information as possible, and only to deliver the requested features at the end of the process (Hong et al 2011;Stoica, Mircea & Ghilic-Micu 2013). This has created a challenge for most organisations, mainly because of the false impression that proper planning and collecting detailed user requirements assist project teams in learning everything that they need to know about user requirements (Goodpasture 2015).…”

Section: The Move From Traditional To Agilementioning

confidence: 99%

Between a rock and a hard place: Management and implementation teams’ expectations of project managers in an agile information systems delivery environment

Nkukwana

Terblanche

2017

S. Afr. j. inf. manag.

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Background: To address the low success rate in information system (IS) projects, organisations in South Africa are adopting agile implementation methodologies. Agile delivery environments advocate an iterative approach where autonomous, self-organising teams share project management (PM) activities. This encroaches on the traditional project manager role. Are project managers still relevant in agile delivery environments and how should they adapt?Objectives: This case study investigated how project managers could adapt to agile IS implementation environments to remain relevant. Specifically, the views of their key stakeholders (the management and implementation teams) were elicited to provide insights into what is expected from agile project managers.Method: A qualitative, inductive content analysis approach using purposive sampling was used to identify 13 participants (comprising management and implementation team members) within a large South African insurance company. Semi-structured interviews were conducted with all participants.Results: The management and implementation teams agreed that PM remains highly relevant in an agile environment for ensuring project governance including delivery, risk management, reporting and budgeting. There was, however, disagreement between the management and implementation teams on project management interaction with the implementation team. Management preferred a command and control type project manager, while the implementation team favoured a more inclusive, facilitative PM style.Conclusion: To remain viable in an agile IS project implementation environment within large corporates, project managers need to be aware of what various stakeholders expect of them. They need to retain some of the classic PM functions while adapting to the interpersonal and collaborative requirements of the agile way.

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Section: The Move From Traditional To Agilementioning

confidence: 99%

Between a rock and a hard place: Management and implementation teams’ expectations of project managers in an agile information systems delivery environment

Nkukwana

Terblanche

2017

S. Afr. j. inf. manag.

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“…Já no modelo Incremental, os requisitos são divididos em subconjuntos (STOICA; MIRCEA; GHILIC-MICU, 2013). O modelo Incremental corresponde melhor ao mundo real do que o modelo em Cascata, visto que reconhece a necessidade de voltar e modificar resultados de fases anteriores, e que os desenvolvedores de software nunca conseguem, de fato, completar totalmente qualquer atividade (AITKEN; ILANGO, 2013).…”

Section: O Scrum No Contexto Das Metodologias Para O Desenvolvimento unclassified

“…Em um ambiente complexo e sofrendo constantes mudanças, a agilidade de uma organização deixou de ser uma necessidade e passou a ser uma condição para entrar ou se manter no mercado (STOICA; MIRCEA; GHILIC-MICU, 2013). Com isso, várias empresas passaram a adotar metodologias de desenvolvimento ágil de softwares, como o Scrum.…”

Section: Introductionunclassified

Aplicação Do SQFD Em Um Software De Vendas No Contexto De Desenvolvimento Ágil Gerenciado Pelo Scrum

Martins¹,

Melo²,

Bagno³

2017

Blucher Design Proceedings

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“…Agile methods are techniques that enable quicker and more appropriate responses to customer needs by enabling the delivery of more frequent, smaller, iterative and incremental software developments. Dynamic Systems Development Method (DSDM), Feature-Driven Development (FDD), XP (Extreme Programming), Crystal (Crystal Clear Software Development), Scrum, Kanban and Scrumban are the most frequently used agile techniques (Stoica et al, 2013;Ahmed et al, 2010).…”

Section: Introductionmentioning

confidence: 99%

Two case studies to explore pros/cons and to assess applicability of Nexus maturity model

Firat¹,

Can²

2018

Afr. J. Bus. Manage.

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Nexus maturity model, which is created as a structured gradual guideline for the companies wishing to adopt Nexus framework, is a new model, so the main purpose of this paper is to assess the model. Moreover, to explore pros and cons of the model to enlighten the researchers and implementers in the industry is aimed. Two case studies were conducted to collect data and to test three hypotheses. The second case study was executed 4 months later than the first case study which was completed with the same Nexus team members at the same company. During the case studies, structured interview technique was used via face-to-face meetings. Firstly, the results of the case studies show that this model can be applied easily by using the metrics to measure the success percentages of Nexus practices. Secondly, the practices with the low achievement percentage can be determined, the improvement strategies can be defined by means of the goals, objectives, practices of the model and investigation of the reasons as well. Lastly, with application of the improvement strategies, Nexus adoption success can be improved for higher levels by tracking Nexus maturity model elements. This paper presents the first application of Nexus maturity model in the industry, and also the first study to assess the model with its pros and cons in the literature.

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Software Development: Agile vs. Traditional

Cited by 92 publications

References 3 publications

Between a rock and a hard place: Management and implementation teams’ expectations of project managers in an agile information systems delivery environment

Between a rock and a hard place: Management and implementation teams’ expectations of project managers in an agile information systems delivery environment

Aplicação Do SQFD Em Um Software De Vendas No Contexto De Desenvolvimento Ágil Gerenciado Pelo Scrum

Two case studies to explore pros/cons and to assess applicability of Nexus maturity model

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