The impact of tailoring criteria on agile practices adoption: A survey with novice agile practitioners in Brazil

Campanelli, Amadeu Silveira; Camilo, Ronaldo Darwich; Parreiras, Fernando Silva

doi:10.1016/j.jss.2017.12.012

Cited by 36 publications

(64 citation statements)

References 19 publications

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“…Taking that into consideration, each organization should accommodate the recommendations suggested in this article to their culture in order to minimize the agile impact on their staff. That is, the processes are important, but the essence of this new model is learning how to deal with people (Campanelli et al, 2018;Cao et al, 2009).…”

Section: Discussionmentioning

confidence: 99%

“…One measure that can minimize the agile transition impact on people is the gradual and iterative implementation of the new model, starting by employing some practices that deliver greater business value. As the team gets adapted to these practices, new ones will be gradually included, as per the continuous improvement concept (Campanelli, Camilo, & Parreiras, 2018;Cohn & Ford, 2003;Javdani Gandomani & Ziaei Nafchi, 2016;Qumer & Henderson-Sellers, 2008).…”

Section: Organizationmentioning

confidence: 99%

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Human Aspects of Agile Transition in Traditional Organizations

Pinton

Junior

2020

Journal of Technology Management & Innovation

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The agile transition is crucial for traditional organizations to remain competitive in the current market, which is characterized by a fastpace and a constant need for innovation. In order to implement this transition, organizations must adjust their mindset to the new agile values. Despite its evident benefits, the transition to agile model is complex and time-consuming, posing many challenges to organizations. Since the agile philosophy is people-centered, rather than process-centered, most challenges are related to the human aspects of this transition and they demand a large transformation in all areas of the organization. This article provides a Systematic Literature Review (SLR) of the human aspects of agile transition and summarizes the existing literature into three categories: People, Management and Organization. Its main objective is to assist organizations undergoing agile transition in reducing risks related to this process, by acquiring knowledge on the challenges involved and implementing the proposed recommendations.

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Section: Discussionmentioning

confidence: 99%

Section: Organizationmentioning

confidence: 99%

Human Aspects of Agile Transition in Traditional Organizations

Pinton

Junior

2020

Journal of Technology Management & Innovation

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“…Moreover, before the formal data collection, we performed a sample power analysis using G*Power software (Faul, Erdfelder, Buchner, & Lang, 2009) and found that the minimum sample size needed for the proposed model is 146. The parameters of this software consider an effect size of 0.15 (average value), a power level of 0.95, and a maximum allowed error of 0.05 as recommended by Cohen (1988) and Campanelli et al (2018). questionnaires (after reminders) in the demographic characteristics (work experience) in the constructs.…”

Section: Data Collection and Samplementioning

confidence: 99%

The effect of process tailoring on software project performance: The role of team absorptive capacity and its knowledge‐based enablers

Lee

Chou

Chen

2020

Information Systems Journal

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Software process tailoring (SPT) is a team-based and learning-intensive activity that addresses the particular dynamic characteristics of a development project. Because SPT critically influences how projects are conducted, its performance should be investigated. However, the extant literature lacks empirical evidence on how the underlying effects of SPT performance and its team-supportive factors operate and influence software project performance. From

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“…Some of the papers focused directly on tailoring a specific methodology type; for example, in ( Fitzgerald et al, 2006 ), customization of XP and Scrum methodologies with software practices is discussed. However, some of the papers concentrate on tailoring agile methodologies in general (e.g., Campanelli and Parreiras, 2015 ;Campanelli et al, 2018 ) and do not mention any specific methodology. Some of the papers first propose an approach for method tailoring and then evaluate it by applying the approach on a specific methodology.…”

Section: Rq4-which Characteristics Of Software Organizations/companiementioning

confidence: 99%

“…The impact of tailoring criteria on agile practices adoption: A survey with novice agile practitioners in Brazil ( Campanelli et al, 2018 ) Journal of Systems and Software [9] Tailoring and introduction of the rational unified process ( Hanssen et al, 2007 ) European Conference on Software Process Improvement [10] Tailoring RUP to a defined project type: A case study International Conference on Product-Focused Software Process Improvement [11] Strengths and barriers behind the successful agile deployment-Insights from the three software intensive companies in Finland ( Pikkarainen et al, Software process commonality analysis ( Ocampo et al, 2005 ) Software Process: Improvement and Practice [22] A systematic approach to process tailoring ( Pereira et al, 2007 ) International A tool for modeling software development contexts in small software organizations ( Ortega et al, 2012 ) International Conference of the Chilean Computer Science Society [33] Challenges and success factors for large-scale agile transformations: A systematic literature review ( Dikert et al, 2016 ) Journal of Systems and Software…”

Section: Supplementary Materialsmentioning

confidence: 99%

Requirements for adopting software process lines

Agh

García

Piattini

et al. 2020

Journal of Systems and Software

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A Software Process Line (SPrL) is potentially suitable for constructing software development methodologies by reusing core assets. However, adopting this approach without prior assessment of its suitability can lead to failure. The aim of this paper is to identify a set of requirements that can be used for deciding whether to adopt the SPrL approach in an organization. Identification of the requirements was accomplished in two stages: the characteristics important in method tailoring were first identified via a Systematic Mapping Study (SMS) that focused on analyzing 43 primary studies; the degree of importance of the identified characteristics was then determined using a questionnaire survey in which 31 experts participated. By analyzing the results of the SMS and the survey, we have identified 12 productrelated, 22 project-related, and 10 organization-related requirements. In addition to these requirements, we have also identified two relevant requirements by studying previous research on Software Product Lines (SPL) and Business Process Lines (BPL). The requirements thus identified can help organizations decide on whether to adopt the SPrL approach: the more an organization satisfies the requirements, the more frequently method tailoring occurs in that organization, and hence, the more justified it is to adopt the SPrL approach.

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The impact of tailoring criteria on agile practices adoption: A survey with novice agile practitioners in Brazil

Cited by 36 publications

References 19 publications

Human Aspects of Agile Transition in Traditional Organizations

Human Aspects of Agile Transition in Traditional Organizations

The effect of process tailoring on software project performance: The role of team absorptive capacity and its knowledge‐based enablers

Requirements for adopting software process lines

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