Web-based Agile software development

Aoyama, Mikio

doi:10.1109/52.730844

Cited by 69 publications

(31 citation statements)

References 6 publications

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“…Agile organizations are not only capable of successfully implementing change; they are nimble, capable of responding quickly and gracefully to both expected and unexpected events in their environment. The concept of agility arose from flexible and lean manufacturing (Kidd, 1995;Dove, 2001), and has been quickly adopted by organizations producing software in the form of agile systems development (Aoyama, 1998;Cockburn, 2001). …”

Section: Business Agilitymentioning

confidence: 99%

Business agility and diffusion of information technology

Mathiassen

Pries‐Heje

2006

European Journal of Information Systems

114

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While agility has recently attracted considerable attention in studies of systems development and management of information technology (IT), there is limited recognition within the information systems discipline of the important impact agility has already had on organizational studies in general. The extensive literature on agile development approaches has, for example, few or no links to the considerable literature on organizational agility that has developed since the Agility Forum was founded at Lehigh University in 1991 (Dove, 2001). The purpose of this special issue is to bridge this gap and to create a strong foundation for continued studies of the relationship between business agility and the diffusion of IT into organizational contexts. We believe this to be a timely purpose as organizations rebalance their IT infrastructure and portfolio of IT innovations in preparation for the future. Business agilityBusiness agility is a relatively new paradigm painted as a solution for maintaining competitive advantage during times of uncertainty and turbulence in the business environment (Sharifi & Zhang, 2001). An agile mind is defined by Merriam-Webster online (2005) as having a quick, resourceful, and adaptable character. So, agile organizations respond quickly, they are resourceful, and they are able to adapt to their environment.Quickness is about the speed with which the organization can respond to customer requests, market dynamics, and emerging technology options. This includes the time to sense relevant events, the time to interpret what is happening and assess the consequences for the organization, the time to explore options and decide on which actions to take, and the time to implement appropriate responses (Haeckel, 1999). Resources are about the capabilities that are available within the organization including people, technology, processes, and knowledge. Resources can be both tangible and intangible and they provide the basis for doing business and for instantiating change (Haeckel, 1999). Adaptability is about how well the organization responds to changing demands, threats, or opportunities. This requires the ability to learn as well as flexible processes and products that can be reconfigured without extensive additional costs (Haeckel, 1999; Dove, 2001).Agility is concerned with economies of scope, rather than economies of scale (Dove, 2001). Where lean operations are usually associated with efficient use of resources, agile operations are related to effectively responding to a changing environment while at the same time being productive. The idea is to serve ever-smaller niche markets and individual customers without the high cost traditionally associated with customization. Agile organizations are not only capable of successfully implementing change; they are nimble, capable of responding quickly and gracefully to both expected and unexpected events in their environment. The

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Section: Business Agilitymentioning

confidence: 99%

Business agility and diffusion of information technology

Mathiassen

Pries‐Heje

2006

European Journal of Information Systems

114

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“…Agile organizations are not only capable of successfully implementing change; they are nimble and capable of responding quickly and gracefully to both expected and unexpected events in their environment. The concept of agility arose from flexible and lean manufacturing (Kidd, 1995;Dove, 2001) and was quickly adopted by organizations that produced software in the form of agile systems development (Aoyama, 1998;Cockburn, 2001). …”

Section: Business Agility For Intercorporate Competitionmentioning

confidence: 99%

A Study on the ‘Flexibility’ of Information Systems (Part 1): Why Do They Need to Be Flexible?

Furukawa¹,

Minami²

2013

IJBM

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Despite the great strides that MIS have made in their coverage, their development and technological renovation have often failed to be in satisfactory sync with the ever-changing business needs. Our view is that this failure is attributable to the fact that these computer-based systems have not equipped themselves with the adequate flexibility needed to respond promptly to business environmental changes.This study proposes a methodology for planning the implementation of flexible information system (IS) aimed at helping business organizations respond quickly to the environmental changes. First, we consider the meanings of business agility. Next, we elucidate the nature of the difficulties afflicting IS management through an analysis of the technology-organization relationship. We then define IS flexibility and its enhancement approach as a solution, and propose our concept of 'penalty of change,' which should be practical for defining and evaluating IS flexibility in terms of cost and time.

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“…Nevertheless, some Agile principles were inadequate for certain project types that require higher level of flexibility. The time-boxed processes [7], exhausting work scheduling, and non-applicability on large-scale projects, represent the most important possible demerits, causing the constant pressure on team to finish its sprint work on time in any circumstances, push system and in some cases wrong effort estimations and time waste. During the evolution of agile project methodologies, Lean approach has gained significant attention, especially caused by opinion that certain Lean manufacturing principles could improve agility and leanness of a project and redeem for abovementioned possible problems with the most popular Agile methodologies.…”

Section: Introductionmentioning

confidence: 99%