Gap Inc. Direct is using Agile methodologies for IT project delivery. This paper discusses how building systems starting from the customer facing pieces allows Gap to deliver projects faster.
Gap Inc .直接是在IT项目交付中使用敏捷方法。本文讨论了如何从面向客户的部分开始构建系统，从而使Gap能够更快地交付项目。
{"title":"\"To Deliver Faster, Build it in Reverse\"","authors":"Michael Elbaz","doi":"10.1109/AGILE.2011.32","DOIUrl":"https://doi.org/10.1109/AGILE.2011.32","url":null,"abstract":"Gap Inc. Direct is using Agile methodologies for IT project delivery. This paper discusses how building systems starting from the customer facing pieces allows Gap to deliver projects faster.","PeriodicalId":133654,"journal":{"name":"2011 AGILE Conference","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-08-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115265900","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This paper presents the results of a systematic review of existing literature on the integration of agile software development with user-centered design approaches. It shows that a common process model underlies such approaches and discusses which artifacts are used to support the collaboration between designers and developers.
{"title":"User-Centered Design and Agile Methods: A Systematic Review","authors":"T. Silva, Angela Martin, F. Maurer, M. Silveira","doi":"10.1109/AGILE.2011.24","DOIUrl":"https://doi.org/10.1109/AGILE.2011.24","url":null,"abstract":"This paper presents the results of a systematic review of existing literature on the integration of agile software development with user-centered design approaches. It shows that a common process model underlies such approaches and discusses which artifacts are used to support the collaboration between designers and developers.","PeriodicalId":133654,"journal":{"name":"2011 AGILE Conference","volume":"90 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-08-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121265168","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
A macro view of an enterprise transition from the point of view of a coach in the trenches. What brought about the transition that this group undertook, previously described in"Letters from the Edge of an Agile Transition?" What was the ecology the team metamorphosed in? Follow me as I uncover the answers to these questions and more. Read how a high level sponsor set out to alleviate the pain of an organization. Hear some of the details that lead him to champion that change. Find out how the organization continues to learn and grow now that the beginning of the transition is over.
{"title":"Anatomy and Physiology of an Agile Transition","authors":"C. P. O'Connor","doi":"10.1109/AGILE.2011.25","DOIUrl":"https://doi.org/10.1109/AGILE.2011.25","url":null,"abstract":"A macro view of an enterprise transition from the point of view of a coach in the trenches. What brought about the transition that this group undertook, previously described in\"Letters from the Edge of an Agile Transition?\" What was the ecology the team metamorphosed in? Follow me as I uncover the answers to these questions and more. Read how a high level sponsor set out to alleviate the pain of an organization. Hear some of the details that lead him to champion that change. Find out how the organization continues to learn and grow now that the beginning of the transition is over.","PeriodicalId":133654,"journal":{"name":"2011 AGILE Conference","volume":"3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-08-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127258339","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Like most client service units, the sales and account management teams at iSense accepted that sales are a random, reactive process. After all, customers, not sales managers, decide whether or not to buy. Then, after deciding to learn more about a certain offering, Scrum training, the teams found a way to take more control over this process. In the fall of 2010, the iSense sales and account management teams decided to adopt Scrum internally as their best practice. Scrum transformed the random process, revealing early indicators related to final sales results, and showed that the direct causes for closing a deal could be detected and controlled. Once it became possible to predict and influence final order intake and sales numbers, the sales teams used early predictive indicators to proactively control their work. With the sales processes under better control, the teams could improve continuously and have more fun at work. Strategically implementing Scrum into sales and account management has lead to escalating revenue and a sustainable competitive advantage.
{"title":"Scrum in Sales: How to Improve Account Management and Sales Processes","authors":"R. Solingen, J. Sutherland, D. Waard","doi":"10.1109/AGILE.2011.12","DOIUrl":"https://doi.org/10.1109/AGILE.2011.12","url":null,"abstract":"Like most client service units, the sales and account management teams at iSense accepted that sales are a random, reactive process. After all, customers, not sales managers, decide whether or not to buy. Then, after deciding to learn more about a certain offering, Scrum training, the teams found a way to take more control over this process. In the fall of 2010, the iSense sales and account management teams decided to adopt Scrum internally as their best practice. Scrum transformed the random process, revealing early indicators related to final sales results, and showed that the direct causes for closing a deal could be detected and controlled. Once it became possible to predict and influence final order intake and sales numbers, the sales teams used early predictive indicators to proactively control their work. With the sales processes under better control, the teams could improve continuously and have more fun at work. Strategically implementing Scrum into sales and account management has lead to escalating revenue and a sustainable competitive advantage.","PeriodicalId":133654,"journal":{"name":"2011 AGILE Conference","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-08-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128138003","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Is it possible to make a difference? Or at least enjoy the interactions more? These tales relate successful attempts at making improvements. These are my experiences working in software shops and using Agile methods.
{"title":"Ten Tales of Positive Change","authors":"Aaron Sanders","doi":"10.1109/AGILE.2011.47","DOIUrl":"https://doi.org/10.1109/AGILE.2011.47","url":null,"abstract":"Is it possible to make a difference? Or at least enjoy the interactions more? These tales relate successful attempts at making improvements. These are my experiences working in software shops and using Agile methods.","PeriodicalId":133654,"journal":{"name":"2011 AGILE Conference","volume":"28 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-08-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127827210","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Scrum seems to work extremely well as an agile project management approach. An obvious question is why. To answer that question, we carried out a longitudinal case study of a distributed project using Scrum across Denmark and India. In our analysis of case study data we used three selected theoretical frameworks. We conclude that Scrum works so well because it provides communication, social integration, control, and coordination mechanisms that are especially useful for distributed and agile project management.
{"title":"Why Scrum Works: A Case Study from an Agile Distributed Project in Denmark and India","authors":"Lene Pries-Heje, J. Pries-Heje","doi":"10.1109/AGILE.2011.34","DOIUrl":"https://doi.org/10.1109/AGILE.2011.34","url":null,"abstract":"Scrum seems to work extremely well as an agile project management approach. An obvious question is why. To answer that question, we carried out a longitudinal case study of a distributed project using Scrum across Denmark and India. In our analysis of case study data we used three selected theoretical frameworks. We conclude that Scrum works so well because it provides communication, social integration, control, and coordination mechanisms that are especially useful for distributed and agile project management.","PeriodicalId":133654,"journal":{"name":"2011 AGILE Conference","volume":"25 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-08-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127970633","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Today, little is known about what tools software companies are using to support their Agile methods and whether they are satisfied or dissatisfied with them. This is due to lack of objective surveys on the subject. The surveys that have been conducted so far are of a subjective nature and have mostly been performed by tool vendors. They are very limited in number and focus mainly on company structure and adherence to a specific Agile method rather than on tool usage and needs. For this reason, many companies have difficulties to choose appropriate tools to support their Agile process. One such company is the Swedish telecommunications giant Ericsson. To account for this lack of data, Ericsson commissioned us to conduct an independent survey focusing on the tool usage and needs as experienced by the Agile software community today. In this paper, we report on the results of our survey. The survey covers 121 responses from 120 different companies coming from 35 different countries. Our results show that the most satisfactory tool aspect is ease of use, whereas the least satisfactory one is lack of integration with other systems. Finally, our results provide a list of features that are most desired by the software companies today.
{"title":"Survey of Agile Tool Usage and Needs","authors":"Gayane Azizyan, M. Magarian, M. Kajko-Mattsson","doi":"10.1109/AGILE.2011.30","DOIUrl":"https://doi.org/10.1109/AGILE.2011.30","url":null,"abstract":"Today, little is known about what tools software companies are using to support their Agile methods and whether they are satisfied or dissatisfied with them. This is due to lack of objective surveys on the subject. The surveys that have been conducted so far are of a subjective nature and have mostly been performed by tool vendors. They are very limited in number and focus mainly on company structure and adherence to a specific Agile method rather than on tool usage and needs. For this reason, many companies have difficulties to choose appropriate tools to support their Agile process. One such company is the Swedish telecommunications giant Ericsson. To account for this lack of data, Ericsson commissioned us to conduct an independent survey focusing on the tool usage and needs as experienced by the Agile software community today. In this paper, we report on the results of our survey. The survey covers 121 responses from 120 different companies coming from 35 different countries. Our results show that the most satisfactory tool aspect is ease of use, whereas the least satisfactory one is lack of integration with other systems. Finally, our results provide a list of features that are most desired by the software companies today.","PeriodicalId":133654,"journal":{"name":"2011 AGILE Conference","volume":"2015 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-08-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127746721","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Yahoo! Sports is the web's leading sports destination. This paper examines three transformative events that enabled the Yahoo! Sports team to perform daily code releases, deliver innovative features to users quicker and learn from their defect and task data faster.
{"title":"Yahoo! Sports: Sprint 100 and Beyond","authors":"Keith Nottonson","doi":"10.1109/AGILE.2011.42","DOIUrl":"https://doi.org/10.1109/AGILE.2011.42","url":null,"abstract":"Yahoo! Sports is the web's leading sports destination. This paper examines three transformative events that enabled the Yahoo! Sports team to perform daily code releases, deliver innovative features to users quicker and learn from their defect and task data faster.","PeriodicalId":133654,"journal":{"name":"2011 AGILE Conference","volume":"41 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-08-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132911835","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This paper shares experiences steering an agile transformation from only focusing on executing (doing) the tenets of a methodology towards a direction towards a more sustainable approach that considers such 'soft' factors as employee productivity, motivation and commitment.
{"title":"Elevating Teams from 'Doing' Agile to 'Being' and 'Living' Agile","authors":"Prem Ranganath","doi":"10.1109/AGILE.2011.40","DOIUrl":"https://doi.org/10.1109/AGILE.2011.40","url":null,"abstract":"This paper shares experiences steering an agile transformation from only focusing on executing (doing) the tenets of a methodology towards a direction towards a more sustainable approach that considers such 'soft' factors as employee productivity, motivation and commitment.","PeriodicalId":133654,"journal":{"name":"2011 AGILE Conference","volume":"2 6","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-08-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114035576","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Variability in software systems refers to the notion that the components constituting the software may vary due to a range of factors including diverse customer needs, technical constraints, and business strategies. Traditionally, variability has been treated proactively by investing in an upfront domain analysis phase. Such proactive treatment of requirements is not encouraged in agile environments. This paper provides an observational study examining a reactive approach to variability wherein acceptance tests are used to elicit variability from requirements in an incremental manner. The findings suggest the following: the approach does support the evolutionary nature of agile development, the approach is easy and quick to learn, using acceptance tests yields consistent variability interpretations, and acceptance tests -- on their own -- may be insufficient to reflect implicit variability constraints.
{"title":"Using Acceptance Tests for Incremental Elicitation of Variability in Requirements: An Observational Study","authors":"Yaser Ghanam, F. Maurer","doi":"10.1109/AGILE.2011.21","DOIUrl":"https://doi.org/10.1109/AGILE.2011.21","url":null,"abstract":"Variability in software systems refers to the notion that the components constituting the software may vary due to a range of factors including diverse customer needs, technical constraints, and business strategies. Traditionally, variability has been treated proactively by investing in an upfront domain analysis phase. Such proactive treatment of requirements is not encouraged in agile environments. This paper provides an observational study examining a reactive approach to variability wherein acceptance tests are used to elicit variability from requirements in an incremental manner. The findings suggest the following: the approach does support the evolutionary nature of agile development, the approach is easy and quick to learn, using acceptance tests yields consistent variability interpretations, and acceptance tests -- on their own -- may be insufficient to reflect implicit variability constraints.","PeriodicalId":133654,"journal":{"name":"2011 AGILE Conference","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-08-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125276770","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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