Customer satisfaction. Every customer support organization strives to increase and maintain a higher level of customer satisfaction. This is a story of how one software organization attempted to increase customer satisfaction by increasing predictability and response times to reported defects. Along the way they were able to establish trust with the customer support organization by implementing a process that seemed counterintuitive to its stakeholders.
{"title":"\"You Want to do What?\" Breaking the Rules to Increase Customer Satisfaction","authors":"Mike Prior","doi":"10.1109/AGILE.2011.15","DOIUrl":"https://doi.org/10.1109/AGILE.2011.15","url":null,"abstract":"Customer satisfaction. Every customer support organization strives to increase and maintain a higher level of customer satisfaction. This is a story of how one software organization attempted to increase customer satisfaction by increasing predictability and response times to reported defects. Along the way they were able to establish trust with the customer support organization by implementing a process that seemed counterintuitive to its stakeholders.","PeriodicalId":133654,"journal":{"name":"2011 AGILE Conference","volume":"8 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":"130863054","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}
In this paper, we investigate agile team perceptions of factors impacting their productivity. Within this overall goal, we also investigate which productivity concept was adopted by the agile teams studied. We here conducted two case studies in the industry and analyzed data from two projects that we followed for six months. From the perspective of agile team members, the three most perceived factors impacting on their productivity were appropriate team composition and allocation, external dependencies, and staff turnover. Teams also mentioned pair programming and collocation as agile practices that impact productivity. As a secondary finding, most team members did not share the same understanding of the concept of productivity. While some known factors still impact agile team productivity, new factors emerged from the interviews as potential productivity factors impacting agile teams.
{"title":"Agile Team Perceptions of Productivity Factors","authors":"C. Melo, D. Cruzes, Fabio Kon, R. Conradi","doi":"10.1109/AGILE.2011.35","DOIUrl":"https://doi.org/10.1109/AGILE.2011.35","url":null,"abstract":"In this paper, we investigate agile team perceptions of factors impacting their productivity. Within this overall goal, we also investigate which productivity concept was adopted by the agile teams studied. We here conducted two case studies in the industry and analyzed data from two projects that we followed for six months. From the perspective of agile team members, the three most perceived factors impacting on their productivity were appropriate team composition and allocation, external dependencies, and staff turnover. Teams also mentioned pair programming and collocation as agile practices that impact productivity. As a secondary finding, most team members did not share the same understanding of the concept of productivity. While some known factors still impact agile team productivity, new factors emerged from the interviews as potential productivity factors impacting agile teams.","PeriodicalId":133654,"journal":{"name":"2011 AGILE Conference","volume":"1 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":"130878183","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}
Software systems evolve over time. The software development community is losing a great deal of information about the systems we create because of the way we currently record history. This paper argues that we need to capture more fine-grained historical information, like the kind that spreads in a pair programming session, and use it to tell stories about how software systems evolve over time. The paper describes a tool that is currently in development that hopes to achieve this goal.
{"title":"Telling Stories about Software Evolution","authors":"M. Mahoney","doi":"10.1109/AGILE.2011.22","DOIUrl":"https://doi.org/10.1109/AGILE.2011.22","url":null,"abstract":"Software systems evolve over time. The software development community is losing a great deal of information about the systems we create because of the way we currently record history. This paper argues that we need to capture more fine-grained historical information, like the kind that spreads in a pair programming session, and use it to tell stories about how software systems evolve over time. The paper describes a tool that is currently in development that hopes to achieve this goal.","PeriodicalId":133654,"journal":{"name":"2011 AGILE Conference","volume":"1 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":"130907050","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}
An experienced (read: "old") software developer recounts the ups and downs of learning Scrum as part of a geographically distributed team working on a pre-release product.
{"title":"Stories from My Experiences Learning Scrum","authors":"E. Sink","doi":"10.1109/AGILE.2011.18","DOIUrl":"https://doi.org/10.1109/AGILE.2011.18","url":null,"abstract":"An experienced (read: \"old\") software developer recounts the ups and downs of learning Scrum as part of a geographically distributed team working on a pre-release product.","PeriodicalId":133654,"journal":{"name":"2011 AGILE Conference","volume":"48 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":"126327100","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}
The technique of vertical slicing was introduced as a mechanism to combat our agile software development teams developing tendency toward building software in horizontal layers, building one service at a time, or grouping stories then breaking them down into layers. Those practices resulted in sprint reviews where no functionality could be demonstrated to the users and several iterations before all of the pieces were working together with useful functionality to show to users. Those habits continued when the next wave of projects with user interfaces came along. In this paper, we highlight the stories of four of our agile teams who tried vertical slicing, the challenges they faced, the victories, and the lessons learned.
{"title":"Vertical Slicing: Smaller is Better","authors":"I. Ratner, Jack Harvey","doi":"10.1109/AGILE.2011.46","DOIUrl":"https://doi.org/10.1109/AGILE.2011.46","url":null,"abstract":"The technique of vertical slicing was introduced as a mechanism to combat our agile software development teams developing tendency toward building software in horizontal layers, building one service at a time, or grouping stories then breaking them down into layers. Those practices resulted in sprint reviews where no functionality could be demonstrated to the users and several iterations before all of the pieces were working together with useful functionality to show to users. Those habits continued when the next wave of projects with user interfaces came along. In this paper, we highlight the stories of four of our agile teams who tried vertical slicing, the challenges they faced, the victories, and the lessons learned.","PeriodicalId":133654,"journal":{"name":"2011 AGILE Conference","volume":"38 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":"122805328","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}
There has been a noticeable focus shift from agile methods such as extreme Programming (XP) and Scrum to lean software development in the last several years, which is indicated as “from agile to leanâ€. However, the reality may not be as simple or linear as the term implies. To provide a better understanding of the combined use of agile and lean approaches in software development, a set of experience reports were analysed. These reports were published in the past conferences dedicated to agile software development and report experiences of using both agile and lean. The results of the analysis show that agile and lean can be combined in different manners for different purposes in software development. Lean is often applied as guiding principles for agile development. When combined at practice level, flow-based lean processes tend to substitute time-boxed agile processes.
{"title":"The Combination of Agile and Lean in Software Development: An Experience Report Analysis","authors":"Xiaofeng Wang","doi":"10.1109/AGILE.2011.36","DOIUrl":"https://doi.org/10.1109/AGILE.2011.36","url":null,"abstract":"There has been a noticeable focus shift from agile methods such as extreme Programming (XP) and Scrum to lean software development in the last several years, which is indicated as “from agile to leanâ€. However, the reality may not be as simple or linear as the term implies. To provide a better understanding of the combined use of agile and lean approaches in software development, a set of experience reports were analysed. These reports were published in the past conferences dedicated to agile software development and report experiences of using both agile and lean. The results of the analysis show that agile and lean can be combined in different manners for different purposes in software development. Lean is often applied as guiding principles for agile development. When combined at practice level, flow-based lean processes tend to substitute time-boxed agile processes.","PeriodicalId":133654,"journal":{"name":"2011 AGILE Conference","volume":"39 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":"129294543","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}
The authors spent six month in the center of the roll-out of agile practices in the Cisco Voice Technology organization. The roll-out started earlier, and is continuing after this period, and many more people contributed to the implementation. We learned that following an organizational change pattern (we used Kotter's eight step process ) is helpful to structure the program, and made us aware of where we were, and what needed doing first. We found some issues, and while working on this paper discovered that others have found similar patterns, most notably Linda Rising in her book "Fearless Change". Obstacles we found include the necessity to obtain and maintain support of leadership, the influence of tooling on the implementation, and the need to go step-by-step: get agile skills in teams before attempting to change the full Software Development Life Cycle. We had great results from made-to-measure training of the teams around the globe, from finding a pace-maker process in the development process, and from the support of people who lead actual development programs.
{"title":"Agile Experience Report: Transition and Complexity at Cisco Voice Technology Group","authors":"H. Smits, Kathleen Rilliet","doi":"10.1109/AGILE.2011.14","DOIUrl":"https://doi.org/10.1109/AGILE.2011.14","url":null,"abstract":"The authors spent six month in the center of the roll-out of agile practices in the Cisco Voice Technology organization. The roll-out started earlier, and is continuing after this period, and many more people contributed to the implementation. We learned that following an organizational change pattern (we used Kotter's eight step process ) is helpful to structure the program, and made us aware of where we were, and what needed doing first. We found some issues, and while working on this paper discovered that others have found similar patterns, most notably Linda Rising in her book \"Fearless Change\". Obstacles we found include the necessity to obtain and maintain support of leadership, the influence of tooling on the implementation, and the need to go step-by-step: get agile skills in teams before attempting to change the full Software Development Life Cycle. We had great results from made-to-measure training of the teams around the globe, from finding a pace-maker process in the development process, and from the support of people who lead actual development programs.","PeriodicalId":133654,"journal":{"name":"2011 AGILE Conference","volume":"53 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":"131072754","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}
One of the ideas gaining significant interest at the moment is "how can we apply Lean manufacturing principles to software development?" There is however, limited information on how Lean is being used by industry practitioners and if the principles and practices are as effective as current interest levels suggest it might be. We have used a case study to explore the practicalities of how one high-performing, open source team, has adopted Lean practices. We found that the existing meritocratic decision-making culture of the team under study appears to have greatly assisted the team's application of Lean principles to their software development processes.
{"title":"There's Something about Lean: A Case Study","authors":"Laura Bocock, Angela Martin","doi":"10.1109/AGILE.2011.44","DOIUrl":"https://doi.org/10.1109/AGILE.2011.44","url":null,"abstract":"One of the ideas gaining significant interest at the moment is \"how can we apply Lean manufacturing principles to software development?\" There is however, limited information on how Lean is being used by industry practitioners and if the principles and practices are as effective as current interest levels suggest it might be. We have used a case study to explore the practicalities of how one high-performing, open source team, has adopted Lean practices. We found that the existing meritocratic decision-making culture of the team under study appears to have greatly assisted the team's application of Lean principles to their software development processes.","PeriodicalId":133654,"journal":{"name":"2011 AGILE Conference","volume":"16 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":"125087839","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}
Several works on agile methods discuss the use of team's workspace for displaying relevant information. The management of an Informative Workspace (IW) is a challenging task as it can involve many different subjects such as team adaptability, continuous reflection, workspace layout, human cognition, usability, etc. Our paper explores the IW management and it is divided in two phases. The first phase describes a data collection performed on 8 agile teams in order to identify valuable aspects on managing an IW based on their experiences. We proposed a series of suggestions to the teams in order to improve their current context using their IW and we gathered the feedbacks. This process leds to a set of seven heuristics for managing an IW. On the second phase, in order to reinforce the heuristics validity, a five point Likert scale survey was applied resulting mostly in positive evaluations. At the end of these two phases, we associate the seven proposed heuristics, when possible, to available considerations on other agile community references.
{"title":"How to Build an Informative Workspace? An Experience Using Data Collection and Feedback","authors":"Renan Oliveira, A. Goldman","doi":"10.1109/AGILE.2011.33","DOIUrl":"https://doi.org/10.1109/AGILE.2011.33","url":null,"abstract":"Several works on agile methods discuss the use of team's workspace for displaying relevant information. The management of an Informative Workspace (IW) is a challenging task as it can involve many different subjects such as team adaptability, continuous reflection, workspace layout, human cognition, usability, etc. Our paper explores the IW management and it is divided in two phases. The first phase describes a data collection performed on 8 agile teams in order to identify valuable aspects on managing an IW based on their experiences. We proposed a series of suggestions to the teams in order to improve their current context using their IW and we gathered the feedbacks. This process leds to a set of seven heuristics for managing an IW. On the second phase, in order to reinforce the heuristics validity, a five point Likert scale survey was applied resulting mostly in positive evaluations. At the end of these two phases, we associate the seven proposed heuristics, when possible, to available considerations on other agile community references.","PeriodicalId":133654,"journal":{"name":"2011 AGILE Conference","volume":"47 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":"126266046","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}
Célio Santana, C. Gusmão, D. Caetano, A. Vasconcelos
with the advent of CMMI in the late 1990s, software companies tried to use a kind of score to rank themselves in the market. Being a CMMI level five company for a long time represented the epitome of highly qualified company. This phenomenon is also emerging in the agile software development with the emergence of methods such as Nokia or comparative test agility. This paper presents an analysis of how these methods are placed in the context of agile software development and its contribution to the improvement of software process in the same context from a case study developed in real companies.
{"title":"The Confidence of Agile Assessment Methods in the Context of Software Process Improvement","authors":"Célio Santana, C. Gusmão, D. Caetano, A. Vasconcelos","doi":"10.1109/AGILE.2011.38","DOIUrl":"https://doi.org/10.1109/AGILE.2011.38","url":null,"abstract":"with the advent of CMMI in the late 1990s, software companies tried to use a kind of score to rank themselves in the market. Being a CMMI level five company for a long time represented the epitome of highly qualified company. This phenomenon is also emerging in the agile software development with the emergence of methods such as Nokia or comparative test agility. This paper presents an analysis of how these methods are placed in the context of agile software development and its contribution to the improvement of software process in the same context from a case study developed in real companies.","PeriodicalId":133654,"journal":{"name":"2011 AGILE Conference","volume":"34 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":"129042818","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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