The widespread adoption of agile methodologies raises the question of their continued and effective usage in organizations. An agile usage model consisting of innovation, sociological, technological, team, and organizational factors is used to inform an analysis of post-adoptive usage of agile practices in two major organizations. Analysis of the two case studies found that a methodology champion and top management support were the most important factors influencing continued usage, while innovation factors such as compatibility seemed less influential. Both horizontal and vertical usage was found to have significant impact on the effectiveness of agile usage.
{"title":"Understanding Post-Adoptive Agile Usage -- An Exploratory Cross-Case Analysis","authors":"Mali Senapathi, A. Srinivasan","doi":"10.1109/AGILE.2011.19","DOIUrl":"https://doi.org/10.1109/AGILE.2011.19","url":null,"abstract":"The widespread adoption of agile methodologies raises the question of their continued and effective usage in organizations. An agile usage model consisting of innovation, sociological, technological, team, and organizational factors is used to inform an analysis of post-adoptive usage of agile practices in two major organizations. Analysis of the two case studies found that a methodology champion and top management support were the most important factors influencing continued usage, while innovation factors such as compatibility seemed less influential. Both horizontal and vertical usage was found to have significant impact on the effectiveness of agile usage.","PeriodicalId":133654,"journal":{"name":"2011 AGILE Conference","volume":"74 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":"129111201","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}
Similar to the way a Project Management Office (PMO) defines standards for project management within the organization, an Agile Office governs the organization's ongoing agile adoption and continuous improvement through agile practices and is responsible for the successful ongoing adoption of agile practices throughout the organization. Agile transition takes time, it is not a discrete event. When transitioning to agility it is important to put in place structures that will ensure that agile survives long after the initial transition period. This paper describes the experiences of Cisco's Unified Communications Business Unit in establishing an Agile Office. It describes the history behind establishing the Agile Office, the governance model, where it fits in the organization structure, engagement model, primary activities, challenges faced, and the stakeholders with whom it operates.
{"title":"The Agile Office: Experience Report from Cisco's Unified Communications Business Unit","authors":"Ken Power","doi":"10.1109/AGILE.2011.7","DOIUrl":"https://doi.org/10.1109/AGILE.2011.7","url":null,"abstract":"Similar to the way a Project Management Office (PMO) defines standards for project management within the organization, an Agile Office governs the organization's ongoing agile adoption and continuous improvement through agile practices and is responsible for the successful ongoing adoption of agile practices throughout the organization. Agile transition takes time, it is not a discrete event. When transitioning to agility it is important to put in place structures that will ensure that agile survives long after the initial transition period. This paper describes the experiences of Cisco's Unified Communications Business Unit in establishing an Agile Office. It describes the history behind establishing the Agile Office, the governance model, where it fits in the organization structure, engagement model, primary activities, challenges faced, and the stakeholders with whom it operates.","PeriodicalId":133654,"journal":{"name":"2011 AGILE Conference","volume":"9 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":"127737088","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}
Iterative development and Kanban are not mutually exclusive competing methodologies, in essence they are complementary processes that when used together can facilitate higher performance in large development teams. This paper is a walkthrough of the Network Gaming team's implementation of Iterative Agile alongside Lean Kanban here at WMS Gaming. The intent is to cover the processes created and the improvements achieved with this coordinated Agile / Lean system.
{"title":"Agile and Kanban in Coordination","authors":"Ryan Polk","doi":"10.1109/AGILE.2011.10","DOIUrl":"https://doi.org/10.1109/AGILE.2011.10","url":null,"abstract":"Iterative development and Kanban are not mutually exclusive competing methodologies, in essence they are complementary processes that when used together can facilitate higher performance in large development teams. This paper is a walkthrough of the Network Gaming team's implementation of Iterative Agile alongside Lean Kanban here at WMS Gaming. The intent is to cover the processes created and the improvements achieved with this coordinated Agile / Lean system.","PeriodicalId":133654,"journal":{"name":"2011 AGILE Conference","volume":"31 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":"126813474","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}
Empowered individuals. Creative, participatory decision making. Connectedness and care for each other. These words apply equally to an Agile organization as to a healthy community. What might happen if we applied Agile values and methods to transform communities? The author shares his experiences from 2009-2011 to nurture citizen engagement in his home town and elsewhere, from a team kick start session for an elected council to citizen budget games to prioritize the budget. He covers tools and methods, trials and triumphs, how Agile applied to community differs from organization. This is bleeding edge stuff, an area of opportunity for Agile consultants to do work that transforms the world.
{"title":"Democracy Unleashed: Bringing Agility to Citizen Engagement","authors":"G. Kirk","doi":"10.1109/AGILE.2011.39","DOIUrl":"https://doi.org/10.1109/AGILE.2011.39","url":null,"abstract":"Empowered individuals. Creative, participatory decision making. Connectedness and care for each other. These words apply equally to an Agile organization as to a healthy community. What might happen if we applied Agile values and methods to transform communities? The author shares his experiences from 2009-2011 to nurture citizen engagement in his home town and elsewhere, from a team kick start session for an elected council to citizen budget games to prioritize the budget. He covers tools and methods, trials and triumphs, how Agile applied to community differs from organization. This is bleeding edge stuff, an area of opportunity for Agile consultants to do work that transforms the world.","PeriodicalId":133654,"journal":{"name":"2011 AGILE Conference","volume":"15 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":"115256175","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}
Learning is an important part of the software development process. There are many advantages for developers willing to learn: increased internal and external quality of the produced software, and a reduced learning curve as beginners become high-skilled developers much faster than usual. However, learning is not taken seriously by many teams. This paper shows how to build a learning environment by doing some well-known practices, such as Book Club, Brown Bags, Dojo sessions, Pair Programming, Open Spaces, etc. It also presents some adaptations we developed in these techniques in order to improve their effects in our work environment.
{"title":"Increasing Learning in an Agile Environment: Lessons Learned in an Agile Team","authors":"M. Aniche, Guilherme de Azevedo Silveira","doi":"10.1109/AGILE.2011.13","DOIUrl":"https://doi.org/10.1109/AGILE.2011.13","url":null,"abstract":"Learning is an important part of the software development process. There are many advantages for developers willing to learn: increased internal and external quality of the produced software, and a reduced learning curve as beginners become high-skilled developers much faster than usual. However, learning is not taken seriously by many teams. This paper shows how to build a learning environment by doing some well-known practices, such as Book Club, Brown Bags, Dojo sessions, Pair Programming, Open Spaces, etc. It also presents some adaptations we developed in these techniques in order to improve their effects in our work environment.","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":"124554663","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}
Social factors are the significant cost drivers for software development and in this field study we develop a grounded theory of how people manage the process of software development. We discovered the main concern of those involved in the process of software development is getting the job done and to get the job done, people engage in a constant process of Reconciling Perspectives. Reconciling Perspectives is a four-stage process to drive the convergence of the different points of view or perspectives individuals have of a software project. What this theory reveals is the importance of individuals' ability to reach out and engage in negotiations to the success of a software project.
{"title":"Reconciling Perspectives: How People Manage the Process of Software Development","authors":"Steve Adolph, Philippe B Kruchten","doi":"10.1109/AGILE.2011.43","DOIUrl":"https://doi.org/10.1109/AGILE.2011.43","url":null,"abstract":"Social factors are the significant cost drivers for software development and in this field study we develop a grounded theory of how people manage the process of software development. We discovered the main concern of those involved in the process of software development is getting the job done and to get the job done, people engage in a constant process of Reconciling Perspectives. Reconciling Perspectives is a four-stage process to drive the convergence of the different points of view or perspectives individuals have of a software project. What this theory reveals is the importance of individuals' ability to reach out and engage in negotiations to the success of a software project.","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":"132688303","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}
Systematic works at CMMI level 5 and uses Lean Software Development as a driver for optimizing software processes. Many of the optimizations described in this paper are the result of using A3 problem solving. What makes the Systematic experience unique, is the larger focus of the problem solving effort, at an organizational level, in which individual projects are used as experiments to try out countermeasures to address root causes. This is possible because Systematic, based on a CMMI focus, already employs a level of standard work across project and product engagements so that we can apply learning from an experiment on one project to future projects. Experience from the past five years has resulted in significant improvements to our processes including our Scrum implementation, and has revealed insight into five key measures to monitor projects. The experiences also show important lessons learned on how to combine team retrospective learning with organizational learning.
{"title":"Lean as a Scrum Troubleshooter","authors":"C. Jakobsen, Tom Poppendieck","doi":"10.1109/AGILE.2011.11","DOIUrl":"https://doi.org/10.1109/AGILE.2011.11","url":null,"abstract":"Systematic works at CMMI level 5 and uses Lean Software Development as a driver for optimizing software processes. Many of the optimizations described in this paper are the result of using A3 problem solving. What makes the Systematic experience unique, is the larger focus of the problem solving effort, at an organizational level, in which individual projects are used as experiments to try out countermeasures to address root causes. This is possible because Systematic, based on a CMMI focus, already employs a level of standard work across project and product engagements so that we can apply learning from an experiment on one project to future projects. Experience from the past five years has resulted in significant improvements to our processes including our Scrum implementation, and has revealed insight into five key measures to monitor projects. The experiences also show important lessons learned on how to combine team retrospective learning with organizational learning.","PeriodicalId":133654,"journal":{"name":"2011 AGILE Conference","volume":"15 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":"116807479","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}
When the Agile Organizing Framework (AOF) is examined through the lens of the social constructivist pedagogy, principles and practices that define an agile learning environment emerge. This paper presents a translation of the AOF to fit the context of instruction in higher education based on the social constructivist perspective, and is not limited to software engineering education. Additional research is needed to observe, test and validate each of the agile enablers and inhibitors in the classroom, and to determine which principles and practices best contribute to the achievement of learning objectives. Furthermore, we hypothesize that integrating elements of the agile learning environment into agile software development methodologies could enhance a team's ability to successfully synchronize exploitation (the continuous improvement of existing products and practices) with exploration (the identification and implementation of breakthrough innovations).
{"title":"A Path for Exploring the Agile Organizing Framework in Technology Education","authors":"Morgan C. Benton, N. Radziwill","doi":"10.1109/AGILE.2011.51","DOIUrl":"https://doi.org/10.1109/AGILE.2011.51","url":null,"abstract":"When the Agile Organizing Framework (AOF) is examined through the lens of the social constructivist pedagogy, principles and practices that define an agile learning environment emerge. This paper presents a translation of the AOF to fit the context of instruction in higher education based on the social constructivist perspective, and is not limited to software engineering education. Additional research is needed to observe, test and validate each of the agile enablers and inhibitors in the classroom, and to determine which principles and practices best contribute to the achievement of learning objectives. Furthermore, we hypothesize that integrating elements of the agile learning environment into agile software development methodologies could enhance a team's ability to successfully synchronize exploitation (the continuous improvement of existing products and practices) with exploration (the identification and implementation of breakthrough innovations).","PeriodicalId":133654,"journal":{"name":"2011 AGILE Conference","volume":"8 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":"124263627","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}
Accept Corporation, a supplier of software for product innovation management that uses crowd-sourcing for ideas and feedback, drank some of its own Kool-Aid. The outcome resulted in a much more egalitarian culture which both fortified its product team and accelerated its rollout of new innovations.
{"title":"Innovation Jams: Lessons in Agile Product Development -- An Experience Report","authors":"J. Haniotis","doi":"10.1109/AGILE.2011.49","DOIUrl":"https://doi.org/10.1109/AGILE.2011.49","url":null,"abstract":"Accept Corporation, a supplier of software for product innovation management that uses crowd-sourcing for ideas and feedback, drank some of its own Kool-Aid. The outcome resulted in a much more egalitarian culture which both fortified its product team and accelerated its rollout of new innovations.","PeriodicalId":133654,"journal":{"name":"2011 AGILE Conference","volume":"21 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":"126034469","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 introduces rule-based exploratory testing, an approach to GUI testing that combines aspects of manual exploratory testing with rule-based test automation. This approach uses short, automated rules to increase the bug-detection capability of recorded exploratory test sessions. A preliminary evaluation found that this approach can be used to detect both general and application-specific bugs, but that rules for general bugs are easier to transfer between applications. Also, despite the advantages of keyword-based testing, it interferes with the transfer of rules between applications.
{"title":"Rule-Based Exploratory Testing of Graphical User Interfaces","authors":"T. Hellmann, F. Maurer","doi":"10.1109/AGILE.2011.23","DOIUrl":"https://doi.org/10.1109/AGILE.2011.23","url":null,"abstract":"This paper introduces rule-based exploratory testing, an approach to GUI testing that combines aspects of manual exploratory testing with rule-based test automation. This approach uses short, automated rules to increase the bug-detection capability of recorded exploratory test sessions. A preliminary evaluation found that this approach can be used to detect both general and application-specific bugs, but that rules for general bugs are easier to transfer between applications. Also, despite the advantages of keyword-based testing, it interferes with the transfer of rules between applications.","PeriodicalId":133654,"journal":{"name":"2011 AGILE Conference","volume":"86 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":"133557863","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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