After Dad's success with agile practices in his workplace, the Starr family borrowed lessons learned at work to form a highly effective iterative model of management for their home life. This agile-inspired methodology keeps a family of six organized and working together with less friction for more than three years.
{"title":"Agile Practices for Families: Iterating with Children and Parents","authors":"David Starr, Eleanor Starr","doi":"10.1109/AGILE.2009.53","DOIUrl":"https://doi.org/10.1109/AGILE.2009.53","url":null,"abstract":"After Dad's success with agile practices in his workplace, the Starr family borrowed lessons learned at work to form a highly effective iterative model of management for their home life. This agile-inspired methodology keeps a family of six organized and working together with less friction for more than three years.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"17 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114904994","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 just a few days spent traveling to busy Obama campaign offices we learned enough from observing and interviewing users to propose substantial improvements and additions to the software that helps run campaign field operations. In this paper, we describe what we did and outline some techniques that your Agile team may wish to consider for your projects.
{"title":"Improving Obama Campaign Software: Learning from Users","authors":"Billy Belchev, P. Baker","doi":"10.1109/AGILE.2009.46","DOIUrl":"https://doi.org/10.1109/AGILE.2009.46","url":null,"abstract":"In just a few days spent traveling to busy Obama campaign offices we learned enough from observing and interviewing users to propose substantial improvements and additions to the software that helps run campaign field operations. In this paper, we describe what we did and outline some techniques that your Agile team may wish to consider for your projects.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"17 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121983300","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 team of consultants introduces Agile software development practices in an “Agile Hostile” environment. This paper describes the chain of events that allowed them to covertly introduce and exercise Agile practices. There were three distinctly different coaching approaches at play, and it was the combination of the three that resulted in successes. Enterprise change requires more than a single win, however, and lack of top-down support prevented wider scale adoption of Agile practices.
{"title":"The Covert Agilist","authors":"K. Howard","doi":"10.1109/AGILE.2009.37","DOIUrl":"https://doi.org/10.1109/AGILE.2009.37","url":null,"abstract":"A team of consultants introduces Agile software development practices in an “Agile Hostile” environment. This paper describes the chain of events that allowed them to covertly introduce and exercise Agile practices. There were three distinctly different coaching approaches at play, and it was the combination of the three that resulted in successes. Enterprise change requires more than a single win, however, and lack of top-down support prevented wider scale adoption of Agile practices.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"14 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122504967","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 Developers at Iowa Student Loan improved their technical approach for building Java applications by switching from Apache Ant to Apache Maven. In 2003 we started using Ant. We had a lot of success with Ant and became very dependent upon it. At first, no one was comfortable switching to a new tool because Ant seemed to be working just fine. In 2007, we decided to use Maven. Throughout this transition, it was necessary for us to overcome many obstacles including the learning curve and the infrastructure needs. This report illustrates the problems we had with our Ant builds and identifies why we decided to switch to Maven. Finally, it acknowledges the benefits we have realized and describes how Maven has augmented our agility.
{"title":"Leveraging Maven 2 for Agility","authors":"T. J. Andersen, Luke E. Amdor","doi":"10.1109/AGILE.2009.20","DOIUrl":"https://doi.org/10.1109/AGILE.2009.20","url":null,"abstract":"Software Developers at Iowa Student Loan improved their technical approach for building Java applications by switching from Apache Ant to Apache Maven. In 2003 we started using Ant. We had a lot of success with Ant and became very dependent upon it. At first, no one was comfortable switching to a new tool because Ant seemed to be working just fine. In 2007, we decided to use Maven. Throughout this transition, it was necessary for us to overcome many obstacles including the learning curve and the infrastructure needs. This report illustrates the problems we had with our Ant builds and identifies why we decided to switch to Maven. Finally, it acknowledges the benefits we have realized and describes how Maven has augmented our agility.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"212 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122652629","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 increasing use of agile methods to develop UI-intensive systems has led to a need to find ways of integrating usability into agile teams—reconciling the convergence and divergent points between the two areas. Agile usability researchers at Virginia Tech have partnered with Meridium, Inc. to develop and implement an integrated approach known as eXtreme Scenario-based Design (XSBD). Based on an analysis of core values and principles of both areas, and work from other agile usability researchers we identified four requirements that need to be met for an integrated approach to work effectively. We report on the results of using XSBD to develop a product at Meridium, summarizing how it addresses those requirements and draw conclusions about the effectiveness of the approach—making connections back to core principles of agile usability.
{"title":"Examining the Foundations of Agile Usability with eXtreme Scenario-Based Design","authors":"J. Lee, D. McCrickard, K. Stevens","doi":"10.1109/AGILE.2009.30","DOIUrl":"https://doi.org/10.1109/AGILE.2009.30","url":null,"abstract":"The increasing use of agile methods to develop UI-intensive systems has led to a need to find ways of integrating usability into agile teams—reconciling the convergence and divergent points between the two areas. Agile usability researchers at Virginia Tech have partnered with Meridium, Inc. to develop and implement an integrated approach known as eXtreme Scenario-based Design (XSBD). Based on an analysis of core values and principles of both areas, and work from other agile usability researchers we identified four requirements that need to be met for an integrated approach to work effectively. We report on the results of using XSBD to develop a product at Meridium, summarizing how it addresses those requirements and draw conclusions about the effectiveness of the approach—making connections back to core principles of agile usability.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"31 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125686407","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}
As Agile is adopted by large enterprises, the number of transformation success stories has grown. But, transformation is an ongoing process, and maintaining organizational change is difficult. So, what happens after the success stories have been told? What can IT leaders expect once the Agile transformation honeymoon is over? This paper addresses these questions head-on, sharing Borland’s transformation experiences and the challenges that emerged after the initial phases gave way to a new stage in our journey.
{"title":"Enterprise Agile Transformation: The Two-Year Wall","authors":"C. Maples","doi":"10.1109/AGILE.2009.62","DOIUrl":"https://doi.org/10.1109/AGILE.2009.62","url":null,"abstract":"As Agile is adopted by large enterprises, the number of transformation success stories has grown. But, transformation is an ongoing process, and maintaining organizational change is difficult. So, what happens after the success stories have been told? What can IT leaders expect once the Agile transformation honeymoon is over? This paper addresses these questions head-on, sharing Borland’s transformation experiences and the challenges that emerged after the initial phases gave way to a new stage in our journey.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"98 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131803506","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}
User Experience (UX) practitioners and agile practitioners need to understand how user-centred design (UCD) and its techniques can be applied in an agile context. This paper presents the results of a study concerning the role of UX practitioners on agile projects, as perceived by UX practitioners themselves. We interviewed ten UX practitioners in a variety of settings, and following a qualitative approach we identified two main themes that are perceived by UX practitioners to be highly influential in the success of integrating UCD and agile approaches. These two themes are: UX practitioners’ understanding of their job role, and the need to establish, protect and communicate an overall team vision. Techniques for integrating the end user perspective in agile projects are also reported. These results were refined through a short observational study of one of the practitioners.
{"title":"The Importance of Identity and Vision to User Experience Designers on Agile Projects","authors":"Johanna Kollmann, H. Sharp, A. Blandford","doi":"10.1109/AGILE.2009.58","DOIUrl":"https://doi.org/10.1109/AGILE.2009.58","url":null,"abstract":"User Experience (UX) practitioners and agile practitioners need to understand how user-centred design (UCD) and its techniques can be applied in an agile context. This paper presents the results of a study concerning the role of UX practitioners on agile projects, as perceived by UX practitioners themselves. We interviewed ten UX practitioners in a variety of settings, and following a qualitative approach we identified two main themes that are perceived by UX practitioners to be highly influential in the success of integrating UCD and agile approaches. These two themes are: UX practitioners’ understanding of their job role, and the need to establish, protect and communicate an overall team vision. Techniques for integrating the end user perspective in agile projects are also reported. These results were refined through a short observational study of one of the practitioners.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"34 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128873429","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 early 2008, Pyxis Technologies was contracted in the third of a series of projects distributed between Canada and France. This project dwarfed its predecessors in scope and complexity. In over more than a year, it involved more than 30 people in 3 cities. With contributors separated by distance and time zones, organizations and expertise, the challenges faced ranged from organizing and coordinating the teams with Scrum and managing the evolution of the product. Through attention to problems and a willingness to adapt, the team has steered clear of any project-ending problems and managed to maintain a sustainable development pace. This is our story and what we’ve learned along the way.
{"title":"From Anarchy to Sustainable Development: Scrum in Less than Ideal Conditions","authors":"Isabelle Therrien, E. LeBel","doi":"10.1109/AGILE.2009.73","DOIUrl":"https://doi.org/10.1109/AGILE.2009.73","url":null,"abstract":"In early 2008, Pyxis Technologies was contracted in the third of a series of projects distributed between Canada and France. This project dwarfed its predecessors in scope and complexity. In over more than a year, it involved more than 30 people in 3 cities. With contributors separated by distance and time zones, organizations and expertise, the challenges faced ranged from organizing and coordinating the teams with Scrum and managing the evolution of the product. Through attention to problems and a willingness to adapt, the team has steered clear of any project-ending problems and managed to maintain a sustainable development pace. This is our story and what we’ve learned along the way.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"65 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131128048","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}
Brian Victor and Noah Jacobson are developers at Abraxas Applications who led the initial adoption of agile practices at the company. They discovered that agile is a social process but that their background as developers prevented them from implementing it as effectively as they could. They relate several anecdotes that illustrate problems in developer-led transitions and describe how their environment looked before and after a coach provided assistance.
Brian Victor和Noah Jacobson是Abraxas Applications的开发人员，他们在公司率先采用了敏捷实践。他们发现敏捷是一个社会过程，但是他们作为开发人员的背景阻碍了他们尽可能有效地实现它。他们讲述了一些轶事，说明了在开发人员主导的转换中存在的问题，并描述了在教练提供帮助之前和之后他们的环境是如何变化的。
{"title":"We Didn't Quite Get It","authors":"Brian Victor, Noah Jacobson","doi":"10.1109/AGILE.2009.22","DOIUrl":"https://doi.org/10.1109/AGILE.2009.22","url":null,"abstract":"Brian Victor and Noah Jacobson are developers at Abraxas Applications who led the initial adoption of agile practices at the company. They discovered that agile is a social process but that their background as developers prevented them from implementing it as effectively as they could. They relate several anecdotes that illustrate problems in developer-led transitions and describe how their environment looked before and after a coach provided assistance.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"195 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114838915","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}
Team politics complicate software projects. They cause internal conflicts that can not only cost a software team time and money, but may also detract from the needs of the product’s end users. In this paper, we explore the use of concept maps as a means of mitigating such team conflicts. Approaching agile usability through the lens of distributed cognition, concept mapping could improve team communications. We conducted interviews with eleven practitioners from three local software development companies to gain preliminary evidence of the practicality of the approach. Participants were questioned about their challenges in agile development and about their overall impressions of a concept mapping approach. We asked about the practicality and acceptability of implementing such a methodology, along with general concerns and recommendations. Results indicate that there is a need for improvement in agile usability, and a concept mapping approach is promising for addressing existing concerns. With refinement of the method and the development of the proper tools, this approach has great potential to improve team interaction in agile usability environments.
{"title":"Easing Team Politics in Agile Usability: A Concept Mapping Approach","authors":"Jeremy T. Barksdale, E. Ragan, D. McCrickard","doi":"10.1109/AGILE.2009.57","DOIUrl":"https://doi.org/10.1109/AGILE.2009.57","url":null,"abstract":"Team politics complicate software projects. They cause internal conflicts that can not only cost a software team time and money, but may also detract from the needs of the product’s end users. In this paper, we explore the use of concept maps as a means of mitigating such team conflicts. Approaching agile usability through the lens of distributed cognition, concept mapping could improve team communications. We conducted interviews with eleven practitioners from three local software development companies to gain preliminary evidence of the practicality of the approach. Participants were questioned about their challenges in agile development and about their overall impressions of a concept mapping approach. We asked about the practicality and acceptability of implementing such a methodology, along with general concerns and recommendations. Results indicate that there is a need for improvement in agile usability, and a concept mapping approach is promising for addressing existing concerns. With refinement of the method and the development of the proper tools, this approach has great potential to improve team interaction in agile usability environments.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"147 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2009-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133831402","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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