The use of contemporary software development approaches such as agile methods is growing in widespread use throughout the world. Although some universities are starting to teach them, courses on agile methods at the undergraduate and graduate levels are still a new phenomenon. The University of Maryland University College (UMUC) adapted agile methods for its capstone course towards a master’s degree in software engineering in the Fall of 2008. Three distributed teams of five students were asked to use agile methods to build competing electronic commerce websites. With little training in agile methods, virtual teams, collaboration tools, or web design, each of the three teams completed fully functional e-commerce websites using agile methods in little more than 13 weeks. Teams who struck an optimum balance of customer collaboration, use of agile methods, and technical programming ability had better productivity and website quality.
现代软件开发方法(如敏捷方法)的使用在世界范围内得到了广泛的应用。尽管一些大学已经开始开设敏捷方法课程，但在本科和研究生阶段开设敏捷方法课程仍然是一个新现象。马里兰大学学院(University of Maryland University College, UMUC)在2008年秋季的软件工程硕士学位的顶点课程中采用了敏捷方法。三个由五名学生组成的分散小组被要求使用敏捷方法建立相互竞争的电子商务网站。在没有受过敏捷方法、虚拟团队、协作工具或网页设计方面的培训的情况下，三个团队中的每一个都使用敏捷方法在13周多一点的时间内完成了功能齐全的电子商务网站。在客户协作、使用敏捷方法和技术编程能力之间取得最佳平衡的团队具有更好的生产力和网站质量。
{"title":"Use of Agile Methods in Software Engineering Education","authors":"David F. Rico, H. Sayani","doi":"10.1109/AGILE.2009.13","DOIUrl":"https://doi.org/10.1109/AGILE.2009.13","url":null,"abstract":"The use of contemporary software development approaches such as agile methods is growing in widespread use throughout the world. Although some universities are starting to teach them, courses on agile methods at the undergraduate and graduate levels are still a new phenomenon. The University of Maryland University College (UMUC) adapted agile methods for its capstone course towards a master’s degree in software engineering in the Fall of 2008. Three distributed teams of five students were asked to use agile methods to build competing electronic commerce websites. With little training in agile methods, virtual teams, collaboration tools, or web design, each of the three teams completed fully functional e-commerce websites using agile methods in little more than 13 weeks. Teams who struck an optimum balance of customer collaboration, use of agile methods, and technical programming ability had better productivity and website quality.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"1 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":"131153083","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 2007 a large consumer electronics retailer faced significant business challenges. In pursuit of new modes of strategic flexibility and fast execution, the e-commerce division transformed its culture around Agile principles and the user experience team adapted its practices to the new paradigm. How would increased velocity affect the quality of the functionality produced? How would time-intensive activities like usability research be affected? This paper presents a case study describing successes and failures while integrating continuous research into Agile projects.
{"title":"5 Users Every Friday: A Case Study in Applied Research","authors":"Tom Illmensee, Alyson Muff","doi":"10.1109/AGILE.2009.45","DOIUrl":"https://doi.org/10.1109/AGILE.2009.45","url":null,"abstract":"In 2007 a large consumer electronics retailer faced significant business challenges. In pursuit of new modes of strategic flexibility and fast execution, the e-commerce division transformed its culture around Agile principles and the user experience team adapted its practices to the new paradigm. How would increased velocity affect the quality of the functionality produced? How would time-intensive activities like usability research be affected? This paper presents a case study describing successes and failures while integrating continuous research into Agile projects.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"78 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":"125042934","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}
Over the past few years distributed and offshore teams have been held up as the most cost effective delivery model for IT projects of all types. Yet case studies do not support these assumptions. The authors had the opportunity to compare the productivity, quality and performance of collocated agile teams with distributed agile teams and found that the collocated teams perform substantially better. In the first case a collocated team was eight times more productive, while in the second case, transferring the work to a collocated team saved the project from certain disaster. From these examples and others, there are strong indications that companies should be rediscovering collocated project teams as the old/new paradigm for delivering real value for their IT projects.
{"title":"The Failure of the Off-shore Experiment: A Case for Collocated Agile Teams","authors":"B. Cohen, Mark Thias","doi":"10.1109/AGILE.2009.8","DOIUrl":"https://doi.org/10.1109/AGILE.2009.8","url":null,"abstract":"Over the past few years distributed and offshore teams have been held up as the most cost effective delivery model for IT projects of all types. Yet case studies do not support these assumptions. The authors had the opportunity to compare the productivity, quality and performance of collocated agile teams with distributed agile teams and found that the collocated teams perform substantially better. In the first case a collocated team was eight times more productive, while in the second case, transferring the work to a collocated team saved the project from certain disaster. From these examples and others, there are strong indications that companies should be rediscovering collocated project teams as the old/new paradigm for delivering real value for their IT projects.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"41 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":"123887563","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 Support 2.0 Team at our IT organization has recently completed Phase 1 of the Support 2.0 project. Phase 1 was a four month endeavor with a primary focus of collecting data to understand why support was so costly and identify the root cause for each support request. The team strongly believed that this initial phase would be critical to making significant impacts to the quality and supportability of applications. This experience report describes the challenge for the Support 2.0 Team and shares the successful adoption of agile practices in redefining the support organization. In the spirit of the agile transition to software development one year prior, our IT organization decided to rethink the approach to application support. By embracing agile principles and utilizing agile concepts, such as a cross-functional team, a team collaboration approach with frequent reviews to inspect and adapt as needed, etc, the business was able to reap immediate benefits. It was a challenging journey for the team, where the mix of onshore/offshore support engineers and an integrated client / vendor relationship within an agile team and focused framework helped to transform the support organization from an operational cost center to a value added thought partner. This resulted in a significantly improved culture and effectiveness of the support organization. This unique organization of an agile, cross-functional and team-based approach to handle support requests improved the customer experience, reduced support costs, and ultimately provided greater opportunity for the business to fund new development efforts.
{"title":"Scrum 911! Using Scrum to Overhaul a Support Organization","authors":"Bhaven Sheth","doi":"10.1109/AGILE.2009.23","DOIUrl":"https://doi.org/10.1109/AGILE.2009.23","url":null,"abstract":"The Support 2.0 Team at our IT organization has recently completed Phase 1 of the Support 2.0 project. Phase 1 was a four month endeavor with a primary focus of collecting data to understand why support was so costly and identify the root cause for each support request. The team strongly believed that this initial phase would be critical to making significant impacts to the quality and supportability of applications. This experience report describes the challenge for the Support 2.0 Team and shares the successful adoption of agile practices in redefining the support organization. In the spirit of the agile transition to software development one year prior, our IT organization decided to rethink the approach to application support. By embracing agile principles and utilizing agile concepts, such as a cross-functional team, a team collaboration approach with frequent reviews to inspect and adapt as needed, etc, the business was able to reap immediate benefits. It was a challenging journey for the team, where the mix of onshore/offshore support engineers and an integrated client / vendor relationship within an agile team and focused framework helped to transform the support organization from an operational cost center to a value added thought partner. This resulted in a significantly improved culture and effectiveness of the support organization. This unique organization of an agile, cross-functional and team-based approach to handle support requests improved the customer experience, reduced support costs, and ultimately provided greater opportunity for the business to fund new development efforts.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"2 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":"120893898","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}
Extreme Programming (XP) has been reported to work well by valuing principles of simplicity, lightweight practices, effective feedback and continuous process and product improvement. This paper describes an approach towards managing software product lines in a setting where XP practices are common. The paper is an action research describing a case where we handled variability in the domain of intelligent home systems to satisfy a range of requirements by our industrial partner. The paper delves into how variability and traceability of requirements can be managed via executable specifications. A case study was used to evaluate the approach, and it provided initial insights on its feasibility and usefulness.
{"title":"Extreme Product Line Engineering: Managing Variability and Traceability via Executable Specifications","authors":"Yaser Ghanam, F. Maurer","doi":"10.1109/AGILE.2009.12","DOIUrl":"https://doi.org/10.1109/AGILE.2009.12","url":null,"abstract":"Extreme Programming (XP) has been reported to work well by valuing principles of simplicity, lightweight practices, effective feedback and continuous process and product improvement. This paper describes an approach towards managing software product lines in a setting where XP practices are common. The paper is an action research describing a case where we handled variability in the domain of intelligent home systems to satisfy a range of requirements by our industrial partner. The paper delves into how variability and traceability of requirements can be managed via executable specifications. A case study was used to evaluate the approach, and it provided initial insights on its feasibility and usefulness.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"4 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":"129625913","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 describes a journey from 2004 to 2008 when SoftwarePeople in Denmark, together with a partner from Bangladesh, established a subsidiary company more than 7000 km away from Denmark. We hired 20 people in one week in Bangladesh and started to use CMMI processes to integrate development teams between the two locations with the goal of receiving a CMMI level 3 certification in 1.5 years. After some challenging time we stopped the CMMI project and switched back to Agile and Lean techniques with more collaboration. Here we describe our experience with implementing global big bang Scrum and building a kaizen culture. A journey from long running projects, technical dept and integration nightmares to small batches of work, continuous integration and faster delivery of business value. This is reported by Hans Baggesen, Team Lead for one of the Danish R&D teams (2007-2008) and Mads Troels Hansen, CTO and co-founder (2004-2007).
{"title":"From CMMI and Isolation to Scrum, Agile, Lean and Collaboration","authors":"Mads Troels Hansen, Hans Baggesen","doi":"10.1109/AGILE.2009.18","DOIUrl":"https://doi.org/10.1109/AGILE.2009.18","url":null,"abstract":"This paper describes a journey from 2004 to 2008 when SoftwarePeople in Denmark, together with a partner from Bangladesh, established a subsidiary company more than 7000 km away from Denmark. We hired 20 people in one week in Bangladesh and started to use CMMI processes to integrate development teams between the two locations with the goal of receiving a CMMI level 3 certification in 1.5 years. After some challenging time we stopped the CMMI project and switched back to Agile and Lean techniques with more collaboration. Here we describe our experience with implementing global big bang Scrum and building a kaizen culture. A journey from long running projects, technical dept and integration nightmares to small batches of work, continuous integration and faster delivery of business value. This is reported by Hans Baggesen, Team Lead for one of the Danish R&D teams (2007-2008) and Mads Troels Hansen, CTO and co-founder (2004-2007).","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"11 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":"123227597","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}
After a successful transition from a prescriptive waterfall process to Scrum and XP, the Corporate Internet Solutions group at Nationwide Insurance found velocity and efficiency stumbling due to the competing and vague priorities of corporate silos. This presentation discusses how the team evolved the traditional Scrum process to better manage 17 dependent projects, and reluctant internal business partners, through a combination of activities including clear Pre-Discovery activities, scenario planning, RITE usability testing, and kanban-style visual management systems
{"title":"From Cradle to Sprint: Creating a Full-Lifecycle Request Pipeline at Nationwide Insurance","authors":"Kevin G. Fisher, Arlen Bankston","doi":"10.1109/AGILE.2009.72","DOIUrl":"https://doi.org/10.1109/AGILE.2009.72","url":null,"abstract":"After a successful transition from a prescriptive waterfall process to Scrum and XP, the Corporate Internet Solutions group at Nationwide Insurance found velocity and efficiency stumbling due to the competing and vague priorities of corporate silos. This presentation discusses how the team evolved the traditional Scrum process to better manage 17 dependent projects, and reluctant internal business partners, through a combination of activities including clear Pre-Discovery activities, scenario planning, RITE usability testing, and kanban-style visual management systems","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"58 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":"124716934","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 Customer is a critical role in XP, but almost all XP practices are presented for developers by developers. While XP calls for Real Customer Involvement, it does not explain what XP Customers should do, nor how they should do it. Using Grounded Theory, we discovered eight customer practices used by successful XP teams: Customer Boot Camp, Customer’s Apprentice, Customer Pairing, and Programmer’s Holiday support the well-being and effectiveness of customers; Programmer On-site and Road shows support team and organization interactions; and Big Picture Up Front and Re-calibration support Customers steering the whole project. By adopting these processes, XP Customers and teams can work faster and more sustainably.
{"title":"XP Customer Practices: A Grounded Theory","authors":"Angela Martin, R. Biddle, J. Noble","doi":"10.1109/AGILE.2009.68","DOIUrl":"https://doi.org/10.1109/AGILE.2009.68","url":null,"abstract":"The Customer is a critical role in XP, but almost all XP practices are presented for developers by developers. While XP calls for Real Customer Involvement, it does not explain what XP Customers should do, nor how they should do it. Using Grounded Theory, we discovered eight customer practices used by successful XP teams: Customer Boot Camp, Customer’s Apprentice, Customer Pairing, and Programmer’s Holiday support the well-being and effectiveness of customers; Programmer On-site and Road shows support team and organization interactions; and Big Picture Up Front and Re-calibration support Customers steering the whole project. By adopting these processes, XP Customers and teams can work faster and more sustainably.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"1 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":"130739492","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 Marriott began to build its brand management intranet, the tech vendor ran into several problems that jeopardized the whole program. The introduction of Agile began a long recovery process: When should you be covert/overt with Agile practices? How do you convince stakeholders a daily concall is more efficient than a weekly concall? Why would you pay for the tech vendor’s Agile training? How do you structure Firm Fixed pricing to be Agile? This is the story of how applying Agile techniques, first covertly, then out in the open, slowly steered the ship on course.
{"title":"Marriott's Agile Turnaround","authors":"Jesse Fewell","doi":"10.1109/AGILE.2009.55","DOIUrl":"https://doi.org/10.1109/AGILE.2009.55","url":null,"abstract":"When Marriott began to build its brand management intranet, the tech vendor ran into several problems that jeopardized the whole program. The introduction of Agile began a long recovery process: When should you be covert/overt with Agile practices? How do you convince stakeholders a daily concall is more efficient than a weekly concall? Why would you pay for the tech vendor’s Agile training? How do you structure Firm Fixed pricing to be Agile? This is the story of how applying Agile techniques, first covertly, then out in the open, slowly steered the ship on course.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"20 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":"128709307","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 is the story of staying green in the midst of the challenges we faced as we accumulated an increasing number of automated tests. Iowa Student Loan (ISL) is well beyond the adoption phase of agile. Our commitment to writing tests has resulted in an enormous set of tests. We faced many challenges in keeping our tests under control. A few of the challenges that surfaced include: overly coupled tests, volatile dependencies and turned off tests. It took a lot of energy, discipline, and resources to overcome these challenges. We would like to share the techniques and experiences that emerged as we struggled to stay on green bar.
{"title":"Herding Cats: Managing Large Test Suites","authors":"D. Kessler, T. J. Andersen","doi":"10.1109/AGILE.2009.38","DOIUrl":"https://doi.org/10.1109/AGILE.2009.38","url":null,"abstract":"This is the story of staying green in the midst of the challenges we faced as we accumulated an increasing number of automated tests. Iowa Student Loan (ISL) is well beyond the adoption phase of agile. Our commitment to writing tests has resulted in an enormous set of tests. We faced many challenges in keeping our tests under control. A few of the challenges that surfaced include: overly coupled tests, volatile dependencies and turned off tests. It took a lot of energy, discipline, and resources to overcome these challenges. We would like to share the techniques and experiences that emerged as we struggled to stay on green bar.","PeriodicalId":280848,"journal":{"name":"2009 Agile Conference","volume":"87 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":"133952961","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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