2015 Agile Conference最新文献

{"title":"Is Agile Portfolio Management Following the Principles of Large-Scale Agile? Case Study in Finnish Broadcasting Company Yle","authors":"M. Laanti, M. Kangas","doi":"10.1109/Agile.2015.9","DOIUrl":"https://doi.org/10.1109/Agile.2015.9","url":null,"abstract":"Finnish Broadcasting Company Yle has taken Agile Portfolio Management into use at web and mobile development. This paper examines how the general benefits of Agile Portfolio practices described in training material and literature differ from the actual benefits described by real users of Portfolio Kanban Board. We also compare if the Principles of Large-Scale Agile collected from various Agile Organizations and published in the keynote presentation in the XP2014 conference can actually be detected in-action by users of Portfolio Kanban Board, and end up with a suggestion to remove the Principle of pattern utilization.","PeriodicalId":249378,"journal":{"name":"2015 Agile Conference","volume":"80 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-08-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114642712","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}

{"title":"The Prevalence of UX Design in Agile Development Processes in Industry","authors":"Tina Øvad, L. B. Larsen","doi":"10.1109/Agile.2015.13","DOIUrl":"https://doi.org/10.1109/Agile.2015.13","url":null,"abstract":"The gap between how the academic world develops usability and user experience (UX) methods, and how the industry employs these methods is perceived as both broad and deep. But is that the real picture -- and has there been a change in how companies work within these fields over the past two years? By conducting interviews with eight companies, this paper tries to answer these two questions. The companies were initially interviewed in 2013 and by follow-up interviews in 2015 the paper draws a picture of how the companies work with UX and usability in an agile development environment. We identify the challenges they are facing and if, and how the work progresses. We found that the UX maturity during these two years had changed significantly. This was revealed by the fact that almost all of the companies in 2015 had implemented or were in the process of developing a UX strategy together with more formalized UX processes. They also allocated more resources to conduct UX and usability work than earlier. We found that all of the companies made use of low-fi prototyping, followed by usability testing, workshops, personas, expert evaluations, user or customer journeys, customer visits and user task analyses. Almost all the companies carried out development using the Scrum framework. All of the companies were interested in the idea of agile UX, and found the idea of using the developers as a UX resource interesting. This, together with an idea of modifying existing usability methods to be used in an agile, industrial setting could be a solution to bridge the gap between academia and the industry.","PeriodicalId":249378,"journal":{"name":"2015 Agile Conference","volume":"59 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-08-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126010290","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}

{"title":"Gap Analysis between State of Practice and State of Art Practices in Agile Software Development","authors":"Abdul Rauf, Mohammad AlGhafees","doi":"10.1109/Agile.2015.21","DOIUrl":"https://doi.org/10.1109/Agile.2015.21","url":null,"abstract":"Agile software development can be considered as a development methodology which suits the situations where requirements are changing frequently. Most of the literature about agile is specific to one or two practices. Lack of a comprehensive discussion on all the commonly used agile practices in literature and their adoption results by industry is very much evident. This work is an ongoing effort, where we are going to discuss some of the literature, we have gone through to solicit common agile practices, score them on the basis of frequency of referral and then we have tried to get an opinion from industry regarding our findings. Our aim is to have a comprehensive review of all the literature presented for Agile in last decade and have an analysis of these results based on feedback from industry of at-least 2-3 continents. In this short paper, we are presenting some of our findings and we hope to extend our work gradually.","PeriodicalId":249378,"journal":{"name":"2015 Agile Conference","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-08-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128458349","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}

{"title":"Understanding Digital Cardwall Usage","authors":"S. Gossage, Judith M. Brown, R. Biddle","doi":"10.1109/Agile.2015.16","DOIUrl":"https://doi.org/10.1109/Agile.2015.16","url":null,"abstract":"In Agile software development, key artefacts used to support the process are the User Story (usually recorded on a Storycard) and Story Cardwall (usually a dedicated portion of a wall). These low-fidelity tools work together to help teams stay focused and self-manage their projects. The need to support distributed teams and team members makes the physical Cardwall impractical and teams are therefore migrating towards digital story management tools. We conducted field studies of 8 Agile teams using digital Cardwalls, and performed qualitative data analysis to understand patterns of usages and user needs. We identify issues to address in the design of digital Cardwalls.","PeriodicalId":249378,"journal":{"name":"2015 Agile Conference","volume":"86 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-08-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134537279","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}

{"title":"Managing Technical Debt in Software Projects Using Scrum: An Action Research","authors":"Frederico Oliveira, A. Goldman, Viviane A. Santos","doi":"10.1109/Agile.2015.7","DOIUrl":"https://doi.org/10.1109/Agile.2015.7","url":null,"abstract":"Ward Cunningham in his experience report presented at the OOPSLA'92 conference introduced the metaphor of technical debt. This metaphor is related to immature, incomplete or inadequate artifacts in the software development cycle that cause higher costs and lower quality. A strategy for the technical debt management is still a challenge because its definition is not yet part of the software development process. Carolyn Seaman and Yuepu Guo proposed a technical debt management framework based on three stages. First, debts are identified and listed. After that, debts are measured by their payment efforts and then debts are selected to be considered in the software development cycle. This study evaluates the application of this framework in the real context of software projects adopting Scrum. Action research is conducted in two companies where their projects have significant technical debt. We performed three action research cycles based on the three stages of the framework for both companies. The main contribution of this paper is to provide real experiences and improvements for projects using Scrum and that may adopt the technical debt management framework proposed by Seaman and Guo. Both teams recognized that the proposed approach is feasible for being considered in the software development process after some modifications. Because of projects time constraints and ease of use, we reduced the use of the proposed metrics to two: Principal and the Current Amount of Interest. In consequence, decision-making was benefitted by the early consideration of the debts that really need to be paid. Instead of using probabilities to find the interest, these are registered every time the technical debt occurs. During the first phase, the debts identification was improved when all Scrum roles participated, while measurement and decision-making were improved when the team was responsible for these phases. The Product Owner role in both companies understood the importance of Technical Debt monitoring and prioritization during a development cycle. With these changes, the two teams mentioned they would remain using the resulting approach.","PeriodicalId":249378,"journal":{"name":"2015 Agile Conference","volume":"74 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-08-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125424122","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}

{"title":"Explaining Agility with a Process Theory of Change","authors":"Michael Wufka, P. Ralph","doi":"10.1109/Agile.2015.10","DOIUrl":"https://doi.org/10.1109/Agile.2015.10","url":null,"abstract":"While agile approaches have been widely adopted, our theoretical understanding of their foundations and impacts remains limited. This is due to conflating two entirely different meanings of \"agile.\" We therefore unpack these two meanings and present our tentative understanding as a process theory. The theory posits that agility emerges from a dialectic interplay between recognizing and responding to needs for changes. Meanwhile, rather than directly affecting success, agility moderates the negative effects of need for change on success. Viewing agility this way helps address the research-practice gap by highlighting the need for skepticism of methods and practices, and by suggesting practically relevant research questions.","PeriodicalId":249378,"journal":{"name":"2015 Agile Conference","volume":"43 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-08-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132229596","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}

{"title":"Synthesizing Continuous Deployment Practices Used in Software Development","authors":"A. Rahman, Eric Helms, L. Williams, Chris Parnin","doi":"10.1109/AGILE.2015.12","DOIUrl":"https://doi.org/10.1109/AGILE.2015.12","url":null,"abstract":"Continuous deployment speeds up the process of existing agile methods, such as Scrum, and Extreme Programming (XP) through the automatic deployment of software changes to end-users upon passing of automated tests. Continuous deployment has become an emerging software engineering process amongst numerous software companies, such as Facebook, Github, Netflix, and Rally Software. A systematic analysis of software practices used in continuous deployment can facilitate a better understanding of continuous deployment as a software engineering process. Such analysis can also help software practitioners in having a shared vocabulary of practices and in choosing the software practices that they can use to implement continuous deployment. The goal of this paper is to aid software practitioners in implementing continuous deployment through a systematic analysis of software practices that are used by software companies. We studied the continuous deployment practices of 19 software companies by performing a qualitative analysis of Internet artifacts and by conducting follow-up inquiries. In total, we found 11 software practices that are used by 19 software companies. We also found that in terms of use, eight of the 11 software practices are common across 14 software companies. We observe that continuous deployment necessitates the consistent use of sound software engineering practices such as automated testing, automated deployment, and code review.","PeriodicalId":249378,"journal":{"name":"2015 Agile Conference","volume":"28 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-08-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130781320","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}

{"title":"Lean CMMI: An Iterative and Incremental Approach to CMMI-Based Process Improvement","authors":"Amr Noaman Abdel-Hamid, A. Hamouda","doi":"10.1109/Agile.2015.20","DOIUrl":"https://doi.org/10.1109/Agile.2015.20","url":null,"abstract":"Software Process Improvement (SPI) projects incorporate organization transition risks which may cause many process improvement initiatives to fail. To mitigate these risks, an iterative and incremental approach called 'Process Increments' is used to manage the SPI project. In this paper, the Configuration Management process area is used as a case study to show the improvement results difference when the 'Process Increments' approach is used. Results are compared with similar projects which didn't use an incremental approach. This approach shifts the focus from adopting new techniques to achieving value-add for the organization and shows excellent results in effective and efficient implementation of Software Configuration Management. Through our proposed process increment model, we could reach a significant increase in the performance of the software process improvement.","PeriodicalId":249378,"journal":{"name":"2015 Agile Conference","volume":"76 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-08-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130885558","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}

{"title":"Stakeholder Perceptions of the Adoption of Continuous Integration -- A Case Study","authors":"E. Laukkanen, M. Paasivaara, Teemu Arvonen","doi":"10.1109/Agile.2015.15","DOIUrl":"https://doi.org/10.1109/Agile.2015.15","url":null,"abstract":"Continuous integration is an important support mechanism for fast delivery of new features. However, its adoption in industry has often been problematic, partly due to social challenges. However, there is little knowledge of the exact nature of the challenges, and how different stakeholders perceive the need for and adoption of continuous integration. In this paper, we describe how the introduction of continuous integration was perceived by different stakeholders in a R&D program at Ericsson. The case provided a rare opportunity to study the adoption of continuous integration in a large distributed organization. We interviewed 27 stakeholders and found differing perceptions of continuous integration: how suitable it is for the organization, how adoption should be organized, and whether it is possible to achieve sufficient quality through automated testing. These differences of perception were mainly consequences of the geographic distribution. Based on the case study, we propose three guidelines. First, understand that the product architecture has a significant effect on the adoption. However, do not let architectural problems keep you from implementing continuous integration. Second, give the team members sufficient time to overcome the initial learning phase in the adoption. Third, avoid centralizing competencies to individual sites, and invest in cross-site communication.","PeriodicalId":249378,"journal":{"name":"2015 Agile Conference","volume":"93-94 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-08-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122670353","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}

{"title":"Symbolic Innovation in Agile Transformations","authors":"Doug Rose","doi":"10.1109/Agile.2015.17","DOIUrl":"https://doi.org/10.1109/Agile.2015.17","url":null,"abstract":"Much of the empirical research on agile transformations concentrates on the success factors for effective change management. Although these factors are essential in establishing beneficial norms and practices, the existing research does not adequately address the importance of language in distinguishing the current plan-driven processes from their agile counterparts. The labels in agile and plan-driven processes represent practices that are well established. Accurate process labeling is the foundation for creating any inter-organizational lessons. This paper establishes the link between linguistic manipulation and how it might lead to a form of symbolic innovation that can impede a greater understanding of transformational challenges. During an agile transformation some organizational actors re-label deterministic plan-driven processes using agile language. The symbolic innovation leads to no improvement and as a result is more easily abandoned without meaningful process change.","PeriodicalId":249378,"journal":{"name":"2015 Agile Conference","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-08-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"117213364","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}