Showing papers by "Nils Brede Moe published in 2014"

Towards principles of large-scale agile development: A summary of the workshop at XP2014 and a revised research Agenda

Abstract: Large projects are increasingly adopting agile development practices, and this raises new challenges for research The workshop on principles of large-scale agile development focused on central topics in large-scale: the role of architecture, inter-team coordination, portfolio management and scaling agile practices We propose eight principles for large-scale agile development, and present a revised research agenda

From offshore outsourcing to insourcing and partnerships: four failed outsourcing attempts

Abstract: Most large software companies are involved in offshore development, now small- and medium-sized companies are starting to undertake global sourcing too. Empirical research suggests that offshoring is not always successful; however, only a few comprehensive failure stories have been reported. The objective of our study has been to understand why small and medium-sized companies terminate their offshore outsourcing relationships and what alternative arrangements they undertake afterwards. Therefore, we designed a multiple case study of four medium-sized Scandinavian software companies that have terminated their offshore outsourcing relationships. Our results are based on data collected through semi-structured interviews, informal dialogues and analysis of company documents. We found that all companies terminated their offshore contracts because of low quality of the software being developed. This was caused by an inability to build the necessary human and social capital. The companies reported challenges with domain knowledge, a lack of commitment of external developers, cultural clashes, poor communication and high turnover, which only amplified the problems. After termination all four companies changed their sourcing strategy from offshore outsourcing to offshore insourcing and partnerships. We conclude that successful offshore software development requires a change from a cost-driven focus to an intellectual capital-driven focus. To prevent continuous investments into contracts that are destined to fail, companies should look for signs of escalating commitments and terminate relationships that cannot be corrected. Those companies that choose outsourcing shall also take into account that mismatch between the size of the offshore contract relative to the vendor may have a negative effect on a relationship.

Networking in a large-scale distributed agile project

Abstract: Context: In large-scale distributed software projects the expertise may be scattered across multiple locations.Goal: We describe and discuss a large-scale distributed agile project at Ericsson, a multinational telecommunications company headquartered in Sweden. The project is distributed across four development locations (one in Sweden, one in Korea and two in China) and employs 17 teams. In such a large scale environment the challenge is to have as few dependences between teams as possible, which is one reason why Ericsson introduced cross-functional feature teams -- teams that are capable of taking the full responsibility for implementing one entire feature. To support such teams when solving problems, ensure knowledge sharing within the project and safeguard the quality Ericsson introduced a new role -- Technical Area Responsible (TAR).Method: We conducted extensive fieldwork for 9 months at two Ericsson sites in Sweden and China. We interviewed representatives from different roles in the organization, in addition to focus groups and a survey with seven teams.Results: We describe the TAR role, and how the TARs communicate, coordinate and support the teams. Also architects support the teams, however not as closely as the TARs. We found that the TAR is usually a senior developer working halftime or fulltime in the role. We also present measures of the actual knowledge network of three Chinese and three Swedish teams and the TARs position in it.Conclusions: TARs are central in the knowledge network and act as the boundary spanners between the teams and between the sites. We learned that availability of the TARs across sites is lower than that with local TARs. We also found that the size of a team's knowledge network depends on how long the team members have been working in the company. Finally we discuss the advantages and the challenges of introducing experts in key roles in large scale distributed agile development.

Agile Methods. Large-Scale Development, Refactoring, Testing, and Estimation

Abstract: Large projects are increasingly adopting agile development practices, and this raises new challenges for research. The workshop on principles of large-scale agile development focused on central topics in large-scale: the role of architecture, inter-team coordination, portfolio management and scaling agile practices. We propose eight principles for large-scale agile development, and present a revised research agenda.

Agile Project Management

Abstract: Agile software development represents a new approach for planning and managing software projects. It puts less emphasis on up-front plans and strict control and relies more on informal collaboration, coordination, and learning. This chapter provides a characterization and definition of agile project management based on extensive studies of industrial projects. It explains the circumstances behind the change from traditional management with its focus on direct supervision and standardization of work processes, to the newer, agile focus on self-managing teams, including its opportunities and benefits, but also its complexity and challenges. The main contribution of the chapter is the four principles of agile project management: minimum critical specification, autonomous teams, redundancy, and feedback and learning.