Progression towards Agility: A comprehensive survey
29 Jul 2010-pp 1-5
TL;DR: This paper aims to discuss about the pitfalls of traditional methods in developing a product and the application of agile methods to improve the process.
Abstract: In software development, there are two broad schools of thought: the traditional sequential or the “Waterfall method” and the iterative or the “Agile method”. This paper aims to discuss about the pitfalls of traditional methods in developing a product and the application of agile methods to improve the process. Agile aims to deliver a customer-driven product in time and budget. The paper is supported by the views of developers who had moved to agile from waterfall models.
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29 Aug 2016
TL;DR: The first aim of this paper is to tighten and explicate a conceptualization of organizational agility that clarifies what it is and how it can be reached by proposing a framework that leads to improve organizational agility.
Abstract: For several years, Business Process Management (BPM) is recognized as a holistic management approach that promotes business effectiveness and efficiency. Increasingly, corporates find themselves, operating in business environments filled with unpredictable, complex and continuous change. Driven by these dynamic competitive conditions, they look for a dynamic management of their business processes to maintain their processes performance. To be competitive, companies have to respond quickly and nimbly to changing environment. One domain that has dominated the thinking of most managers from few years is organizational agility. It is considered as inescapable feature of today's forward-looking corporates. About 90% of executives surveyed by the Economist Intelligence Unit believe that organizational agility is critical for business success. Many researchers tried to define and characterize organizational agility according to their context and domain application. The first aim of this paper is to tighten and explicate a conceptualization of organizational agility that clarifies what it is and how it can be reached by proposing a framework that leads to improve organizational agility. The second aim of the current research is to suggest ideas on how to make business processes agile and what are the practices of organizational agility that can be transferred to BPM.
21 citations
Cites background from "Progression towards Agility: A comp..."
...And a lot of work has been done to investigate this topic in different optimization criterions [7], [8], [9], [10], leading to develop many different solutions and methods [11], [12], [13], [14], [15], [16]....
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01 Jan 2014
TL;DR: In this paper, known challenges are identified, previously unknown challenges might surface and advice is given on how to deal with these challenges, which are relevant to other companies making the transition from Waterfall to Scrum.
Abstract: upcoming trend in software development is the Scrum- framework. Old sequential methods like Waterfall have proven ineffective. Many companies are making the switch from Wa- terfall to Scrum and there are a number of challenges in this transition. In this paper, known challenges are researched based on existing literature and case-study research is performed. Known challenges are identified, previously unknown chal- lenges might surface and advice is given on how to deal with these challenges. These results are relevant to other companies making the transition to Scrum. KeywordsScrum, agile, transition Many companies are making the transition from a Waterfall based development process to the Scrum methodology. In chapter 2 the characteristics of Waterfall and Scrum are ex- plained. The positive and negative aspects of both methodolo- gies are summarized. This gives us an overview of the reasons to adopt Scrum. Chapter 3 gives the problem statement and the relevance of this work. Chapter 4 defines the research approach taken. In chapter 5 literature research is performed to identify already know challenges in the transition from Waterfall to Scrum. Chapter 6 describes the case-study at Portbase, a logis- tics information hub, who has made the transition from Water- fall to Scrum in 2012. The reasons for adopting Scrum, changes in the development process, the effectiveness of Scrum and les- sons learned in the transition will be researched. The literature research helps at identifying potential problems. In chapter 7 the results will be discussed, comparing them to findings in lit- erature and possibly identifying previously unknown chal- lenges. These findings are relevant for other companies transi- tioning from Waterfall to Scrum.
14 citations
Cites background from "Progression towards Agility: A comp..."
...Projects are open-ended so it is harder to accept this technique as it creates more uncertainty [25]....
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...The abrupt change in the development structure can cause resistance [25]....
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01 Jan 2011
TL;DR: This paper aims to provide a history of the field and some of the techniques used in its development, as well as some examples of usage and criticism, that were previously unavailable.
Abstract: ............................................................................................................................. ii Acknowledgement ............................................................................................................ iv Vita...................................................................................................................................... v Table of
4 citations
01 Sep 2013
TL;DR: In this paper, the authors investigate factors that may have contributed to Coast Guard IT projects that were delivered late, were out of scope, or were over budget through an analysis of the WatchKeeper Project and the Mission and Asset Scheduling Interface (MASI) Project.
Abstract: : Investments in technology have the potential to improve lives and organizations and can be force multipliers for an organization. However, federal information technology (IT) projects too often experience cost overruns, schedule slippages, and performance shortfalls. The Coast Guard currently has four IT Level 1 acquisition programs that are outlined in the Major Systems Acquisition Manual as having life-cycle cost estimates equal to or greater than $1 billion. Many of these projects are over budget, and as a result, many of the desired capabilities will not make it to the end user. Since the passage of the first acquisition act and in every acquisition mandate since, the Federal Government has struggled to deliver capabilities that meet the requirements of the end user while staying within budget and on schedule. To alleviate these problems, adding more mandates and oversight has become the go-to play. However, these mandates may be having the opposite effect on desired outcomes. The primary objective of this report was to investigate factors that may have contributed to Coast Guard IT projects that were delivered late, were out of scope, or were over budget through an analysis of the WatchKeeper Project and the Mission and Asset Scheduling Interface (MASI) Project. The variables that led to the success or failure of these projects were explored, and an analysis was conducted to find out whether agile methodologies would have been suitable for IT projects of this kind. The author contends that agile methodologies would have been suitable for these projects, and that agile software development should be explored as an option for all IT systems within the Federal Government.
3 citations
01 Jan 2019
TL;DR: Enterprise Architecture is a discipline which is used for describing and designing an organisation's infrastructure and business processes and Agile methods are known for providing flexibility and adaptability.
Abstract: Enterprise Architecture (EA) is a discipline which is used for describing and designing anorganisation's infrastructure and business processes. Agile methods are known for providingflexibility and ...
2 citations
Cites background from "Progression towards Agility: A comp..."
...There are also daily meetings throughout the sprint to get continuous status updates on the progress [40] and any problem can be brought up[43]....
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...This enables the teams to adapt better to incoming changes and they are able to produce incremental deliveries of a product[43] which they can receive feedback on that can be used in the future[40]....
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...Agile began in the 1990s as a reaction to the current situation for software development projects[39][40]....
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References
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TL;DR: This essay explores the reasons for lightweight methods, focusing not so much on their weight but on their adaptive nature and their people-first orientation.
Abstract: In the past few years there’s been a rapidly growing interest in “lightweight” methodologies. Alternatively characterized as an antidote to bureaucracy or a license to hack they’ve stirred up interest all over the software landscape. In this essay I explore the reasons for lightweight methods, focusing not so much on their weight but on their adaptive nature and their people-first orientation. I also give a summary and references to the processes in this school and consider the factors that should influence your choice of whether to go down this newly trodden path.
460 citations
07 Jan 2008
TL;DR: The adoption of Scrum and Agile practices has been steadily growing over the past two years, and now encompasses more than 150 Yahoo! teams in the United States, Europe, and Asia-Pacific.
Abstract: Yahoo! is a large enterprise with a $32 billion market cap and has one of the largest Agile implementations in the world. The adoption of Scrum and Agile practices has been steadily growing over the past two years, and now encompasses more than 150 Yahoo! teams in the United States, Europe, and Asia-Pacific. The projects range from new product development for properties such as Yahoo! Autos to heavy-duty infrastructure work on Yahoo! Mail, which serves 250 million users each month around the globe.
90 citations
04 Dec 2009
TL;DR: This paper will document successful integration of test-driven development, pair programming, refactoring, an iterative approach, and other Agile methods into a traditional DO-178B software development process.
Abstract: Agile is an umbrella software methodology that incorporates many of the best practices of the last couple of decades. In this paper, we will examine some of those key techniques for possible application in the aerospace domain, starting with a brief literature review to identify the key Agile publications and the germane DO-178B work. Virtually all Agile practices can be mapped to a DO-178B software development process. We provide a detailed analysis of the key practices, with a preliminary assessment of the ease of implementation for each. An analysis of a number of the difficulties involving transitioning from a traditional waterfall software development process to Agile practices will show that, though difficult, a transition is possible. The transition to Agile development does not require sudden, sweeping change, but instead can be accomplished through incorporating Agile methods into an existing process. We will document successful integration of test-driven development, pair programming, refactoring, an iterative approach, and other Agile methods into a traditional DO-178B software development process. We conclude with a call for a collaborative effort to further explore Agile as an answer to the urgent need for new approaches to complex systems that have become increasingly difficult to verify and validate.
49 citations
24 Aug 2009
TL;DR: An informal retrospective of the relative successes and failures of enterprise Agile adoption at Yahoo! from the period 2004 to 2009 is offered.
Abstract: Yahoo! is a great proving ground for Agile. Since the introduction of Agile methods and practices into the company over five years ago, many contests of the Agile process have played out across the expansive Yahoo! software development landscape. Throughout its history, the spirit of Agile has survived, often in surprising and unexpected ways. Whether being mandated from the executive-level or arising from self-motivated small teams, one theme is constant - Agile has embedded itself into the DNA of Yahoo!. And to the present day, Agile continues to emerge and re-emerge in many forms from the dedicated individuals who use the tools of Agile to create some of the most innovative user experiences on the Internet. This paper offers an informal retrospective of the relative successes and failures of enterprise Agile adoption at Yahoo! from the period 2004 to 2009.
30 citations