Adapting funding processes for agile IT projects: an empirical investigation

Agile software development that provides software development organizations, the ability to respond to changes in turbulent business environments, has been gaining wide adoption. Agile software development projects are characterized by ‘just enough’ planning and lack of upfront commitment to scope, cost, and schedule. These characteristics pose conflicting demands on managers responsible for making funding decisions, because traditional approaches to funding IT projects are often based on well-defined scope, cost, and schedule. These conflicts demand the adaptation of traditional funding processes to suit to agile projects. We draw from Adaptive Structuration Theory to understand the nature of conflicts between traditional IT project funding processes and the dynamic nature of agile projects, and how these conflicts are addressed by practices that are appropriated in the process of social interaction between funding decision makers and development teams. On the basis of a multisite case study, we present a framework that explains how organizations adapt traditional IT funding approaches to accommodate the unique characteristics of agile IT projects.     

Challenges of shared decision-making: A multiple case study of agile software development

ContextAgile software development changes the nature of collaboration, coordination, and communication in software projects.ObjectiveOur objective was to understand the challenges of shared decision-making in agile software development teams.MethodWe designed a multiple case study consisting of four projects in two software product companies that recently adopted Scrum. We collected data in semi-structured interviews, through participant observations, and from process artifacts.ResultsWe identified three main challenges to shared decision-making in agile software development: alignment of strategic product plans with iteration plans, allocation of development resources, and performing development and maintenance tasks in teams.ConclusionAgile software development requires alignment of decisions on the strategic, tactical, and operational levels in order to overcome these challenges. Agile development also requires a transition from specialized skills to redundancy of functions and from rational to naturalistic decision-making. This takes time; the case companies needed from one to two years to change from traditional, hierarchical decision-making to shared decision-making in software development projects.     

A framework to support the evaluation, adoption and improvement of agile methods in practice

Agile methods are often seen as providing ways to avoid overheads typically perceived as being imposed by traditional software development environments. However, few organizations are psychologically or technically able to take on an agile approach rapidly and effectively. Here, we describe a number of approaches to assist in such a transition. The Agile Software Solution Framework (ASSF) provides an overall context for the exploration of agile methods, knowledge and governance and contains an Agile Toolkit for quantifying part of the agile process. These link to the business aspects of software development so that the business value and agile process are well aligned. Finally, we describe how these theories are applied in practice with two industry case studies using the Agile Adoption and Improvement Model (AAIM).     

Evaluating Adoption of Emerging IT for Corporate IT Strategy: Developing a Model Using a Qualitative Method

The acquisition and evaluation of new technologies is critical to the development of a timely IT strategy. We report the findings of a four round Delphi study designed to elicit a cohesive set of issues that affect an IT executive's decision to adopt an emerging IT into corporate IT strategy. Based on the results, we present the Emerging Information Technology Evaluation Model, which IT executives and academicians can use to support a strategic adoption decision.     

Can proactively induced organisational citizenship behaviour (OCB) foster positive work attitudes? Theorising the mediating role of ‘meaning of work’ for IT professionals

Given the high employee turnover rates among information technology (IT) professionals, firms are on the lookout for ways to retain them. With this end in view, to keep their professionals committed and satisfied, many IT firms are making proactive efforts to induce a favourable organisational environment by encouraging employees towards extra-role organizational citizenship behaviors (OCBs). However, there is scant evidence as to whether orchestrating proactively induced OCB results in positive work attitudes. Our study contributes by theorising the mechanisms through which OCB fosters positive work attitudes among IT professionals, which is expected to lower their turnover rates. Grounding our research in self-perception and self-determination theories, we hypothesize the relationships between IT professionals' OCB and their affective attitudes towards their organisation and job, as being mediated by their cognitive evaluations of the ‘meaning of their IT work’. We test the theorised model with data collected through a large-scale two-wave survey design from a multinational IT-services company. The results offer a nuanced understanding of the relationship between OCB and positive work attitudes for IT professionals, which have significant implications for research and practice.     

Resource Complementarity and IT Economies of Scale: Mechanisms and Empirical Evidence

ABSTRACT

In this study, we explore economies of scale for IT infrastructure and application services. An in-depth appreciation of economies of scale is imperative for an adequate understanding of the impact of IT investments. Our findings indicate that even low IT spending organizations can make a difference by devoting at least 60% of their total IT budget on IT infrastructure in order to foster economies of scale and extract strategic benefits.     

Psychological Contract and Turnover Intention in the Information Technology Profession

The recruitment and retention of Information Technology (IT) professionals continue to concern organizations and researchers. We employ psychological contract theory to examine how unmet expectations may influence psychological contract breach and turnover intention. The results of a survey of IT professionals indicate four factors contributing to IT workers’ perceptions of psychological contract breach including perceived supervisor support, emotional dissonance, work exhaustion, and salary. Further, autonomy moderates the relationship between psychological contract breach and turnover intention.     

Predicting motivators of cloud computing adoption: A developing country perspective

Cloud computing is a recent and significant development in the domain of network applications with a new information technology perspective. This study attempts to develop a hybrid model to predict motivators influencing the adoption of cloud computing services by information technology (IT) professionals. The research proposes a new model by extending the Technology Acceptance Model (TAM) with three external constructs namely computer self-efficacy, trust, and job opportunity. One of the main contributions of this research is the introduction of a new construct, Job Opportunity (JO), for the first time in a technology adoption study. Data were collected from 101 IT professional and analyzed using multiple linear regression (MLR) and neural network (NN) modeling. Based on the RMSE values from the results of these models NN models were found to outperform the MLR model. The results obtained from MLR showed that computer self-efficacy, perceived usefulness, trust, perceived ease of use, and job opportunity. However, the NN models result showed that the best predictor of cloud computing adoption are job opportunity, trust, perceived usefulness, self-efficacy, and perceived ease of use. The findings of this study confirm the need to extend the fundamental TAM when studying a recent technology like cloud computing. This study will provide insights to IT service providers, government agencies, academicians, researchers and IT professionals.     

Using metrics in Agile and Lean Software Development – A systematic literature review of industrial studies

ContextSoftware industry has widely adopted Agile software development methods. Agile literature proposes a few key metrics but little is known of the actual metrics use in Agile teams.ObjectiveThe objective of this paper is to increase knowledge of the reasons for and effects of using metrics in industrial Agile development. We focus on the metrics that Agile teams use, rather than the ones used from outside by software engineering researchers. In addition, we analyse the influence of the used metrics.MethodThis paper presents a systematic literature review (SLR) on using metrics in industrial Agile software development. We identified 774 papers, which we reduced to 30 primary studies through our paper selection process.ResultsThe results indicate that the reasons for and the effects of using metrics are focused on the following areas: sprint planning, progress tracking, software quality measurement, fixing software process problems, and motivating people. Additionally, we show that although Agile teams use many metrics suggested in the Agile literature, they also use many custom metrics. Finally, the most influential metrics in the primary studies are Velocity and Effort estimate.ConclusionThe use of metrics in Agile software development is similar to Traditional software development. Projects and sprints need to be planned and tracked. Quality needs to be measured. Problems in the process need to be identified and fixed. Future work should focus on metrics that had high importance but low prevalence in our study, as they can offer the largest impact to the software industry.     

A survey study of critical success factors in agile software projects

While software is so important for all facets of the modern world, software development itself is not a perfect process. Agile software engineering methods have recently emerged as a new and different way of developing software as compared to the traditional methodologies. However, their success has mostly been anecdotal, and research in this subject is still scant in the academic circles. This research study was a survey study on the critical success factors of Agile software development projects using quantitative approach.

Based on existing literature, a preliminary list of potential critical success factors of Agile projects were identified and compiled. Subsequently, reliability analysis and factor analysis were conducted to consolidate this preliminary list into a final set of 12 possible critical success factors for each of the four project success categories – Quality, Scope, Time, and Cost.

A survey was conducted among Agile professionals, gathering survey data from 109 Agile projects from 25 countries across the world. Multiple regression techniques were used, both at the full regression model and at the optimized regression model via the stepwise screening procedure. The results revealed that only 10 out of 48 hypotheses were supported, identifying three critical success factors for Agile software development projects: (a) Delivery Strategy, (b) Agile Software Engineering Techniques, and (c) Team Capability.

Limitations of the study are discussed together with interpretations for practitioners. To ensure success of their projects, managers are urged to focus on choosing a high-caliber team, practicing Agile engineering techniques and following Agile-style delivery strategy.     

Enterprise architecture,IT effectiveness and the mediating role of IT alignment in US hospitals

Despite the possible benefits of implementing healthcare information technologies, successful implementation of effective healthcare information technology is constrained by cultural and regulatory concerns and technical obstacles encountered when establishing or upgrading an organisation's enterprise infrastructure. In this paper, we advance Ross' four‐stage model of enterprise architecture maturity as a valuable IT resource for helping healthcare organisations sustain a competitive advantage. We use partial least squares (PLS) structural equation modelling to analyse survey data from 164 US hospitals at different stages of EA maturity. Our results provide evidence that enterprise architecture maturity directly influences the effectiveness of hospitals' IT resources for achieving strategic goals. Further, enterprise architecture maturity indirectly influences the effectiveness of IT resources when IT alignment is incorporated as a mediating variable. We discuss the implications of our findings for research and practice and suggest opportunities for future research.     

Job orientation,perceptions, and satisfaction a study of information technology professionals in Singapore

In this paper, we develop a conceptual model for job satisfaction vis-a-vis technical or managerial orientation of the information technology (IT) professional's job. We suggest that the linkage is mediated by perceptions of the professional on the “micro-environment” of the job (occupational pay fairness and occupational advancement prospects) as well as on the “macro-environment” of the job (organizational progressiveness posture and organizational cohesiveness). The model was supported empirically by testing a sample of 140 IT professionals in Singapore. We found that a high degree of technical orientation results in the perception that moving into management would bring better pay and advancement prospects; this then leads to job dissatisfaction. Further, a technical orientation brings a perception that the organization is a less progressive place and is held together by an emphasis on procedures rather than on accomplishments. On a broader perspective, our findings would be useful for Singapore policy makers in national IT manpower planning as well as in fine-tuning its implementation of the current vision of Singapore as an “intelligent” island by the turn of the century.     

Alignment within the software development unit: Assessing structural and relational dimensions between developers and testers

Just as business-IT alignment has received significant focus as a strategic concern in the IS literature, it is also important to consider internal alignment between the diverse subunits within the IT organization. This study investigates alignment between developers and testers in software development to understand alignment within the IT unit. Prior evidence of tension between these sub-groups (and others as well) suggests that all is not necessarily well within the IT organization. Misalignment within the IT unit can certainly make it difficult for the IT unit to add strategic value to the organization. This study is an important initial step in investigating IT subunit alignment which can inform future research focusing on the alignment of other IT subunits such as architecture, operations, and customer-support. Using theoretical concepts from strategic business-IT alignment, we test a research model through a survey of professional software developers and testers. Results suggest that relational but not structural dimensions influence IT subunit alignment.     

OGITO,an Open Geospatial Interactive Tool to support collaborative spatial planning with a maptable

Maptables are increasingly used to support collaborative spatial planning processes. Despite the proven benefits and claimed potential of using a maptable in such processes, software applications specifically designed for this device are still scarce. Moreover, often-used applications do not fully exploit the touch functionality of a maptable, or have low usability. To address this gap, we developed and evaluated the Open Geospatial Interactive TOol (OGITO), an open-source software application designed to support collaborative spatial planning processes with a maptable. To develop such tool, we combined human-centred design and Agile software development principles in a co-design effort with intended users and stakeholders. Through iterative development cycles and feedback from users, OGITO was evolved until it satisfied user expectations. In a case study on community mapping in Sumatra, Indonesia, a sample of users evaluated OGITO's usability. Case study participants reported high satisfaction with this tool for the tasks and context given. Our research shows the added value of iterative development and user feedback for improving and further development of the tool's usability and functionality.     

Systematic analyses and comparison of development performance and product quality of Incremental Process and Agile Process

ContextAlthough Agile software development models have been widely used as a base for the software project life-cycle since 1990s, the number of studies that follow a sound empirical method and quantitatively reveal the effect of using these models over Traditional models is scarce.ObjectiveThis article explains the empirical method of and the results from systematic analyses and comparison of development performance and product quality of Incremental Process and Agile Process adapted in two projects of a middle-size, telecommunication software development company. The Incremental Process is an adaption of the Waterfall Model whereas the newly introduced Agile Process is a combination of the Unified Software Development Process, Extreme Programming, and Scrum.MethodThe method followed to perform the analyses and comparison is benefited from the combined use of qualitative and quantitative methods. It utilizes; GQM Approach to set measurement objectives, CMMI as the reference model to map the activities of the software development processes, and a pre-defined assessment approach to verify consistency of process executions and evaluate measure characteristics prior to quantitative analysis.ResultsThe results of the comparison showed that the Agile Process had performed better than the Incremental Process in terms of productivity (79%), defect density (57%), defect resolution effort ratio (26%), Test Execution V&V Effectiveness (21%), and effort prediction capability (4%). These results indicate that development performance and product quality achieved by following the Agile Process was superior to those achieved by following the Incremental Process in the projects compared.ConclusionThe acts of measurement, analysis, and comparison enabled comprehensive review of the two development processes, and resulted in understanding their strengths and weaknesses. The comparison results constituted objective evidence for organization-wide deployment of the Agile Process in the company.     

The IT advantage assessment model: Applying an expanded value chain model to academia

Academia faces an uncertain future as the 21st century unfolds. New demands, discerning students, increased competition from non-traditional competitors are just a few of the forces demanding a response. The use of information technology (IT) in academia has not kept pace with its use in industry. What has been lacking is a model for the strategic and tactical use of IT that would allow academia to better focus the use of technology in response to the demands of its marketplace. Such a model, termed “IT Advantage Assessment Model,” or ITAAM (derived from Michael Porter’s Value Chain Model) is described herein as it is applied to a case study in academia. This yields a clearer picture of ITAAM in use and serves to validate it. The results indicate a great advantage in the application of ITAAM and a greater understanding of the strategic and tactical implications of IT integration into academia.     

A single model for process improvement

The FAA has spent many years evaluating and combining models and methods to establish and monitor IT process improvement. In 1997, it released the integrated Capability Maturity Model (iCMM), which blended three of the Capability Maturity Models - software, systems engineering, and software acquisition - developed by Carnegie Mellon University's Software Engineering Institute. iCMM version 2, released in 2001, updated and expanded version 1's set of engineering disciplines to better accommodate the IT processes associated with the agency's air-traffic-control business, as well as IT system deployment, transition, operation, maintenance, and retirement. It also included some processes that govern IT, such as leadership, strategic planning, and investment decision-making. With this breadth of coverage, we believe the iCMM is the most comprehensive model available for improving the performance of an organization that relies on complex IT systems to provide services. The iCMM also has a flexible structure that lets organizations use it to benchmark processes from other process improvement models in terms of either maturity or capability level. Finally, the model offers various appraisal methods so that organizations can understand current practice in relation to iCMM's best practices or measure process performance characteristics. Lessons have come from many years of iCMM application at FAA, and many have broad application to the IT community. Overall, using one model to cover processes that span many disciplines has clear advantages.     

Drivers of agile software development use: Dialectic interplay between benefits and hindrances

Context

Agile software development with its emphasis on producing working code through frequent releases, extensive client interactions and iterative development has emerged as an alternative to traditional plan-based software development methods. While a number of case studies have provided insights into the use and consequences of agile, few empirical studies have examined the factors that drive the adoption and use of agile.

Objective

We draw on intention-based theories and a dialectic perspective to identify factors driving the use of agile practices among adopters of this software development methodology.

Method

Data for the study was gathered through an anonymous online survey of software development professionals. We requested participation from members of a selected list of online discussion groups, and received 98 responses.

Results

Our analyses reveal that subjective norm and training play a significant role in influencing software developers’ use of agile processes and methods, while perceived benefits and perceived limitations are not primary drivers of agile use among adopters. Interestingly, perceived benefit emerges as a significant predictor of agile use only if adopters face hindrances to their agile practices.

Conclusion

We conclude that research in the adoption of software development innovations should examine the effects of both enabling and detracting factors and the interactions between them. Since training, subjective norm, and the interplay between perceived benefits and perceived hindrances appear to be key factors influencing the adoption of agile methods, researchers can focus on how to (a) perform training on agile methods more effectively, (b) facilitate the dialog between developers and managers about perceived benefits and hindrances, and (c) capitalize on subjective norm to publicize the benefits of agile methods within an organization. Further, when managing the transition to new software development methods, we recommend that practitioners adapt their strategies and tactics contingent on the extent of perceived hindrances to the change.     

Career transition antecedents in the information technology area

The more organizations invest in information technology (IT), the more the concern with IT personnel management has increased, namely the hiring, training and retaining of IT professionals needed to deal with such investments. In this context, two issues related to these professionals have often been observed, namely ‘turnover’ – in which the IT professional changes job but still remains in the IT area – and ‘turnaway’ – in which the IT professional abandons the IT area and assumes a job in another area in the same organization or another, usually rising to a managerial position. This work addresses the turnaway of IT professionals in Brazil. The relevance of this research is supported by the shortage of adequately trained IT professionals to work in the productive sector in this country. Therefore, by using and adapting the extant scientific literature, research hypotheses associated with the IT professional turnaway phenomenon are developed and tested via structural equation modelling. It was then concluded that exhaustion with work in the IT area, job dissatisfaction, the need to acquire further experience to remain attractive in the job market, the need for professional growth and prior and conscious managerial capacity development for career transition are the main antecedents of the career transition of IT professionals to other functional areas.     

A strategic path to study IT use through users’ IT culture and IT needs: A mixed-method grounded theory

We consider recent research in IS, as well as recent advances in the fields of psychology and sociology. As an alternative to existing models, we propose a new strategic path to study IT use through users’ IT culture and IT needs. Our contributions are (1) theoretical: we investigate the predictive value for IT usage of several new constructs and show that both expectancy-based and needs-based theories of motivation should be taken into account in acceptance models, (2) methodological: we adopt an exploratory, mixed-method, grounded theory approach and use both quantitative and qualitative data and methods, an unusual approach in IS research that allows new perspectives, and (3) practical: our results highlight the fact that highly IT-acculturated users may hinder (rather than facilitate) new-IT acceptance if their situational IT needs are ignored. Therefore, when the strategic decision of implementing new IT is made, managerial attention must be focused on these users in order to drive toward the alignment of their IT needs and managerially-perceived organizational IT needs.Our work opens the way to numerous avenues for future research.