基于构件的敏捷软件开发方法

软件在规模、复杂度、功能上的极大扩展和提高,以及在需求和技术上不断变化的过程中实现快速软件开发的要求,使得众多现有的软件开发方法不能很好地满足实际的开发需要,该文有效地结合了基于构件的软件开发和敏捷开发方法,提出了软件开发的一种新方法一基于构件的敏捷软件开发方法,并成功地进行了实践。     

基于敏捷化统一过程需求建模的研究及实践

敏捷建模(AM)是适应需求变化、提高软件开发效率的新型建模思想,而RUP是Rational公司提出的一个通用的软件开发过程框架。本文分析了当前RUP实践的缺点及敏捷建模实践特点,在此基础上总结了敏捷化统一过程(AM-RUP),并提出了一种AM-RUP的需求建模过程——“总体概要需求获取,按需求优先级进行计划,小增量迭代式简单需求建模”。以社会保险系统的开发为背景,探索了基于AM-RUP的需求建模过程及技术。     

基于敏捷方法的科研管理系统的设计与实现

近些年来,随着软件行业走向工业化以及变革的驱动,以促进创新并快速回应客户的需求及对手的竞争为目的,各行各业对软件开发的速度和质量的要求都有了很大的提高,从而导致了敏捷软件开发生态系统（ASDE）盛行。结合高校科研管理系统开发的实际,出于提升开发过程及系统本身敏捷性的考虑,在分析敏捷软件开发生态系统的基础上提出了解决方法。并就开发过程和开发方法进行了讨论,给出了具体的实例,对类似系统的开发具有一定的指导意义。     

基于敏捷方法的科研管理系统的设计与实现

近些年来,随着软件行业走向工业化以及变革的驱动,以促进创新并快速回应客户的需求及对手的竞争为目的,各行各业对软件开发的速度和质量的要求都有了很大的提高,从而导致了敏捷软件开发生态系统(ASDE)盛行.结合高校科研管理系统开发的实际,出于提升开发过程及系统本身敏捷性的考虑,在分析敏捷软件开发生态系统的基础上提出了解决方法.并就开发过程和开发方法进行了讨论,给出了具体的实例,对类似系统的开发具有一定的指导意义.     

敏捷需求建模的研究与设计

文章综合研究了敏捷方法与极限编程开发过程,结合需求工程方法,设计提出了基于敏捷思想的敏捷需求建模（Agile Requiremenb Modeling。简称ARM）。敏捷需求建模作为各种敏捷方法在软件需求中的实践补充,能够满足CMMI的目标。可以为中小型软件开发组织的行动指南提供参考。     

基于十瓶保龄球的断言优化

在软件需求增加和规模增大,却又要能做出及时交付给用户并且让用户满意的软件的时期,传统的软件工程方法显得有些力不从心,且已经遭到人们的质疑,而最近兴起的一种软件开发过程相关的技术,提供一些比较高效、实用的软件过程开发方法,这就是敏捷软件开发方法。测试驱动开发TDD(Test-Driven Development)是极限编程过程(一种敏捷开发)的重要特征,其对控制软件开发进度和开发质量有非常重要的作用。它的基本思想就是在开发前根据对将要开发的程序的要求,先写好所有测试代码,并且在开发过程中不时地通过运行测试代码来获得所开发的代码与所要求的结果之间的差距。这些活动的进行很大程度上依赖着程序的断言代码。因此断言代码的全面性及完整性深深地影响着一个程序的开发进度和质量。     

中小型MIS系统开发过程的管理

由于中小型企业管理软件开发的能力比较弱，常常导致项目处于混乱。开发过程混乱，使得新技术、新工具的优势难以体现。因此，对软件开发过程加以管理，可以提高软件过程的控制能力，确保软件项目的开发成功是当今研究的主要方向。能力成熟度模型和敏捷软件开发方法是当今流行的软件开发过程管理方法。本文针对这两类软件开发过程管理方法在中小MIS系统开发中的应用进行了分析和比较。     

Web自动化测试架构设计与实现

为了应对快速变化的需求,敏捷软件开发方法被广泛应用,对于软件测试来说,同样需要良好的架构来支撑整个软件过程,例如不断变化和增大的需求或功能。根据软件分层思想,提出了一种多层次跨平台的测试架构,用来降低各测试模块之间的耦合,增强软件测试过程的可管理性和可控制性,同时也降低了软件风险,提高软件质量。     

敏捷方法在软件项目开发中的实践

目前很多企业内中小型软件项目面临开发时间紧迫、人手不足、需求不断变化的困难,传统重量级的软件开发方法无法应对这样的挑战.敏捷方法是基于实践的软件开发方法学,为解决这类轻量级项目管理和开发所碰到的问题提供了新的思路.通过分析敏捷方法的主要目标、观点和原则,并结合一个实际的管理信息系统项目开发,从项目计划、项目文档、重构的改进和项目维护的4个方面探讨了敏捷方法的实践应用.实践证明,采用敏捷方法的观点和原则进行必要的改进,能取得项目开发的成功.     

敏捷倡导团队文化

需求在不断地变更,客户的权力接力棒在不断地转接,很多的软件开发企业的领袖都选择敏捷开发作为其软件过程,那么在打算实施敏捷以前先得知道是否具备敏捷的一些潜质,敏捷的本质又是什么?而我们的建议是不要让敏捷成为混乱的一个借口,这同时也是软件架构师可以考虑的问题。     

Project management in plan-based and agile companies

Agile methods are a recent set of development techniques that apply a human-centered approach to software production. The agile approach aims to deliver high-quality products faster, producing satisfied customers. We conducted an empirical study to investigate whether agile methods change and improve project management practices in software companies. Survey results show that adopting agile methods appears to improve management of the development process and customer relationships. This article has given a first analysis of the advantages and disadvantages of adopting agile methods from a project management perspective.     

Understanding agile software development practices using shared mental models theory

ContextAgile software development is an alternative software development methodology that originated from practice to encourage collaboration between developers and users, to leverage rapid development cycles, and to respond to changes in a dynamic environment. Although agile practices are widely used in organizations, academics call for more theoretical research to understand the value of agile software development methodologies.ObjectiveThis study uses shared mental models theory as a lens to examine practices from agile software methodologies to understand how agile practices enable software development teams to work together to complete tasks and work together effectively as a team.MethodA conceptual analysis of specific agile practices was conducted using the lens of shared mental models theory. Three agile practices from Xtreme Programming and Scrum are examined in detail, system metaphor, stand-up meeting, and on-site customer, using shared mental models theory.ResultsExamining agile practices using shared mental models theory elucidates how agile practices improve collaboration during the software development process. The results explain how agile practices contribute toward a shared understanding and enhanced collaboration within the software development team.ConclusionsThis conceptual analysis demonstrates the value of agile practices in developing shared mental models (i.e. shared understanding) among developers and customers in software development teams. Some agile practices are useful in developing a shared understanding about the tasks to be completed, while other agile practices create shared mental models about team processes and team interactions. To elicit the desired outcomes of agile software development methods, software development teams should consider whether or not agile practices are used in a manner that enhances the team’s shared understanding. Using three specific agile practices as examples, this research demonstrates how theory, such as shared mental models theory, can enhance our understanding regarding how agile practices are useful in enhancing collaboration in the workplace.     

Using an ethnographic process to conduct requirements analysis for agile systems development

Since the late 1990s, agile or lightweight software development methodologies have experienced a meteoric rise of interest among systems developers who consider traditional systems development methodologies (such as Structured Systems Development, Information Engineering, and Rational Unified Process) too inflexible for building systems having unpredictable and changing requirements. Agile methodologies try to adapt to rapid requirement changes by having short, iterative development cycles and by encouraging frequent, open communication with customers. However, agile methodologies are still in the process of devising systematic approaches on how to be adaptive to unpredictable and changing requirements and how to incorporate customers into the systems development process. In this study, we show how an ethnographic research process called Strip Resolution can be applied as a systematic complement to projects applying agile development principles. We illustrate, in detail, how the Strip Resolution Process (SRP) enabled us, in the role of systems developers, to adapt to changing and unpredictable user requirements and to incorporate customers into the systems development process.     

Strengths and barriers behind the successful agile deployment—insights from the three software intensive companies in Finland

The number of success stories being reported concerning agile software development has led to an increase in interest among industries and research communities. The purpose of this paper is to identify strengths and barriers for ‘successful agile deployment’ in the software companies. This knowledge can benefit software companies planning their current strategy for agile deployment. Analysis of 57 developers, architects, project managers, customers, quality managers, and line and product managers in three case companies identifies 71 strengths and 169 barriers of agile deployment. The analysis revealed the importance of management providing the necessary goals and support for agile development. It also indicated the significance of defining a tailored process model and giving developers the freedom to improve their own agile development process continuously during agile deployment. The identified barriers, strengths and recommendations can be used as a checklist for planning and/or monitoring the effectiveness of agile deployment in software companies. By identifying the barriers and strengths of agile deployment, the paper deepens understanding of this highly relevant but relatively under-researched phenomenon and contributes to the literature on agile deployment and software process improvement.     

How agile software development methods reduce work exhaustion: Insights on role perceptions and organizational skills

Agile methods are widely used in the software industry as a way to more rapidly develop and deliver new software. They define iterative work processes, advocate self‐organization and openness for change, and prescribe how software developers interact with each other and external stakeholders. Despite their popularity, it is unclear how agile methods influence work exhaustion in software developers and how developer skills play into this effect. On the one hand, agile methods may reduce software developers' work exhaustion by levelling out their workload across the entire duration of a project. On the other hand, agile methods exert a high level of pressure on software developers to continuously deliver working software, create many intensive social interactions, and to frequently adapt to changes. In light of these effects, prior research could not explain why some software developers become less exhausted from using agile methods, whereas others perceive the exact opposite. Based on the job demand‐control model, we develop a theoretical model connecting agile method use to individual developer skills and to two established determinants of employee exhaustion: role conflict and role ambiguity. We tested our research model in a field study among 1894 software developers in 217 project teams that used agile methods. The random coefficient modelling results show that agile method use facilitates the achievement of clear and unambiguous role perceptions and thereby reduces work exhaustion in developers, particularly if developers possess the organizational skills to effectively interact with others in their organization. We highlight implications for theory on the individual‐level effects of software development methods and provide practical insights for software companies.     

Primavera gets agile: a successful transition to agile development

Primavera Systems provides enterprise project portfolio management solutions that help customers manage their projects, programs, and resources. When we decided to improve how we build software and increase the quality of life for everyone on the team, we found our answer in agile software development. Adopting agile practices is a process of continuous learning and improvement. Primavera's development team is a model for others looking to adopt agile processes.     

An Ethnographic Study of XP Practice

Agile methods are a response to more rigorous and traditional approaches to software development which are perceived to have failed both customers and software development practitioners. eXtreme Programming (XP) is an example agile method and we report on an ethnographic study of XP practice carried out in a small company developing web-based intelligent advertisements. We identify five characterizing themes within XP practice and summarize these findings in terms of XP culture.     

数据库进化设计的敏捷实施

面对传统方法在适应需求变化方面的不足,近年来出现了敏捷软件开发方法,并逐渐成为软件开发的新模式。针对这一趋势,文章分析了敏捷方法的核心理念、价值系统和实践指导原则。结合实际,提出了在数据库进化设计中敏捷原则,并成功实践。     

敏捷软件过程的研究

敏捷软件过程可能成为最适应软件开发全球化，个性化，快速化，高质量新格局的先进开发模式，它能够帮助软件企业快速响应市场赢得竞争，针对这一趋势，系统分析软件开发的敏捷性需求，总结出敏捷软件过程的5种典型特征，如并行，轻载，基于时间，正好策略，基于组件等，然后设计了FLEX语言，从3个不同抽象导 上形式化定义了敏捷软件过程的功能模型，合作模型，资源模型和产品模型，基于过程模型，同时提出了9种静态分析和动态模拟技术，支持软件过程面向敏捷性的优化。     

The impact of agile practices on communication in software development

Agile software development practices such as eXtreme Programming (XP) and SCRUM have increasingly been adopted to respond to the challenges of volatile business environments, where the markets and technologies evolve rapidly and present the unexpected. In spite of the encouraging results so far, little is known about how agile practices affect communication. This article presents the results from a study which examined the impact of XP and SCRUM practices on communication within software development teams and within the focal organization. The research was carried out as a case study in F-Secure where two agile software development projects were compared from the communication perspective. The goal of the study is to increase the understanding of communication in the context of agile software development: internally among the developers and project leaders and in the interface between the development team and stakeholders (i.e. customers, testers, other development teams). The study shows that agile practices improve both informal and formal communication. However, it further indicates that, in larger development situations involving multiple external stakeholders, a mismatch of adequate communication mechanisms can sometimes even hinder the communication. The study highlights the fact that hurdles and improvements in the communication process can both affect the feature requirements and task subtask dependencies as described in coordination theory. While the use of SCRUM and some XP practices facilitate team and organizational communication of the dependencies between product features and working tasks, the use of agile practices requires that the team and organization use also additional plan-driven practices to ensure the efficiency of external communication between all the actors of software development.