敏捷开发在高校软件开发中的实践研究

通过对敏捷开发方法的讨论和高校在软件开发过程中所面临问题分析,讨论了在高校软件开发中如何进行敏捷开发方法的实践内容。     

6 Sigma 管理在敏捷软件开发中的应用

6 Sigma是过程量化与控制、过程改进的有力工具和有效方法,针对敏捷软件开发方法现阶段在质量管理和过程控制上可能存在的问题,分析了6Sigma在敏捷软件开发方法中应用的可行性和价值,提出了基于6Sigma的敏捷软件开发方法的YfX黑盒模型和白盒模型,并进行DMAIC分析,实现敏捷开发方法的持续改进。     

敏捷软件开发的双迭代模型

在软件开发过程中,软件开发企业能否一方面有效地适应用户需求和商务环境的种种变化,另一方面控制好软件开发的周期和成本,提供高质量的软件,是软件开发企业能否顺利发展壮大的关键.基于最佳实践的敏捷软件开发方法逐渐成为一种潮流,被越来越多的软件开发企业所采用.然而许多企业在实施敏捷过程中往往会出现一些问题,从而未能达到预期的效果.通过对敏捷方法存在的问题的分析,设计一个使用敏捷软件开发方法的双迭代软件开发过程模型.实践证明,双迭代模型能很好地解决敏捷开发方法存在的问题.     

高校软件开发项目中的软件过程改进

针对高校软件项目开发过程无序、软件开发质量不高等问题,建立基于CMM2软件开发流程规范,分析PSP的具体应用实施、TSP与敏捷开发的有效结合方法,探讨在高校实施软件改进的具体措施,为如何在高校软件开发项目中控制软件过程、改进软件质量、培养高素质的软件人才提供新思路。     

敏捷组织的复杂适应性及其行为模式研究

从CAS理论出发,分析了敏捷软件开发方法的复杂适应性,指出敏捷开发组织是一个复杂适应性系统,并建立敏捷开发组织的个体与环境关系的回声模型以及主体行为模式的刺激-反应模型,为敏捷软件开发方法的运行机制和持续改进提供理论依据。     

敏捷软件开发中的风险管理

敏捷软件开发的诞生源于对高失败率的传统软件开发方法的改进和探索,是一种处理软件开发过程中各个级别上风险的软件开发方法。但是敏捷软件开发很少明确地看到风险管理的内容,经常缺乏对风险的关注。本文根据敏捷软件开发的特点和项目风险管理理论,从人、过程、产品和技术四个纬度就如何防范和缓解敏捷软件开发风险进行了探析。     

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。     

异地分布式敏捷软件开发的时间成本估算研究

为了解决异地分布式敏捷软件开发中的时间成本估算问题,研究了影响异地分布式开发时间与效率的因素,考虑了异地分布式敏捷软件开发的实际情境,对COCOMOⅡ模型的成本驱动因子进行了分析、筛选和新增,在此基础上,改进了COCOMOⅡ模型,使得改进COCOMOⅡ模型能够合理地估算出异地分布式敏捷软件开发的时间和成本,最后对改进COCOMOⅡ模型的开发时间与成本估算方法进行了实现,该改进COCOMOⅡ模型可以较好地估算出异地分布式敏捷开发中的工作量和开发进度.     

面向领域敏捷定制ERP生产中的多级版本管理研究

提出面向领域敏捷定制ERP产品开发模型,重点论述面向领域敏捷ERP定制过程,给出了软件开发过程中的 ERP软件构件版本管理、ERP构件组版本管理以及ERP产品的版本管理模型和详细的解决方案.解决了ERP产品柔性、适应性和ERP产品敏捷生产的问题,为提高我国企业ERP产品的实施成功率,探索出一条新途径.     

面向领域敏捷定制ERP生产中的多级版本管理研究*

提出面向领域敏捷定制ERP产品开发模型,重点论述面向领域敏捷ERP定制过程,给出了软件开发过程中的 ERP软件构件版本管理、ERP构件组版本管理以及ERP产品的版本管理模型和详细的解决方案。解决了ERP产品柔性、适应性和ERP产品敏捷生产的问题,为提高我国企业ERP产品的实施成功率,探索出一条新途径。     

Coordination in co-located agile software development projects

Agile software development provides a way to organise the complex task of multi-participant software development while accommodating constant project change. Agile software development is well accepted in the practitioner community but there is little understanding of how such projects achieve effective coordination, which is known to be critical in successful software projects. A theoretical model of coordination in the agile software development context is presented based on empirical data from three cases of co-located agile software development. Many practices in these projects act as coordination mechanisms, which together form a coordination strategy. Coordination strategy in this context has three components: synchronisation, structure, and boundary spanning. Coordination effectiveness has two components: implicit and explicit. The theoretical model of coordination in agile software development projects proposes that an agile coordination strategy increases coordination effectiveness. This model has application for practitioners who want to select appropriate practices from agile methods to ensure they achieve coordination coverage in their project. For the field of information systems development, this theory contributes to knowledge of coordination and coordination effectiveness in the context of agile software development.     

基于敏捷开发的高校网络评教系统

高校评教正逐步从传统手工问卷升级到网络评教,针对高校专业软件人员不足、开发周期长的问题,讨论使用敏捷开发的思维,利用开源软件和成熟软件开发框架进行高校网络评教系统设计的方法,解决网络评教系统在高校开发的瓶颈.     

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.     

Scrum中软件缺陷管理方法的研究与应用

针对某公司互联网产品的开发项目,分析基于Scrum的软件敏捷开发过程,给出其缺陷管理目标,即敏捷地响应缺陷和实时地改进开发过程,设计相应的缺陷管理方法,包括缺陷管理流程模型以及缺陷度量方法。在此基础上,开发缺陷管理工具RQMS并加以应用。应用结果表明,该缺陷管理方法在基于Scrum软件敏捷开发中具有较好的效果。     

Risks to Effective Knowledge Sharing in Agile Software Teams: A Model for Assessing and Mitigating Risks

We present an empirically grounded and theoretically informed model for the assessment and mitigation of risks to effective knowledge sharing in agile development. The model is anchored in empirical insights from four agile projects across two software companies and in extant research on risk‐strategy analysis and knowledge sharing in software development. We develop the model as part of the long‐standing tradition of presenting risk management models dedicated to specific issues in software development and confirm its practical usefulness in one of the software companies studied. The model offers concepts and processes to assess a project's knowledge sharing risk profile and articulate an overall resolution strategy plan to mitigate the risks. The results highlight how different knowledge sharing risk management profiles can lead to different project performance outcomes. We conclude with a discussion of research opportunities that the results offer software development scholarship. © 2016 John Wiley & Sons Ltd     

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.     

“Leagile” software development: An experience report analysis of the application of lean approaches in agile software development

In recent years there has been a noticeable shift in attention from those who use agile software development toward lean software development, often labelled as a shift “from agile to lean”. However, the reality may not be as simple or linear as this label implies. To provide a better understanding of lean software development approaches and how they are applied in agile software development, we have examined 30 experience reports published in past agile software conferences in which experiences of applying lean approaches in agile software development were reported. The analysis identified six types of lean application. The results of our study show that lean can be applied in agile processes in different manners for different purposes. Lean concepts, principles and practices are most often used for continuous agile process improvement, with the most recent introduction being the kanban approach, introducing a continuous, flow-based substitute to time-boxed agile processes.     

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.