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.     

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.     

A dependency taxonomy for agile software development projects

Agile software development is designed to achieve collaborative software development. A supporting pillar of collaboration is effective coordination, which is necessary to manage dependencies in projects. Understanding the dependencies arising in agile software development projects can help practitioners choose appropriate coordinative practices from the large number of practices provided by the various agile methods. To achieve this understanding, this article analyses dependencies in three typical cases of co-located agile software development and presents the dependencies as a taxonomy with decision rules for allocating dependencies into categories. Findings show that knowledge, process, and resource dependencies are present, with knowledge dependencies predominant. In addition, there are agile practices with a coordinative function that address multiple dependencies in these agile software development projects. These practices would be a good choice for coordinating a project and supporting collaboration in agile software projects.     

Managing artificial intelligence projects: Key insights from an AI consulting firm

While organisations are increasingly interested in artificial intelligence (AI), many AI projects encounter significant issues or even fail. To gain a deeper understanding of the issues that arise during these projects and the practices that contribute to addressing them, we study the case of Consult, a North American AI consulting firm that helps organisations leverage the power of AI by providing custom solutions. The management of AI projects at Consult is a multi-method approach that draws on elements from traditional project management, agile practices, and AI workflow practices. While the combination of these elements enables Consult to be effective in delivering AI projects to their customers, our analysis reveals that managing AI projects in this way draw upon three core logics, that is, commonly shared norms, values, and prescribed behaviours which influence actors' understanding of how work should be done. We identify that the simultaneous presence of these three logics—a traditional project management logic, an agile logic, and an AI workflow logic—gives rise to conflicts and issues in managing AI projects at Consult, and successfully managing these AI projects involves resolving conflicts that arise between them. From our case findings, we derive four strategies to help organisations better manage their AI projects.     

Agile distributed software development: enacting control through media and context

While face‐to‐face interaction is fundamental in agile software development, distributed environments must rely extensively on mediated interactions. Practicing agile principles in distributed environments therefore poses particular control challenges related to balancing fixed vs. evolving quality requirements and people vs. process‐based collaboration. To investigate these challenges, we conducted an in‐depth case study of a successful agile distributed software project with participants from a Russian firm and a Danish firm. Applying Kirsch's elements of control framework, we offer an analysis of how control was enacted through the project context and in the participants' mediated communication. The analysis reveals that formal measurement and evaluation control were persistently enacted through mediated communication. These formal control practices were, however, predominantly carried out in conjunction with informal roles and relationships such as clan‐like control inherent in agile development. Overall, the study demonstrates that, if appropriately applied, communication technologies can significantly support distributed, agile practices by allowing concurrent enactment of both formal and informal controls. The paper discusses these findings as they relate to previous research and concludes with their implications for future research.     

Simulating mixed agile and plan-based requirements prioritization strategies: proof-of-concept and practical implications

In this paper, we address the efficacy and pragmatics of mixing two primary strategies for requirements prioritization in order to incorporate the benefits of both plan-based (PB) and agile development methods while avoiding their drawbacks. As it is intractable to directly study the performance of strategies on real projects, we conducted a comprehensive empirically based simulation under a variety of conditions of requirements dynamism, project size, and duration. Simulation results suggest that a mixed strategy for requirements prioritization seems to work best in all but cost for typical levels of dynamism on average. Our findings also indicate that, as theorized, PB and agile strategies perform well within opposite extremes of dynamism. However, they do not outperform the mixed strategies even within their home grounds – that is large and complex systems with stable requirements for PB, and small and dynamic projects for agile methods. Given the unknown, unknowable, or variable nature of dynamism and the dramatic differences in effectiveness for agile and PB strategies under extreme development scenarios, a mixed strategy appears to yield the best results overall. We introduce two mixed strategies – simply adding cost–benefit (CB) to the agile approach, and a more sophisticated ‘hybrid’ (HY) approach that modulates development iteration size to maximize the expected CB for each iteration. We propose a step-by-step method to implement this HY strategy. We provide a structured analysis of the benefits and assumptions of agile and PB requirements prioritization methods (e.g., Pareto optimization), and outline a framework for analyzing and assessing the effectiveness of strategies including several new metrics. This research can furthermore serve as a framework for future validation of the proposed mixed strategies using actual software projects.     

基于DSDM的敏捷软件开发方法

DSDM是结构化的、基于平衡敏捷开发实践的第三方独立框架结构,它采用一种项目快速交付的方法去设计系统,充分满足客户的需求并可以快速实现商业价值.本文首先介绍了敏捷软件开发方法的基本原则,然后以动态系统开发方法为例,阐述了DSDM的实施过程、实施原则和关键技术.     

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.

A cost model to estimate the effort of data mining projects (DMCoMo)

CRISP-DM is the standard to develop Data Mining projects. CRISP-DM proposes processes and tasks that you have to carry out to develop a Data Mining project. A task proposed by CRISP-DM is the cost estimation of the Data Mining project.     

卫星遥感数据开采与知识发现的信息论方法——以地质应用为例

信息提取的能力与效率已成为限制遥感应用发展的瓶颈问题。数据开采（ＤＭ）与知识发现（ＫＤＤ）概念的提出及其理论体系的建立为解决这一问题提供了一种全新的视角。基于对ＤＭ和ＫＤＤ的过程分析和对卫星遥感数据的信息论理解,提出了针对地质应用的卫星遥感数据开采与知识发现的技术框架。以此为主线,把时相选择考虑为知识发展过程的一个特定步骤;在研究地质遥感信息的时间效应基础上,探讨了目标知识发现的“微差信息处理”方法和信息融合技术,应用实例证明该框架的合理性及其相应方法的实际意义。     

Perceived barriers to effective knowledge sharing in agile software teams

While the literature offers several frameworks that explain barriers to knowledge sharing within software development teams, little is known about differences in how team members perceive these barriers. Based on an in‐depth multi‐case study of four software projects, we investigate how project managers, developers, testers and user representatives think about barriers to effective knowledge sharing in agile development. Adapting comparative causal mapping, we constructed causal maps for each of the four roles and identified overlap and divergence in map constructs and causal linkages. The results indicate that despite certain similarities, the four roles differ in how they perceive and emphasize knowledge‐sharing barriers. The project managers put primary emphasis on project setting barriers, while the primary concern of developers, testers and user representatives were project communication, project organization and team capabilities barriers, respectively. Integrating the four causal maps and the agile literature, we propose a conceptual framework with seven types of knowledge‐sharing barriers and 37 specific barriers. We argue that to bridge communication gaps and create shared understanding in software teams, it is critical to take the revealed concerns of different roles into account. We conclude by discussing our findings in relation to knowledge sharing in agile teams and software teams more generally.     

Customising agile methods to software practices at Intel Shannon

Tailoring of methods is commonplace in the vast majority of software development projects and organisations. However, there is not much known about the tailoring and engineering of agile methods, or about how these methods can be used to complement each other. This study investigated tailoring of the agile methods, eXtreme programming (XP) and Scrum, at Intel Shannon, and involved experienced software engineers who continuously monitored and reflected on these methods over a 3-year period. The study shows that agile methods may individually be incomplete in supporting the overall development process, but XP and Scrum complement each other well, with XP providing support for technical aspects and Scrum providing support for project planning and tracking. The principles of XP and Scrum were carefully selected (only six of the 12 XP key practices were implemented, for example) and tailored to suit the needs of the development environment at Intel Shannon. Thus, the study refutes the suggestion that agile methods are not divisible or individually selectable but achieve their benefits through the synergistic combination of individual agile practices; rather, this study shows that an a la carte selection and tailoring of practices can work very well. In the case of Scrum, some local tailoring has led to a very committed usage by developers, in contrast to many development methods whose usage is limited despite being decreed mandatory by management. The agile practices that were applied did lead to significant benefits, including reductions in code defect density by a factor of 7. Projects of 6-month and 1-year duration have been delivered ahead of schedule, which bodes well for future ability to accurately plan development projects.     

Waste identification as the means for improving communication in globally distributed agile software development

Agile approaches highly values communication between team members to improve software development processes, even though, communication in globally distributed agile teams can be difficult. Literature proposes solutions for mitigating the challenges encountered in these environments. These solutions range from general-level recommendations and practices to the use of communication tools. However, an approach covering the whole development process for identifying challenges, and improving communication in globally distributed agile development projects, is missing. In order to address this, we conducted a case study within a globally distributed agile software development project focused on using the concept of waste as a lens for identifying non-value producing communication elements. In order to achieve this, we constructed a waste identification approach through which we identified five communication wastes, and solutions to mitigate them. These wastes can help companies identify communication issues that are present in their development efforts, while the presented waste identification technique gives them a mechanism for waste identification and mitigation. This work contributes to the scientific community by increasing the knowledge about communication in globally distributed agile development efforts.     

Estimating,planning and managing Agile Web development projects under a value-based perspective

ContextThe processes of estimating, planning and managing are crucial for software development projects, since the results must be related to several business strategies. The broad expansion of the Internet and the global and interconnected economy make Web development projects be often characterized by expressions like delivering as soon as possible, reducing time to market and adapting to undefined requirements. In this kind of environment, traditional methodologies based on predictive techniques sometimes do not offer very satisfactory results. The rise of Agile methodologies and practices has provided some useful tools that, combined with Web Engineering techniques, can help to establish a framework to estimate, manage and plan Web development projects.ObjectiveThis paper presents a proposal for estimating, planning and managing Web projects, by combining some existing Agile techniques with Web Engineering principles, presenting them as an unified framework which uses the business value to guide the delivery of features.MethodThe proposal is analyzed by means of a case study, including a real-life project, in order to obtain relevant conclusions.ResultsThe results achieved after using the framework in a development project are presented, including interesting results on project planning and estimation, as well as on team productivity throughout the project.ConclusionIt is concluded that the framework can be useful in order to better manage Web-based projects, through a continuous value-based estimation and management process.     

The use of prototypes to bridge knowledge boundaries in agile software development

Bridging knowledge boundaries among project team members is essential to prevent delays or complete failure of software development projects. Prior researchers have reported that software prototypes can be used to help bridge knowledge boundaries between team members in traditional software development settings, yet their use in an agile development setting remains unexplored. Agile development centers the interactions between team members on emerging representations of the prototype whose properties are prone to change over time. Therefore, we conducted an in‐depth study of an agile development project to enhance our understanding on how software prototypes are used as boundary objects in a distributed team setting. Our analyses of team member interactions during 46 virtual meetings that took place over a period of 6 months revealed four different prototype use practices (exemplifying, contrasting, relating, framing) that were effective in bridging syntactic, semantic, or pragmatic knowledge boundaries. We also provide empirically grounded evidence of how variations in object properties can afford different use practices, how the use practices take advantage of these properties, and how object properties are reshaped through these use practices as different types of knowledge boundaries are bridged. These findings bear important implications for research on prototypes as boundary objects in software development in particular and boundary object use in general.     

Generating rules from data mining for collaboration moderator services

A Moderator is a knowledge based system that supports collaborative working by raising awareness of the priorities and requirements of other team members. However, the amount of advice a Moderator can provide is limited by the knowledge it contains on team members. The use of data mining techniques can contribute towards automating the process of knowledge acquisition for a Moderator and enable hidden data patterns and relationships to be discovered to facilitate the moderation process. A novel approach is presented, consisting of a knowledge discovery framework which provides a semi-automatic methodology to generate rules by inserting relationships discovered as a result of data mining into a generic template. To demonstrate the knowledge discovery framework methodology an application case is described. The application case acquires knowledge for a Moderator to make project partners aware of how to best formulate a proposal for a European research project by data mining summaries of successful past projects. Findings from the application case are presented.     

Performance on agile teams: Relating iteration objectives and critical decisions to project management success factors

ContextWhile project management success factors have long been established via the golden triangle, little is known about how project iteration objectives and critical decisions relate to these success factors. It seems logical that teams’ iteration objectives would reflect project management success factors, but this may not always be the case. If not, how are teams’ objectives for iterations differing from the golden triangle of project management success factors?ObjectiveThis study identifies iteration objectives and the critical decisions that relate to the golden triangle of project management success factors in agile software development teams working in two-week iterations.MethodThe author conducted semi-structured interviews with members across three different agile software development teams using a hybrid of XP and Scrum agile methodologies. Iteration Planning and Retrospective meetings were also observed. Interview data was transcribed, coded and reviewed by the researcher and two independently trained research assistants. Data analysis involved organizing the data to identify iteration objectives and critical decisions to identify whether they relate to project management success factors.ResultsAgile teams discussed four categories of iteration objectives: Functionality, Schedule, Quality and Team Satisfaction. Two of these objectives map directly to two aspects of the golden triangle: schedule and quality. The agile teams’ critical decisions were also examined to understand the types of decisions the teams would have made differently to ensure success, which resulted in four categories of such decisions: Quality, Dividing Work, Iteration Amendments and Team Satisfaction.ConclusionThis research has contributed to the software development and project management literature by examining iteration objectives on agile teams and how they relate to the golden triangle of project management success factors to see whether these teams incorporate the golden triangle factors in their objectives and whether they include additional objectives in their iterations. What’s more, this research identified four critical decisions related to the golden triangle. These findings provide important insight to the continuing effort to better assess project management success, particularly for agile teams.     

Toward data mining engineering: A software engineering approach

The number, variety and complexity of projects involving data mining or knowledge discovery in databases activities have increased just lately at such a pace that aspects related to their development process need to be standardized for results to be integrated, reused and interchanged in the future. Data mining projects are quickly becoming engineering projects, and current standard processes, like CRISP-DM, need to be revisited to incorporate this engineering viewpoint. This is the central motivation of this paper that makes the point that experience gained about the software development process over almost 40 years could be reused and integrated to improve data mining processes. Consequently, this paper proposes to reuse ideas and concepts underlying the IEEE Std 1074 and ISO 12207 software engineering model processes to redefine and add to the CRISP-DM process and make it a data mining engineering standard.     

Blending Scrum practices and CMMI project management process areas

Software development organizations that have been employing capability maturity models, such as SW-CMM or CMMI for improving their processes are now increasingly interested in the possibility of adopting agile development methods. In the context of project management, what can we say about Scrum’s alignment with CMMI? The aim of our paper is to present the mapping between CMMI and the agile method Scrum, showing major gaps between them and identifying how organizations are adopting complementary practices in their projects to make these two approaches more compliant. This is useful for organizations that have a plan-driven process based on the CMMI model and are planning to improve the agility of processes or to help organizations to define a new project management framework based on both CMMI and Scrum practices.