基于敏捷过程的IT项目范围管理的研究与应用

文中对项目范围管理和敏捷过程的基础理论、国内外发展趋势进行了研究,分析了项目范围管理和敏捷过程.利用敏捷过程应对IT项目范围变化,对原有的项目范围定义做出适应性改变,提出了改进的IT项目范围管理定义模式,并在此基础上提出了基于敏捷过程的IT项目范围管理模型.该模型结合敏捷核心思想,分析了敏捷需求建模的目标、价值观和原则.在遵循敏捷建模的价值观和原则的前提下,该模型要求:调整界定产品范围、调整界定工作范围、设计持续集成、交付验证产品,用以指导具体项目的范围管理实践. 以敏捷过程IT项目范围管理型作为理论基础,指导具体项目开发,将其应用于财务预算管理系统的设计开发中,解决了一直以来困扰项目组的大难题--项目范围变更的控制.通过敏捷过程IT项目范围管理模型在财务预算管理系统中的成功应用,充分验证了模型的实用性、合理性和正确性.研究建立敏捷过程IT项目范围管理建模的原则和实践,改善了项目范围管理,缩短了软件开发周期,降低了项目成本,提高了项目生产效率.     

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.     

极限编程在进销存管理系统开发中的应用

极限编程是敏捷方法中最著名的一种基于实践的软件开发方法.通过介绍极限编程的特点以及在进销存管理系统项目开发中的实践,探讨研究了极限编程对于需求易变的小型信息管理软件开发项目应用的优势.     

Crystal方法在现场开发中的应用研究

现场开发给传统的软件开发方法带来了很大的困难,但是在很多情况下现场开发又是不可避免的.而从敏捷开发来看,现场开发却有很多有利于项目成功的因素.本文结合现场开发的特点与Crystal的原则,给出了一个可行的敏捷方法.     

敏捷方法在企业应用系统开发中的应用与改进

面对传统方法在适应需求变化方面的不足，近年来出现了一些敏捷型软件开发方法，它灵活的开发机制能有效控制需求变化带来的风险。本文以极限编程为例介绍了敏捷方法的思想、价值观和过程实践规则。另外，本文还分析了企业应用系统开发的特点和难点，并结合ERP项目开发的实践经验，介绍了敏捷方法在企业应用系统开发中的应用和改进过程。     

试议软件敏捷项目中的需求开发

软件产品开发中,需求管理是决定成败的前提和关键。在敏捷开发模型中,传统软件开发过程中的需求开发和管理实践,会因为不能很好适应快速交付等敏捷原则,反而会对开发过程造成困惑和障碍。根据实际项目操作经验,参考敏捷开发模型,提出需求开发的迭代开发方法。     

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.     

敏捷型软件开发方法与极限编程概述

在当前需求快速变动的背景下，传统的软件工程方法显得难以适应。近年来出现了一类新的轻量级的软件开发方法，它们被统称为敏捷型软件开发方法。介绍了敏捷型软件开发方法的背景、原则和特点，将其与传统软件工程方法作了比较；还重点介绍了当前国外流行的敏捷型软件开发方法：XP(eXtreme Programming——极限编程)的开发流程和实践准则。     

敏捷软件开发与计划驱动开发的概述比较

人们在设想、确定以及创建软件时,身边的环境不断在变更.敏捷是为了在动荡的业务环境中获益而创造变革和响应变革的能力.极限编程是最著名的敏捷软件开发方法.传统的开发侧重于计划和架构,计划驱动开发关注的是软件的质量和过程的可预见性.计划驱动开发最佳范例是能力成熟度模型.两种表面上有不同观点的方法在争夺着软件开发的主导权,对敏捷软件开发与计划驱动开发进行了概述,并就特征、擅长领域和关键要素等进行比较.     

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。     

敏捷软件过程的研究与实践

结合XP、FDD等敏捷软件开发方法,提出了适用于中小型软件企业的敏捷软件开发方法——FXP,并成功地进行了实践。FXP以XP为框架,通过对重量级软件过程方法和敏捷软件过程实践的融合,既强调重量级软件过程方法整体协作的一致性,又结合了敏捷软件过程轻量级方法高效交流与分享的优点,通过把项目管理维度、软件工程维度、质量保证维度3个维度有效地融合在一个整体协作环境,解决了传统软件过程进度跟踪、需求跟踪、质量跟踪3个层面的断层。     

基于Oracle HTML DB的在线订单管理系统敏捷开发

结合某在线订单管理系统,介绍敏捷软件开发的一般方法和迭代过程以及使用Oracle HTML DB进行系统开发的工程实践.该项目的成功实施为企业提供1个简捷、可靠的电子商务解决方案,证明敏捷开发技术特别适用于中小型软件工程.     

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。     

Integrating agile software development into stage-gate managed product development

Agile methods have evolved as a bottom-up approach to software development. However, as the software in embedded products is only one part of development projects, agile methods must coexist with project management models typically of the stage-gate type. This paper presents a qualitative case study of two large independent software system projects that have used eXtreme Programming (XP) for software development within contexts of stage-gate project management models. The study is comprised of open ended interviews with managers as well as practitioners, followed by a structured, fully traceable, qualitative analysis. We conclude that it is possible to integrate XP in a gate model context. Key issues for success are the interfaces towards the agile subproject and management attitudes towards the agile approach. Editor: Marvin Zelkowitz     

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。     

Agile Methodologies: Organizational Adoption Motives,Tailoring, and Performance

Today, organizations tailor the practices from several agile methodologies to serve their particular environment. But are there situations that drive how an organization should tailor methodologies in a particular manner? This article places 12 commonly used agile development practices into a typology based upon whether they are primarily project management focused or software development approach focused and examines how organizations’ motivations for adopting agile impact the practices they adopt. Finally, it explores how a fit between an organization’s motives for agile method adoption and the tailored agile practices it adopts may lead (or not lead) to differences in project performance.     

The Impact of an Agile Methodology on the Well Being of Development Teams

This paper describes an empirical study, which addresses the aspect of well being amongst members of the software development teams. The question of interest is whether an agile methodology has any distinct effect on the well being of the software developers. Both quantitative and qualitative methods were utilised, including the participative observation, focus group interviews, close-ended questionnaires and simple statistical tests such as Spearman Correlation and Mann–Whitney test. Initial results showed that an agile methodology (XP) has a positive effect on the level of enthusiasm of the software developers in the most dynamic project. To understand why XP can increase enthusiasm, results are interpreted with references to cognitive, affective and managerial properties of the practices studied. This result needs further investigation on the individual effects of each practice on the wellbeing and attitudes of Software Engineering (SE) teams.     

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.     

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.     

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