Agile and Lean: Organizations, Products and Development

Permanent URI for this collection

Browse

Recent Submissions

Now showing 1 - 5 of 12
  • Item
    The Role of Work Engagement in Agile Software Development: Investigating Job Demands and Job Resources
    ( 2019-01-08) Huck-Fries, Veronika ; Prommegger, Barbara ; Wiesche, Manuel ; Krcmar, Helmut
    Agile software development projects still show a high failure rate. Despite a growing amount of research, underlying reasons for project performance currently remain rare. Drawing on the job demands-resources theory, we propose a theoretical model of work engagement in agile software development teams. Using structural equation modeling, we found that agile practices diminish job demands (perceived workload and role ambiguity) and support job resources (perceived meaningfulness and job autonomy). Job resources have been found to be positively related to work engagement in agile software development teams. Our research contributes to the limited empirical understanding on work engagement in agile software development. For practitioners, our model provides tools to effectively manage team members’ work engagement.
  • Item
    Splicing Community and Software Architecture Smells in Agile Teams: An industrial Study
    ( 2019-01-08) Tamburri, Damian ; Kazman, Rick ; Van Den Heuvel, Willem-Jan
    Software engineering nowadays largely relies on agile methods to carry out software development. In often highly distributed organizations, agile teams can develop organisational and socio-technical issues loosely defined as community smells, which reflect sub-optimal organisational configurations that bear additional project cost, a phenomenon called social debt. In this paper we look into the co-occurrence of such nasty organisational phenomena—community smells—with software architecture smells—indicators that software architectures may exhibit sub-optimal modularization structures, with consequent additional cost. We conclude that community smells can serve as a guide to steer the qualities of software architectures within agile teams.
  • Item
    Adapting (to) Agile Methods: Exploring the Interplay of Agile Methods and Organizational Features
    ( 2019-01-08) Fuchs, Christoph
    It is a common understanding that agile methods are not implemented “one-to-one” from guidelines but are tailored to the specific conditions of organizations. This perspective, however, can be extended by taking into account that agile methods also have a considerable impact on organizational features of introducing firms. Against the backdrop of current application scenarios of agile methods in practice, this paper aims to capture and explain the interplay of agile methods and organizational features as well as their respective adaptations. By utilizing adaptive structuration theory as a theoretical research lens, I employ a qualitative-empirical research approach comprising four case studies. I find that the interplay of agile methods and organizational features represents a process of mutual adaptation that constitutes the organizational change in terms of agile methods’ implementation. I further conclude that agile methods represent a vehicle to foster desired organizational change.
  • Item
    Implementing the Planning Process within DevOps Teams to Achieve Continuous Innovation
    ( 2019-01-08) Wiedemann, Anna ; Wiesche, Manuel ; Gewald, Heiko ; Krcmar, Helmut
    Integrating business capabilities into software development projects is still a major challenge for organizations. New ways of working are appearing in response to react to novel market places. Hence, there are more and more business managers with good IT knowledge; thus, software developers need to understand business processes. Hence, the relationship between software development, operations, and business strategy needs to be enhanced. For collecting customer perspectives in IT projects, new approaches like DevOps and BizDevOps are being used. The customer view can be integrated within software development teams through the planning processes. Our findings show that continuous innovation mechanisms are connected with the planning of customer requirements. We present planning scalability, security, and quality as rich descriptions of continuous innovation. Furthermore, we present core categories of how the customer perspectives can be integrated within a DevOps team and insights on how planning areas influence the continuous innovation mechanisms.
  • Item
    Dependency Management in Large-Scale Agile: A Case Study of DevOps Teams
    ( 2019-01-08) Stray, Viktoria ; Moe, Nils Brede ; Aasheim, Andreas
    Managing dependencies between teams and within teams is critical when running large-scale agile projects. In large-scale software development, work is carried out simultaneously by many developers and development teams. Results are delivered frequently and iteratively, which requires management of dependencies on both the project and team level. This study explores coordination mechanisms in agile DevOps teams in a large-scale project and how the mechanisms address different types of dependencies. We conducted a case study where we observed 38 scheduled meetings and interviewed members of five DevOps teams and two teams supporting the DevOps teams. By using a dependency taxonomy, we identified 20 coordination mechanisms (eleven synchronization activities and nine synchronization artifacts). Eight of these mechanisms seem essential for coordination in large-scale projects because they addressed more than four types of dependencies. The main implication is that project management needs to combine many practices handling all the dependencies in large-scale projects.