https://it323.files.wordpress.com/2011/12/science9.pdf

A survey study of critical success factors in agile software projects

https://research.aalto.fi/files/11744469/1_s2.0_S0164121216300826_main.pdf

Challenges and success factors for large-scale agile transformations

Purpose




The purpose of this paper is to analyze the benefits of the agile project management (APM) framework compared to the traditional waterfall model, and understand how it can help companies add value and gain competitive advantage.




Design/methodology/approach




The methodology used was the exploratory qualitative research through a case study of a software project, developed with the support and application of the Scrum framework, in a pharmaceutical industry information technology project.




Findings




There were benefits found in the utilization of the agile framework, such as increased motivation and staff satisfaction, better control of requirements and especially higher quality of the delivered system, generating added value to the organization. Additionally, the project allowed the use of features from the first month of the application deployed, enabling a 75 percent reduction in development time, compared to traditional methods. The software development time was four months, 30 percent of what would be the total if the traditional methodology was adopted. Based on the results, the agile framework, especially the Scrum, proved to be a viable option as a project management approach.




Research limitations/implications




Since this research is an exploratory case study, its results cannot be generalized.




Practical implications




The paper provides relevant practical information and experiences to managers interested in implementing APM, as well as those interested in improving the management of projects.




Originality/value




This paper provides a case study with practical implications of using APM, and APM’s benefits and advantages are compared with the traditional waterfall approach. Companies can use this case study to better understand about the advantages and strengths of APM over the traditional approach.

Agile project management with Scrum: A case study of a Brazilian pharmaceutical company IT project

Agile Methods are creating a buzz in the software development community, drawing their fair share of advocates and opponents. While some people consider agile methods the best thing that has happened to software development in recent years, other people view them as a backlash to software engineering and compare them to hacking. The aim of this chapter is to introduce the reader to agile methods allowing him/her to judge whether or not agile methods could be useful in modern software development. The chapter discusses the history behind agile methods as well as the agile manifesto, a statement from the leaders of the agile movement. It looks at what it means to be agile, discusses the role of management, describes and compares some of the more popular agile methods, provides a guide for deciding where an agile approach is applicable, and lists common criticisms. It summarizes empirical studies, anecdotal reports, and lessons learned from applying agile methods and concludes with an analysis of various agile methods. The target audiences for this chapter include practitioners, who will be interested in the discussion of the different methods and their applications, researchers who may want to focus on the empirical studies and lessons learned, and educators looking to teach and learn more about agile methods.

/pdf/an-introduction-to-agile-methods-5ey1qwrqde.pdf

An Introduction to Agile Methods

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.

/pdf/the-impact-of-agile-practices-on-communication-in-software-1n4vqdcw44.pdf

The impact of agile practices on communication in software development

The transition from a plan-driven to an agile software development process affects not only the development team members, but also other teams, departments, and management. Any new process will likely attract developers excited to try it while repelling those opposed to change. Thus, how an agile process is introduced into an organization significantly affects its ultimate success.

Introducing an agile process to an organization [software development]

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Introducing an agile process to an organization [software development]