Hawaii International Conference on System Sciences

From the Book:
Why We Wrote This BookTrue believers represent software development alternatives
In the last few years, two ostensibly conflicting approaches to software development have competed for hegemony. Agile method supporters released a manifesto that shifts the focus from traditional plan-driven, process-based methods to lighter, more adaptive paradigms. Traditional methods have reasserted the need for strong process discipline and rigorous practices. True believers on both sides have raised strident, often antagonistic, voices.
This book is for the rest of us 
We wrote this book for the rest of us—those caught in the middle of the method wars simply trying to get our projects completed and accepted within too-tight schedules and budgets. We hope to clarify the perplexity about the roles of discipline, agility, and process in software development. We objectively compare and contrast the traditional, plan-driven approaches to the newer, agile approaches and present an overview of their home grounds, strengths, and weaknesses. We then describe a risk-based approach to aid in balancing agility and discipline within a software development project.
Our goal is to help you in your business environment 
We hope that this is a practical book. It is intended to be neither academic nor exhaustive, but pragmatic. It is based on our own development experiences, current and past literature, long conversations with proponents of agile and plan-driven approaches, teaching students how to balance discipline and agility, and years of observing and measuring software development in industry, government, and academia. We discuss the subjectmatter absent a need to choose sides. Our goal is to help you gain the understanding and information you need to integrate the approaches in a manner that best fits your business environment. Who Should Read This Book The perplexed—or just curious 
This book is for perplexed software and management professionals who have heard the buzz about agile methods and want to separate the chaff from the wheat. Perhaps you have a CMM- or ISO-certified organization and want to know if and how agile methods can help you. Or perhaps some part of your organization has adopted agile methods and you are unsure of how they should fit in. Fundamentally, if you need to understand how the latest software development approaches can help meet business goals, this book is for you. 

Software project managers and mid-level executives should read this book to understand the agility/plan-driven controversy and learn how best to apply the new approaches in your organizations. 

Software developers should read this book to better understand how your field is evolving and what it means for your career.

Computer science and software engineering students should read this book to better understand how to make choices about your own level of discipline, both in school and at work. 

Academicians should read this book to understand some of what your students are asking about, and how to help them make informed decisions.

Proponents of both agile and plan-driven methods should read this book to dispassionately look at your opponent's ideas.

CIOs and CEOs should read this book to help you understand what's going on in the software world and what implications it may have for your company.
How To Read This Book Several ways to read the book 
Most of you are busy people, and "must-read" material attacks you from all sides, 24/7. Some of you want to quickly assess the material for later reflection. Others want to know how to implement the concepts we present. For that reason, we've tried to make this book easy to read quickly but with pointers to more in-depth material. 
In a hurry? Use the fast track for a quick overview 
If time is short, use the fast track summaries to scan the total content of the book, stopping to read things you find interesting or particularly applicable to your needs, and following the icons for specific technical information. If you find you need even more detailed material, there are references as well as a list of additional resources in Appendix F. 
First and last chapters are key 
You can also tailor your reading through chapter selection. Reading the first and last chapters gives a pretty good idea of the material at a familiarization level. You can read the chapters in any order. Here is a quick summary:


The first chapter sets the stage for what follows. It introduces the main points and provides an executive summary of the book.

Chapter 2 compares the agile and plan-driven approaches and provides insight into the type of projects where each has been most successful—their home grounds.

Chapter 3 provides an experiential introduction to the approaches by describing how both a typical and not-so-typical day might be spent using each.

Chapter 4 presents two project case studies that illustrate the limits of pure agile and pure plan-driven implementations and the benefits of integrating the approaches.

Chapter 5 describes a risk-based approach for making methodology decisions that integrate agile and plan-driven practices, and illustrates it with representative examples. 

Chapter 6 summarizes the material and offers some final observations. 

Appendix A provides top-level descriptions of the major agile and plan-driven methods, highlighting their primary distinguishing factors, and a summary of those factors for comparison.

Appendices B-E provide technical and background information to support our analyses and speak to specific technical topics. 

Appendix F supplies references and the endnotes are listed by chapter in Appendix G.


0321186125P04142003

Balancing Agility and Discipline: A Guide for the Perplexed

https://repository.vtc.edu.hk/cgi/viewcontent.cgi?article=1034&context=thei-adm-others-sp

Examining technology acceptance by school teachers: a longitudinal study

Although spreadsheet programs are used for small "scratchpad" applications, they are also used to develop many large applications. In recent years, we have learned a good deal about the errors that people make when they develop spreadsheets. In general, errors seem to occur in a few percent of all cells, meaning that for large spreadsheets, the issue is how many errors there are, not whether an error exists. These error rates, although troubling, are in line with those in programming and other human cognitive domains. In programming, we have learned to follow strict development disciplines to eliminate most errors. Surveys of spreadsheet developers indicate that spreadsheet creation, in contrast, is informal, and few organizations have comprehensive policies for spreadsheet development. Although prescriptive articles have focused on such

/pdf/what-we-know-about-spreadsheet-errors-49f2vzgmsq.pdf

What we know about spreadsheet errors

This article asks whether, and when, participants benefit from seeing each other's faces in computer-mediated communication. Although new technologies make it relatively easy to exchange images over the Internet, our formal understanding of their impacts is not clear. Some theories suggest that the more one can see of one's partners, the better one will like them. Others suggest that long-term virtual team members may like each other better than would those who use face-to-face interaction. The dynamic underlying this latter effect may also pertain to the presentation of realistic images compared with idealized virtual perceptions. A field experiment evaluated the timing of physical image presentations for members of short-term and long-term virtual, international groups. Results indicate that in new, unacquainted teams, seeing one's partner promotes affection and social attraction, but in long-term online groups, the same type of photograph dampens affinity.

Is a Picture Worth a Thousand Words?: Photographic Images in Long-Term and Short-Term Computer-Mediated Communication

http://directory.umm.ac.id/Data%20Elmu/jurnal/I/Information%20and%20Management/Vol37.Issue1.Jan2000/1846.pdf

Using a structured design approach to reduce risks in end user spreadsheet development

End-user developed applications introduce many control risks into organizations. Literature suggests that influencing factors include developer experience, design approach, application type, problem complexity, time pressure, and presence or absence of review procedures. The research explores the impacts of different design approaches through two field experiments evaluating the use versus non-use of a structured design methodology when developing complex spreadsheets. Our results indicated that subjects using the methodology showed a significant reduction in the number of "linking errors", i.e., mistakes in creating links between values that must flow from one area of the spreadsheet to another or from one worksheet to another in a common workbook. We also observed that factors such as gender, application expertise, and workgroup configuration influenced spreadsheet error rates as well.

Factors influencing risks and outcomes in end-user development

The underlying processes that enable database query execution are fundamental to understanding database management systems. However, these processes are complex and can be difficult to explain and illustrate. To address this problem, we have developed a Java-based query simulation system that enables students to visualize the steps involved in processing DML queries. We performed a field experiment to evaluate the system, and the results suggest that the system improves student comprehension of the query execution process.

A query simulation system to illustrate database query execution

Web site developers creating 'data-based Web pages' that interact with organizational databases need to know server- and client-side processing.

Integrating web sites and databases

A reorientation is occurring in higher education where course delivery using distance education (DE) creates the potential for programming students to participate in dispersed project teams. Computer-mediated communication systems (CMCS) are being promoted as a means of supporting DE, but findings from research in the business domain raise concerns about whether these will be effective when applied to student project teams. To study this issue, we conducted research in a Business Software Engineering course to learn what students perceive to be the most and least effective aspects of computer-mediated communications relative to face-to-face communications in supporting team projects.

Perceived Effectiveness of Computer-Mediated Communications and Face-to-Face Communications in Student Software Development Teams

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