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EB

ONLINE

Cham : Springer International Publishing AG, 2020

1 online resource (254 pages)

ISBN 9783030493929 (electronic bk.)

ISBN 9783030493912

Lecture Notes in Business Information Processing Ser. ; v.383

Print version: Stray, Viktoria Agile Processes in Software Engineering and Extreme Programming Cham : Springer International Publishing AG,c2020 ISBN 9783030493912

5 Results.

5 Discussion -- 6 Conclusion -- References -- Agile Practices -- Combining User-Centered Design and Lean Startup with Agile Software Development: A Case Study of Two Agile Teams -- 1 Introduction -- 2 Research Method -- 2.1 Case Setting -- 2.2 Data Collection -- 2.3 Data Analysis -- 3 Results -- 3.1 Product Developing Under a New Perspective -- 3.2 Methodological Aspects -- 4 Discussion -- 5 Related Work -- 6 Conclusion, Limitations, and Future Work -- References -- Agile Software Development Practices and Success in Outsourced Projects: The Moderating Role of Requirements Risk -- 1 Introduction -- 2 Theory Background -- 2.1 Software Development as Knowledge Integration -- 2.2 Agile Practices for Within-Vendor and Client-Vendor Knowledge Integration -- 3 Hypotheses -- 3.1 Continuous Integration -- 3.2 Continuous Analysis -- 3.3 Joint Decision Making -- 4 Methods -- 4.1 Data Collection -- 4.2 Instrument Development, Validation, and Estimation ---

Intro -- Preface -- Organization -- Contents -- Agile Adoption -- Agile Implementation and Expansive Learning: Identifying Contradictions and Their Resolution Using an Activity Theory Perspective -- 1 Introduction -- 2 Background and Related Work -- 2.1 Activity Theory Based Framework -- 2.2 Defining an Activity -- 2.3 Activities in Agile Delivery -- 2.4 Congruences and Collaborative Activity -- 3 Case Organisation and Study Design -- 4 Findings -- 4.1 Contradictions -- 4.2 Congruences and Stabilizations -- 4.3 Collaborative Activity -- 5 Discussion and Conclusion -- References -- Onboarding: How Newcomers Integrate into an Agile Project Team -- 1 Introduction -- 2 Background -- 2.1 Bauer’s Onboarding Framework -- 3 Method -- 4 Findings -- 4.1 The History and Nature of the Agile Team -- 4.2 Onboarding Practices -- 4.3 Onboarding Challenges for the Newcomers and the Agile Project Team ---

1 Introduction -- 2 Background and Related Work -- 2.1 Agile Ways of Working and Organizational Culture -- 2.2 Agile Adoption in Asian Countries -- 3 Research Methodology -- 3.1 Empirical Background -- 3.2 Data Collection and Analysis -- 3.3 Limitations and Threats to Validity -- 4 Results -- 4.1 Behavior Impeding Agile Ways of Working -- 4.2 Behavior in Five Distributed Teams -- 5 Discussion -- 5.1 Cultural Barriers Impeding the Agile Ways of Working -- 5.2 Cultural Integration of Offshore Members from a Non-agile Organization -- 6 Conclusions -- References -- A Quantitative Exploration of the 9-Factor Theory: Distribution of Leadership Roles Between Scrum Master and Agile Team -- 1 Introduction -- 2 Related Work -- 2.1 Team Maturity -- 2.2 The Changing Scrum Master Role -- 3 Method -- 3.1 Company Context and Participants -- 3.2 Measurement -- 3.3 Data Collection -- 3.4 Pilot Study -- 3.5 Analysis -- 4 Results ---

4.1 Demographics -- 4.2 RQ1. Test Cases and Defects Categorization -- 4.3 RQ2. Testing Techniques and Relevant Factors -- 4.4 RQ3. Combination of Smoke and Regression Testing Before Production -- 4.5 Industrial Use Case -- 4.6 Limitations -- 5 Conclusions -- References -- Author Index.

4.3 Testing, Implementing and New Improvement -- 4.4 Next Steps -- 4.5 Evaluating of Organizational Agility Using the Agility Framework of Worley -- 5 Discussion -- 5.1 Limitation and Future Research -- 6 Conclusion -- References -- Improving Risk Management in a Scaled Agile Environment -- 1 Introduction -- 2 Related Work -- 3 Research Method -- 3.1 Study Context and Research Setting -- 3.2 Data Collection and Analysis -- 4 Results -- 4.1 Continuous Product Development vs. Cross-Team Project -- 4.2 Gaps and Measurements Related to Risk Management -- 4.3 Interface Cross-Team Project and Continuous Product Development -- 4.4 Tooling for Risk Management -- 4.5 Project Setup and Management -- 5 Discussion and Limitations -- 6 Conclusion -- References -- The Business of Agile -- "When in Rome, Do as the Romans Do": Cultural Barriers to Being Agile in Distributed Teams ---

1 Introduction -- 2 Background and Related Work -- 2.1 Agile Ways of Working and Organizational Culture -- 2.2 Agile Adoption in Asian Countries -- 3 Research Methodology -- 3.1 Empirical Background -- 3.2 Data Collection and Analysis -- 3.3 Limitations and Threats to Validity -- 4 Results -- 4.1 Behavior Impeding Agile Ways of Working -- 4.2 Behavior in Five Distributed Teams -- 5 Discussion -- 5.1 Cultural Barriers Impeding the Agile Ways of Working -- 5.2 Cultural Integration of Offshore Members from a Non-agile Organization -- 6 Conclusions -- References -- A Quantitative Exploration of the 9-Factor Theory: Distribution of Leadership Roles Between Scrum Master and Agile Team -- 1 Introduction -- 2 Related Work -- 2.1 Team Maturity -- 2.2 The Changing Scrum Master Role -- 3 Method -- 3.1 Company Context and Participants -- 3.2 Measurement -- 3.3 Data Collection -- 3.4 Pilot Study -- 3.5 Analysis -- 4 Results ---

4.1 Scrum Master -- 4.2 Agile Team.

4.3 Distribution of the 9 Factors Between Scrum Master and Agile Team -- 5 Discussion -- 6 Practical Implications -- 7 Limitations and Future Work -- References -- What an Agile Leader Does: The Group Dynamics Perspective -- 1 Introduction -- 2 Method -- 2.1 Procedure -- 2.2 Participants -- 2.3 Reflexivity -- 2.4 Analysis -- 3 Results -- 3.1 Team Maturity -- 3.2 Team Design -- 3.3 Culture and Mindset -- 4 Discussion -- 5 Threats to Validity -- 6 Conclusion and Future Work -- References -- "This is Just a Prototype": How Ethics Are Ignored in Software Startup-Like Environments -- 1 Introduction -- 2 Related Work: The Current State of AI Ethics -- 3 Research Model -- 4 Study Design -- 4.1 Cases -- 4.2 Data Collection -- 4.3 Data Analysis -- 5 Empirical Results -- 5.1 Responsibility -- 5.2 Transparency -- 5.3 Accountability -- 5.4 Summary of Findings -- 6 Discussion -- 7 Conclusions and Future Work -- References -- Hypotheses Elicitation in Early-Stage Software Startups Based on Cognitive Mapping -- 1 Introduction -- 2 Background and Related Work -- 3 Research Method -- 4 First-Phase Results -- 5 Second-Phase Results -- 6 Discussion -- 7 Conclusions -- References -- Agile and Testing -- Results from a Replicated Experiment on the Affective Reactions of Novice Developers When Applying Test-Driven Development -- 1 Introduction -- 2 Background and Related Work -- 3 Baseline Experiment -- 3.1 Research Questions -- 3.2 Participants and Artifacts -- 3.3 Variables and Hypotheses -- 3.4 Design and Execution -- 3.5 Data Analysis and Results -- 4 Replicated Experiment -- 4.1 Participants -- 4.2 Design and Execution -- 5 Results -- 6 Discussion -- 7 Threats to Validity -- 8 Conclusion -- References -- Examining the Current State of System Testing Methodologies in Quality Assurance -- 1 Introduction -- 2 Related Work -- 3 Study Design -- 4 Results and Discussion.

4.3 Testing, Implementing and New Improvement -- 4.4 Next Steps -- 4.5 Evaluating of Organizational Agility Using the Agility Framework of Worley -- 5 Discussion -- 5.1 Limitation and Future Research -- 6 Conclusion -- References -- Improving Risk Management in a Scaled Agile Environment -- 1 Introduction -- 2 Related Work -- 3 Research Method -- 3.1 Study Context and Research Setting -- 3.2 Data Collection and Analysis -- 4 Results -- 4.1 Continuous Product Development vs. Cross-Team Project -- 4.2 Gaps and Measurements Related to Risk Management -- 4.3 Interface Cross-Team Project and Continuous Product Development -- 4.4 Tooling for Risk Management -- 4.5 Project Setup and Management -- 5 Discussion and Limitations -- 6 Conclusion -- References -- The Business of Agile -- "When in Rome, Do as the Romans Do": Cultural Barriers to Being Agile in Distributed Teams ---

6 Discussion -- 6.1 Contributions -- 6.2 Strengths and Limitations -- References -- On the Use of Design Thinking: A Survey of the Brazilian Agile Software Development Community -- 1 Introduction -- 2 Earlier Studies on Agile and Design Thinking -- 3 Research Setting -- 3.1 Planning, Design and Prior Validation -- 3.2 Execution -- 4 Results -- 4.1 The Respondents’ Profiles -- 4.2 DT Models, Techniques, and Tools -- 4.3 Purposes, Contexts, Benefits and Difficulties to Using DT -- 4.4 Discussion -- 5 Concluding Remarks and Perspectives -- References -- Characterising the Quality of Behaviour Driven Development Specifications -- 1 Introduction -- 2 Related Work -- 3 BDD Suite Quality Principles -- 3.1 Aspects of Quality in BDD Specifications -- 3.2 Principle of Conservation of Steps -- 3.3 Principle of Conservation of Domain Vocabulary -- 3.4 Principle of Elimination of Technical Vocabulary -- 3.5 Principle of Conservation of Proper Abstraction -- 4 Community Support for the BDD Quality Principles -- 4.1 Survey Design -- 4.2 Respondents and Their Demographics -- 4.3 Survey Data Analysis -- 4.4 Survey Results -- 4.5 Discussion and Threats to Validity -- 5 Conclusions -- References -- .28em plus .1em minus .1em``I Don’t Understand!’’: Toward a Model to Evaluate the Role of User Story Quality -- 1 Introduction -- 2 Research Model -- 3 Method -- 4 Preliminary Evaluation and Conclusions -- References -- Large-Scale Agile -- Large-Scale Agile Transformation: A Case Study of Transforming Business, Development and Operations -- 1 Introduction -- 2 Background -- 2.1 The Challenges of Large-Scale Agile Transformation -- 2.2 Transforming Business, Development and Operations -- 3 Research Design and Method -- 3.1 Data Collection and Analysis -- 4 Results -- 4.1 Diagnosing -- 4.2 Unfiltered Access to Customer Insight and Aligning Strategies.

001894807

express

(Au-PeEL)EBL6367948

(MiAaPQ)EBC6367948

(OCoLC)1155884402