Abrahamsson / Baskerville / Conboy Agile Processes in Software Engineering and Extreme Programming

9th International Conference, XP 2008, Limerick, Ireland, June 10-14, 2008, Proceedings
1. Auflage 2008
ISBN: 978-3-540-68255-4
Verlag: Springer Berlin Heidelberg
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, Band 9, 271 Seiten

Reihe: Lecture Notes in Business Information Processing

This book constitutes the refereed proceedings of the 8th International Conference on Agile Processes in Software Engineering and eXtreme Programming, XP 2008, held in Limerick, Ireland, in June 2008. Out of 54 submitted papers, 16 were accepted as full papers, 4 experience reports, 14 poster papers, 9 workshop papers, and 3 contributions on panel discussions. The papers are organized in topical sections on agile innovations, adaptation of agile, agile testing and assessment, history and evolution of agile, people factors in agile environments, conceptual models of agility, and experience reports.

Autoren/Hrsg.

Abrahamsson, Pekka

Baskerville, Richard

Conboy, Kieran

Brian,

Fitzgerald, Brian

Morgan, Lorraine

Wang, Xiaofeng

Inhaltsverzeichnis

1;Preface;5
2;Organization;7
3;Table of Contents;10
4;Essence: Facilitating Agile Innovation;14
4.1;Introduction;14
4.2;A New Outlook for Software Innovation;14
4.2.1;Product;15
4.2.2;Project;15
4.2.3;Process;16
4.2.4;People;16
4.3;SIRL- Software Innovation Research Lab;17
4.4;Essence – Innovation in the Agile Team;18
4.4.1;Product;19
4.4.2;Project;20
4.4.3;Process;20
4.4.4;People;20
4.5;Early Experiments with Essence and SIRL;20
4.5.1;Experiences with Physical Space;21
4.5.2;Experiences with Logical Views;22
4.6;Conclusion;22
4.7;References;23
5;Scrum and Team Effectiveness: Theory and Practice;24
5.1;Introduction;24
5.2;Research Design and Method;25
5.2.1;Study Context;25
5.2.2;Data Sources and Analysis;25
5.3;Team Effectiveness; The “Big Five” and Scrum;26
5.3.1;Coordinating Mechanisms;26
5.3.2;The “Big Five” of Teamwork;29
5.4;Conclusion and Further Work;31
5.5;References;32
6;Misfit or Misuse? Lessons from Implementation of Scrum in Radical Product Innovation;34
6.1;Introduction;34
6.2;Related Work;35
6.3;Case Study;36
6.3.1;Case Background;36
6.3.2;Research Approach;36
6.3.3;Analysis Framework;37
6.4;Analysis;37
6.4.1;Observations;38
6.4.2;Summary;41
6.5;Discussion;41
6.6;Limitations and Future Work;42
6.7;Conclusion;43
6.8;References;43
7;Method Configuration: The eXtreme Programming Case;45
7.1;Introduction;45
7.2;Research Approach;46
7.3;Method for Method Configuration—Key Concepts;47
7.3.1;The Method Component Concept;48
7.3.2;The Configuration Package;49
7.3.3;The Configuration Template;50
7.4;Empirical Examples;50
7.5;Lessons Learned;51
7.6;Concluding Discussion;52
7.7;References;53
8;Adopting Agile in a Large Organisation;55
8.1;Introduction;55
8.2;Adopting Agile in Large Organisations;56
8.3;Technological Frames;56
8.4;The Empirical Study: Data Gathering and Analysis;57
8.4.1;The Case Study Organisation;57
8.4.2;Data Gathering;57
8.4.3;Data Analysis;58
8.5;Results: Making Sense of Agile;58
8.5.1;Agile Advocates and Coaches;58
8.5.2;The Agile Software Development Team;61
8.5.3;Project Z;62
8.5.4;The ‘Business’ (or Customer Proxy);63
8.6;Discussion;64
8.7;Conclusions;64
8.8;References;65
9;An Observational Study of a Distributed Card Based Planning Environment;66
9.1;Introduction;66
9.2;Related Works;67
9.3;Distributed AgilePlanner (DAP);68
9.3.1;Interacting with Planning Artifacts;69
9.3.2;Distributed Planning;69
9.4;Study Design;70
9.4.1;Participants and Context;70
9.4.2;Data Collection and Evaluation Criteria;71
9.5;Study Results;71
9.5.1;Observations;71
9.5.2;Feedback;72
9.5.3;Real-Time Performance;73
9.5.4;Limitations;73
9.6;Conclusions;74
9.7;References;74
10;The TDD-Guide Training and Guidance Tool for Test-Driven Development;76
10.1;Introduction;76
10.2;TDD-Guide and the AOPS Framework;77
10.2.1;TDD-Guide User-Interface;78
10.2.2;Rule Definition;78
10.3;Evaluating TDD-Guide;80
10.3.1;First Experiment;80
10.3.2;Second Experiment;81
10.4;Conclusion and Future Work;84
10.5;References;85
11;JExample: Exploiting Dependencies between Tests to Improve Defect Localization;86
11.1;Introduction;86
11.2;Related Work;87
11.3;JExample in a Nutshell;89
11.4;Case Study;90
11.4.1;Evaluation Procedure;91
11.4.2;Results;92
11.5;Discussion and Conclusion;94
12;An Agile Development Process and Its Assessment Using Quantitative Object-Oriented Metrics;96
12.1;Introduction;96
12.2;The Agile Practices Used;97
12.3;The Project and Its Phases;99
12.4;Software Metrics;100
12.4.1;FlossAr Metrics Evolution;101
12.5;Discussion;104
12.6;Conclusions;105
12.7;References;106
13;Historical Roots of Agile Methods: Where Did “Agile Thinking” Come From?;107
13.1;Introduction;107
13.2;What Does It Mean to Be Agile;108
13.2.1;The Author’s View;108
13.3;What Was Behind Agile Methods;109
13.3.1;Reaction to Traditional Approaches and Business Change;109
13.3.2;Reusing Ideas from History;109
13.3.3;People’s Experience;112
13.3.4;What’s New (and Not) About Agile Methods;113
13.4;Discussion and Conclusion;114
13.5;References;115
14;Seven Years of XP - 50 Customers, 100 Projects and 500 Programmers – Lessons Learnt and Ideas for Improvement;117
14.1;Introduction;117
14.2;The Observatory Context;118
14.3;Problems Associated with Introducing XP;119
14.4;Adoption of and Compliance with the XP Methodology;120
14.5;Areas Where XP Needs Strengthening and Supporting;121
14.6;People and XP;122
14.7;Conclusions;124
14.8;References;125
15;Applying XP to an Agile–Inexperienced Software Development Team;127
15.1;Introduction;127
15.2;The Study Context;128
15.2.1;Methodology;128
15.2.2;The Course;128
15.2.3;The Project;129
15.2.4;The Team;130
15.3;Project Constraints;130
15.3.1;Development Environment;131
15.3.2;Workload;131
15.3.3;Customer Involvement;131
15.3.4;Leadership;131
15.3.5;Team;131
15.3.6;Tracking;132
15.4;XP Practices;132
15.5;Achieved Results;135
15.5.1;Problems;135
15.5.2;Results;136
15.6;Lessons Learned;137
15.7;Conclusion;138
15.8;References;138
16;Investigating the Usefulness of Pair-Programming in a Mature Agile Team;140
16.1;Introduction;140
16.2;Related Work;141
16.3;The Study;141
16.3.1;Environment;142
16.3.2;Data;142
16.4;Results;143
16.5;Discussion;146
16.6;Limitations;147
16.7;Conclusions and Future Work;148
16.8;References;149
17;Just Enough Structure at the Edge of Chaos: Agile Information System Development in Practice;150
17.1;Introduction;150
17.2;Theoretical Background and Framework;151
17.3;The Research Approach and Case Setting;152
17.4;Analysis and Discussion;154
17.4.1;Individuals and Interaction over Processes and Tools;155
17.4.2;Working Software over Comprehensive Documentation;156
17.4.3;Customer Collaboration over Contract Negotiation;156
17.4.4;Responding to Change over Following a Plan;157
17.5;Conclusions;158
17.6;References;158
18;A Preliminary Conceptual Model for Exploring Global Agile Teams;160
18.1;Introduction;160
18.2;Literature Review;161
18.2.1;Agile Software Development Methods;161
18.2.2;Global Software Development;162
18.2.3;Virtual Teams;162
18.2.4;The Use of Agile Methods in Globally Distributed Environments;163
18.3;Conceptual Model;164
18.3.1;Team Structure;164
18.3.2;Team Agility;168
18.3.3;Team Virtualness;168
18.3.4;Challenges;169
18.4;Research Methodology;170
18.5;Conclusion;170
18.6;References;171
19;Scrum Implementation Using Kotter’s Change Model;174
19.1;Introduction;174
19.2;An Ever-Changing Software Development Industry;174
19.2.1;Agile Development;175
19.2.2;Scrum Model;175
19.3;Implementing Organisational Change;176
19.4;Case Study at Rhythm Ltd.;177
19.5;Research Methodology;177
19.6;Implementation of Kotter’s Change Model;178
19.7;Discussion;182
19.8;Conclusion;182
19.9;References;183
20;Agile Estimation with Monte Carlo Simulation;185
20.1;Introduction;185
20.2;Background;186
20.3;Our Approach;187
20.4;Conclusion;191
20.5;References;192
21;The Pomodoro Technique for Sustainable Pace in Extreme Programming Teams;193
21.1;Introduction;193
21.2;Pomodori for Time Boxing;194
21.3;Applying the Pomodoro Technique in XP;194
21.4;Case Study: XP User Groups and Teams;195
21.5;Concluding Remarks;196
22;Adopting Iterative Development: The Perceived Business Value;198
22.1;Background;198
22.2;Findings and Observations;199
22.3;Implications for Practice;202
22.4;References;202
23;Explicit Risk Management in Agile Processes;203
23.1;Introduction;203
23.2;The DaVinci Transform Project;204
23.2.1;The Stakeholders;204
23.2.2;Methodologies;204
23.2.3;The Product;204
23.3;Implicit Risk Management in Agile Processes;205
23.4;The Need for Explicit Risk Management in Agile Processes;205
23.5;Team DaVinci Risk Management Framework;206
23.6;Experiences with Explicit Risk Management and Agile Processes;207
23.7;Lessons Learned;210
23.7.1;Risk Manager Role;210
23.7.2;Wiki;210
23.7.3;Small Team Software Risk Evaluation;211
23.7.4;Mitigation Tasks in Sprint Backlog;211
23.7.5;Multiple Tasks Per Mitigation Strategy;211
23.7.6;Mitigation Trigger;211
23.7.7;Mid-Iteration Triggers;211
23.7.8;Multi-voting;212
23.7.9;Mitigation Strategies for New Risks;212
23.8;Conclusion;212
23.9;References;213
24;APDT: An Agile Planning Tool for Digital Tabletops;215
24.1;Introduction;215
24.2;Agile Planner for Digital Tabletops (APDT);216
24.3;Reference;216
25;Investigating the Role of Trust in Agile Methods Using a Light Weight Systematic Literature Review;217
25.1;Introduction;217
25.2;Agile Methods;217
25.3;Trust;218
25.4;Systematic Literature Reviews;218
25.5;Results;219
25.6;Discussion;219
25.7;Conclusion;219
25.8;References;220
26;Agile Practices in a Product Development Organization;221
26.1;Introduction;221
26.2;Introduction of Agile Practices;221
26.3;Conclusion;222
26.4;Reference;222
27;Building and Linking a Metaphor: Finding Value!;223
27.1;Introduction;223
27.2;Evaluation;224
27.3;Conclusion;224
27.4;References;224
28;The Story of Transition to Agile Software Development;225
28.1;References;227
29;Predicting Software Fault Proneness Model Using Neural Network;228
30;Multi-modal Functional Test Execution;231
30.1;Introduction;231
30.2;Multi-modal Functional Test Execution;232
30.3;References;232
31;Social Network Analysis of Communication in Open Source Projects;233
31.1;The Value of Communication in Open Source Teams;233
31.2;Social Network Analysis;233
31.3;The Social Network of Open Source Communities;234
31.4;References;234
32;Toward Empowering Extreme Programming from an Architectural Viewpoint;235
32.1;References;236
33;A Metric-Based Approach to Assess Class Testability;237
33.1;References;238
34;Inside View of an Extreme Process;239
34.1;Introduction;239
34.1.1;XP Motivation;239
34.2;The Project;239
34.2.1;Evaluating the Process;240
34.3;Conclusion;240
34.4;References;240
35;To Track QA Work or Not; That Is the Question;241
35.1;References;242
36;Build Notifications in Agile Environments;243
36.1;Introduction;243
36.2;Previous Work;243
36.3;Experimental Setup;243
36.4;Results and Discussion;244
36.5;Conclusion and Future Work;244
36.6;References;244
37;Supporting Distributed Pair Programming with the COLLECE Groupware System: An Empirical Study;245
37.1;Supporting Distributed Pair Programming: An Empirical Study;245
37.2;References;246
38;Experience on the Human Side of Agile;247
38.1;Overview;247
38.2;References;248
39;Retrospective Exploration Workshop;249
39.1;Overview;249
39.2;About the Session Organizers;250
39.3;References;250
40;Exposing the “Devils” within: Agile Taboos in a Large Organization;251
40.1;Workshop Overview;251
40.2;Organizers’ Experience;252
41;BIOHAZARD – Engineering the Change Virus;253
41.1;Synopsis;253
41.2;Who Should Attend?;253
41.3;Presenter's Background;254
41.4;Workshop History;254
42;Architecture-Centric Methods and Agile Approaches;255
42.1;Overview;255
42.2;Objectives;256
42.3;Workshop Format;256
42.4;References;256
43;Exploring Agile Coaching;257
43.1;Workshop Summary;257
43.1.1;Participation;257
43.1.2;Deliverables;257
43.2;Content and Process;257
43.2.1;Timetable;258
43.3;Workshop Organizers;258
44;The Agile Technique Hour;259
44.1;Introduction;259
44.2;The Aims of the Workshop;259
44.3;Overview of the Process;260
44.4;References;260
45;AOSTA: Agile Open Source Tools Academy;261
45.1;Workshop Description;261
45.2;About the Facilitators;262
46;There's No Such Thing as Best Practice;263
47;Culture and Agile: Challenges and Synergies;264
47.1;Steven Fraser (panel impresario);264
47.2;Pekka Abrahamsson;265
47.3;Robert Biddle;265
47.4;Jutta Eckstein;266
47.5;Philippe Kruchten;267
47.6;Dennis Mancl;267
47.7;Werner Wild;268
48;Architecture and Agility Are Not Mutually Exclusive;269
49;Author Index;270