Abrahamsson / Marchesi / Maurer Agile Processes in Software Engineering and Extreme Programming

10th International Conference, XP 2009, Pula, Sardinia, Italy, May 25-29, 2009, Proceedings
1. Auflage 2009
ISBN: 978-3-642-01853-4
Verlag: Springer
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, Band 31, 294 Seiten

Reihe: Lecture Notes in Business Information Processing

This book constitutes the refereed proceedings of the 10th International Conference on Agile Processes in Software Engineering and Extreme Programming, XP 2009, held in Sardinia, Italy, in May 2009. Out of 40 paper submissions 12 full papers were accepted for publication in this book together with 2 keynote papers, 11 short papers, 23 workshop and tutorial papers, 5 posters, 6 demonstrations and information on 3 panel discussions. The papers represent a set of high-quality research studies addressing a wide variety of different topics, ranging from very technical issues to human-related aspects of agile software development, including novel ideas on agile software research.

Autoren/Hrsg.

Abrahamsson, Pekka

Marchesi, Michele

Maurer, Frank

Inhaltsverzeichnis

1;Preface;5
2;Organization;6
2.1;Conference Chairs;6
2.2;Program Committee;7
3;Table of Contents;9
4;What They Dont Teach You about Software at School: Be Smart!;15
4.1;1 What Does It Mean to Be Smart?;15
4.2;2 What They Don’t Teach You at Institutes of Technology;16
4.3;3 Smart Cases;16
4.4;4 Final Words;18
5;Keynote: Beyond Budgeting in a Lean and Agile World;19
5.1;1 Introduction;19
5.2;2 Beyond Budgeting: The New Mindset;20
5.3;3 Beyond Budgeting: Leadership Principles;20
5.4;4 Way to the Future;21
5.5;References;21
6;Developing a Test Automation Framework for Agile Development and Testing;22
6.1;1 Introduction;22
6.2;2 NTAF;23
6.3;3 Conclusion;26
6.4;References;26
7;Long-Term Effects of Test-Driven Development A Case Study;27
7.1;1 Introduction;27
7.2;2 Related Work;28
7.3;3 Research Design;29
7.4;4 Empirical Results;31
7.5;5 Discussion;34
7.6;6 Conclusion;35
7.7;References;36
8;Communicating Domain Knowledge in Executable Acceptance Test Driven Development;37
8.1;1 Introduction;37
8.2;2 Related Work;38
8.3;3 Research Approach;39
8.4;4 The PAS Project;40
8.5;5 Observation;41
8.6;6 Discussion;44
8.7;7 Threats to Validity;45
8.8;8 Conclusion;45
8.9;References;45
9;An Empirical Study on the TDD Conformance of Novice and Expert Pair Programmers;47
9.1;1 Introduction;47
9.2;2 Related Work;47
9.3;3 Data Collection;49
9.4;4 Analysis and Results;51
9.5;5 Conclusion;55
9.6;References;55
10;An Exploratory Study of Developers’ Toolbox in an Agile Team;57
10.1;1 Introduction;57
10.2;2 Related Work;58
10.3;3 Research Settings;60
10.4;4 Results;61
10.5;5 Discussion;63
10.6;6 Conclusions and Future Work;65
10.7;References;66
11;Balancing Individual and Collaborative Work in Agile Teams;67
11.1;1 Introduction;67
11.2;2 Collaborative and Individual Work;68
11.3;3 Research Method;69
11.4;4 FedEx Day and Agile Development at Atlassian;71
11.5;5 Discussion;74
11.6;6 Conclusion;75
11.7;References;75
12;Organizational Enablers for Agile Adoption: Learning from GameDevCo;77
12.1;1 Introduction;77
12.2;2 Case Context;78
12.3;3 Stakeholder Alignment;79
12.4;4 Employee Empowerment;80
12.5;5 Group and Organizational Learning;82
12.6;6 Systems of Governance;83
12.7;7 Discussion;84
12.8;Acknowledgement;85
12.9;References;85
13;Migrating Defect Management from Waterfall to Agile Software Development in a Large- Scale Multi- site Organization: A Case Study;87
13.1;1 Introduction;87
13.2;2 Background;88
13.3;3 Research Setup;90
13.4;4 Empirical Results;91
13.5;5 Discussion;94
13.6;6 Conclusions;95
13.7;References;95
14;Perceptive Agile Measurement: New Instruments for Quantitative Studies in the Pursuit of the Social- Psychological Effect of Agile Practices;97
14.1;1 Introduction;97
14.2;2 Theoretical Framework;98
14.3;3 Method;99
14.4;4 Results;102
14.5;5 Discussion;104
14.6;References;105
14.7;Appendix: Perceptive Agile Measurement (PAM) Scales;106
15;A Survey of Perceptions on Knowledge Management Schools in Agile and Traditional Software Development Environments;108
15.1;1 Introduction;108
15.2;2 Knowledge Management and Agile Development;109
15.3;3 Research Method;111
15.4;4 Results;112
15.5;5 Conclusion and Further Work;115
15.6;References;116
16;Empowering Students and the Community through Agile Software Development Service- Learning;118
16.1;1 Introduction;118
16.2;2 Implementing Service-Learning in the Software Engineering Course;119
16.3;3 Outcomes;122
16.4;4 Lessons Learned;126
16.5;References;126
17;Putting Agile Teamwork to the Test – An Preliminary Instrument for Empirically Assessing and Improving Agile Software Development;128
17.1;1 Introduction;128
17.2;2 Research on Teamwork;129
17.3;3 An Instrument for Assessing and Improving Teamwork;130
17.4;4 Empirical Testing;133
17.5;5 Conclusion and Further Work;135
17.6;Acknowledgment;136
17.7;References;136
18;Agile Software Development and CMMI: What We Do Not Know about Dancing with Elephants;138
18.1;1 Introduction;138
18.2;2 Agile Methodologies;139
18.3;3 Capability Maturity Model Integration;139
18.4;4 Agile and CMMI: What Do We Know?;140
18.5;5 Agile and CMMI: What We Do Not Know?;141
18.6;6 Conclusion;142
18.7;References;143
19;Is ISO/IEC 15504 Applicable to Agile Methods?;144
19.1;1 Introduction;144
19.2;2 ISO/IEC 15504: Key Concepts;145
19.3;3 The Perception of SPICE: Myths and Truth;146
19.4;4 Agile vs. SPICE: Theory and Practice;147
19.5;5 Final Discussion and Conclusions;148
19.6;Acknowledgements;149
19.7;References;149
20;Lesson Learnt from an Agile Implementation Project;150
20.1;1 Introduction;150
20.2;2 Literature Review;150
20.3;3 Research Methods;151
20.4;4 Findings;151
20.5;5 Discussion;153
20.6;6 Conclusions;154
20.7;References;154
21;A Study of Risk Management in DSDM;156
21.1;1 Introduction;156
21.2;2 Theoretical Foundations;157
21.3;3 Research Methodology;159
21.4;4 Findings and Analysis;159
21.5;5 Conclusions and Further Research;161
21.6;References;161
22;A Storytest-Driven Approach to the Migration of Legacy Systems;163
22.1;1 Introduction;163
22.2;2 Storytest-Driven Migration;164
22.3;3 A First Experience with the STDM Process;166
22.4;4 Discussion and Conclusions;167
22.5;References;168
23;XP Practices: A Successful Tool for Increasing and Transferring Practical Knowledge in Short- Life Software Development Projects;169
23.1;1 Knowledge Transfer and XP Adoption in the Industry;169
23.2;2 XP Practices Implementation in a Newly Created Smart Cards Entity;170
23.3;3 Conclusion;173
23.4;References;174
24;Distributed Agile Development: A Case Study of Customer Communication Challenges;175
24.1;1 Introduction;175
24.2;2 Related Literature;175
24.3;3 Research Design;177
24.4;4 Analysis and Results of the Case Study;177
24.5;5 Conclusions and Limitations;180
24.6;References;180
25;Customer and User Involvement in Agile Software Development;182
25.1;1 Introduction;182
25.2;2 Research Method;182
25.3;3 The Case Setting: The OMS Project;183
25.4;4 An Analysis of the OMS Project;184
25.5;5 Discussion and Conclusion;186
25.6;References;187
26;Integration of Extreme Programming andUser-Centered Design: Lessons Learned;188
26.1;1 Introduction;188
26.2;2 Related Work;189
26.3;3 TheProjectContext;189
26.4;4 Retrospective Workshop;190
26.5;5 Discussion and Conclusion;192
26.6;References;193
27;Optimizing Agile Processes by Early Identification of Hidden Requirements;194
27.1;1 Introduction;194
27.2;2 Background and Related Work;195
27.3;3 Elements in Early Identification of Hidden Requirements;196
27.4;4 Case of Study;197
27.5;5 Conclusions and Future Work;198
27.6;References;198
28;Negotiating Contracts for Agile Projects: A Practical Perspective;200
28.1;1 Introduction;200
28.2;2 Research Background;201
28.3;3 Data Analysis Results;202
28.4;4 Related Work;204
28.5;5 Conclusion;205
28.6;References;205
29;The Lego Lean Game;206
29.1;1 Introduction;206
29.2;2 Structure;206
29.3;3 Expected Outcomes;207
29.4;References;207
30;Agile Process Smells and Root Cause Analysis;208
30.1;1 Introduction;208
30.2;2 Process Smells;208
30.3;3 Root Cause Analysis;209
30.4;Reference;209
31;Agile in Large-Scale Development Workshop: Coaching, Transitioning and Practicing;210
31.1;1 Overview;210
31.2;2 Workshop Format;210
31.3;3 Participants;211
31.4;4 About the Organizers;211
31.5;References;211
32;What Does an Agile Coach Do?;212
32.1;1 Workshop Summary;212
32.2;2 Content and Process;212
32.3;3 Workshop Organizers;213
33;Workshop - Mechanics of Good - Creating Well Functioning Distributed Teams;214
33.1;1 Introduction;214
33.2;2 “Goldtaking” – New Workshop Technique;215
34;Test-Driven User Interfaces;216
34.1;1 Audience, Benefits and Outcomes;216
34.2;2 Workshop Organization;216
34.3;3 Organizer;217
34.4;4 Prior Presentations;217
35;The New New NEW! Product Development Game;218
35.1;1 Summary;218
35.2;2 Audience;218
35.3;3 Process and Timetable;218
35.4;4 Presenters;219
36;Positioning Agility;220
36.1;1 Description;220
36.2;2 Workshop Outline;221
36.3;3 About the Session Organizers;222
37;Scrum Board Game;223
37.1;1 Workshop Overview;223
37.2;2 Workshop Goals;223
37.3;3 Intended Audience;224
37.4;4 Workshop Organizers;224
38;XP2009 Workshop: Climbing the Dreyfus Ladder of Agile Practices;225
38.1;1 Synopsis;225
38.2;2 Who Should Attend?;226
38.3;3 Presenter's Background;226
38.4;4 Workshop History;226
39;Software “Best” Practices: Agile Deconstructed;227
39.1;1 Workshop Theme;227
39.2;2 Workshop Methodology and Anticipated Attendee Profile;227
39.3;3 Workshop Convener and Facilitator;228
40;XP Workshop on Agile Product Line Engineering;229
40.1;1 Introduction;229
40.2;2 Participation;230
40.3;3 Organization;230
40.4;Reference;230
41;Test Driven Development: Performing Art;231
41.1;1 Background;231
41.2;2 Workshop Mechanics;231
41.3;3 Performer Selection;232
41.4;4 Expected Workshop Outcomes;232
41.5;5 Presenter Bio;232
41.6;References;232
42;Business Value Game;233
42.1;1 Introduction;233
42.2;2 Playing with Business Value;233
42.3;3 The Length of Workshop and Planned Number of Participants;234
42.4;4 The Intended Audience and Expected Benefits of Attendance;234
43;Where Agile Research Meets Industry Needs: Starting from a 10- Year Retrospective;235
43.1;1 Summary;235
43.2;2 Audience and Benefits;235
43.3;3 Overview of the Process;235
43.4;4 Bios of Organizers;236
44;Continuous Integration – How Do You Know That Your Application Still Works?;238
44.1;1 Intended Audience;238
44.2;2 Learning Outcomes;238
44.3;3 Process/Mechanics;239
44.4;4 Presenter;239
45;Executable Requirements in Practice;240
45.1;1 Overview;240
45.2;2 Simulation;241
45.3;3 About the Session Organizers;241
45.4;References;241
46;Product Owners Jamboree;242
47;Explaining the Obvious – How Do You Teach Agile?;244
47.1;1 Introduction;244
47.2;2 Workshop format;244
47.3;3 Workshop Organizer;244
48;Architecture-Centric Methods and Agile Approaches;246
48.1;1 Overview;246
48.2;2 Objectives and Format;246
48.3;References;247
49;3rd International Workshop on Designing Empirical Studies: Assessing the Effectiveness of Agile Methods ( IWDES 2009);248
49.1;1 Introduction;248
49.2;2 Goals;249
50;Telling Your Stories: Why Stories Are Important for Your Team;250
50.1;1 WorkshopOverview;250
50.2;2 Biography;251
51;Elements of an Art - Agile Coaching;252
51.1;1 Introduction;252
51.2;2 Format;252
51.3;3 Presenter;253
52;A Survey on Industrial Software Engineering;254
52.1;1 Introduction;254
52.2;2 Survey Contents;254
52.3;3 Ongoing Data Analysis and Future Work;255
52.4;References;255
53;Modeling Spontaneous Pair Programming When New Developers Join a Team;256
53.1;1 Introduction;256
53.2;2 Description of the Study and Results;256
53.3;References;257
54;Summary Reporting for a Linked Interaction Design- Scrum Approach: How Much Modeling Is Useful?;259
54.1;1 Introduction;259
55;Software Product Line Engineering Approach for Enhancing Agile Methodologies;261
55.1;1 Introduction;261
55.2;Acknowledgments;262
55.3;References;262
56;FLEXI Project Management Survey;263
56.1;1 Objectives;263
56.2;2 Background Material and Questionnaire;263
56.3;3 Results;264
56.4;References;264
57;Documentation by Example;265
57.1;1 Intelligent Information Extraction;265
57.2;2 The Tool in Short;266
57.3;3 Implementations;266
57.4;4 Audience;266
57.5;References;266
58;Alaska Simulator - A Journey to Planning;267
58.1;1 Introduction;267
58.2;Reference;268
59;Using Metric Visualization and Sharing Tool to Drive Agile- Related Practices;269
59.1;1 Introduction;269
59.2;2 Supported Agile-Practices;270
59.3;References;270
60;ActiveStory Enhanced: Low-Fidelity Prototyping and Wizard of Oz Usability Testing Tool;271
60.1;1 Introduction;271
60.2;2 ActiveStory Enhanced;272
60.3;References;272
61;FitClipse: A Tool for Executable Acceptance Test Driven Development;273
61.1;1 Introduction;273
61.2;2 The Executable Acceptance Test Tool;274
61.3;References;274
62;Using Digital Tabletops to Support Distributed Agile Planning Meetings;275
62.1;1 Introduction;275
62.2;2 Agile Planner for Digital Tabletop (APDT);276
62.3;References;276
63;The Future of Lean in an Agile World;277
63.1;1 Steven Fraser;277
63.2;2 Pekka Abrahamsson;278
63.3;3 Rachel Davies;278
63.4;4 Joshua Kerievsky;279
63.5;5 Mary Poppendieck;279
63.6;6 Giancarlo Succi;280
64;What Skills Do We Really Need in Agile Software Development? – Discussion of Industrial Impacts and Challenges;281
64.1;1 Summary of the Panel Discussion;281
64.2;2 Audience the Panel Discussion;282
64.3;3 How the Panel Discussion Will Be Structured and Run?;282
64.4;4 Bio of the Panelists;282
64.5;5 Past History of the Panel Discussion;284
64.6;References;284
65;Perspectives on Agile Coaching;285
65.1;1 Steven Fraser;285
65.2;2 Erik Lundh;286
65.3;3 Rachel Davies;287
65.4;4 Jutta Eckstein;287
65.5;5 Diana Larsen;288
65.6;6 Kati Vilkki;289
66;Author Index;291