Understanding Decision-Making in Agile Software Development: A Case-study

2008 ◽  
Author(s):  
Nils Brede Moe ◽  
Aybüke Aurum
Keyword(s):  
Decision Making ◽  
Software Development ◽  
Agile Software Development ◽  
Agile Software

Agile Software Development

2012 ◽  
pp. 1-15
Author(s):  
Torstein Nicolaysen ◽  
Richard Sassoon ◽  
Maria B. Line ◽  
Martin Gilje Jaatun
Keyword(s):  
Software Development ◽  
Agile Software Development ◽  
Agile Development ◽  
Implementation Team ◽  
Agile Methodologies ◽  
Development Organizations ◽  
Development Lifecycle ◽  
Software Development Lifecycle ◽  
Agile Software

In this article, the authors contrast the results of a series of interviews with agile software development organizations with a case study of a distributed agile development effort, focusing on how information security is taken care of in an agile context. The interviews indicate that small and medium-sized agile software development organizations do not use any particular methodology to achieve security goals, even when their software is web-facing and potential targets of attack. This case study confirms that even in cases where security is an articulated requirement, and where security design is fed as input to the implementation team, there is no guarantee that the end result meets the security objectives. The authors contend that security must be built as an intrinsic software property and emphasize the need for security awareness throughout the whole software development lifecycle. This paper suggests two extensions to agile methodologies that may contribute to ensuring focus on security during the complete lifecycle.

Fixed Priced Projects in Agile

2016 ◽  
pp. 222-236
Author(s):  
Anuradha Chaminda Gajanayaka
Keyword(s):  
Software Development ◽  
Agile Software Development ◽  
Development Model ◽  
Software Development Model ◽  
Responding To Change ◽  
The One ◽  
Agile Software ◽  
Development Methods ◽  
Software Development Methods

Agile software development has established as a reliable alternative to waterfall software development model. Unfortunately the use of agile software development has been limited to time based contracts and not for time limited contracts. The main reason for this limitation is the “Agile manifesto” itself. The forth value of the manifesto states that agile believers find more value in “Responding to change over following a plan”. This is the one of the main reasons why agile software development methods are not preferred for a fixed priced contract or time limited contract. The following case study provides an example on how the agile software development can be used for fixed priced software development contracts even when operating in offshore context. The agile software development concepts were used throughout to plan, execute, monitor, report, etc. for the project documented in this case study.

Teaching Agile Software Development: A Case Study

2011 ◽  
Vol 54 (2) ◽  
pp. 273-278 ◽  
Author(s):  
Vladan Devedžić ◽  
Saša R Milenković
Keyword(s):  
Software Development ◽  
Agile Software Development ◽  
Agile Software

Agile Software Development Challenges in Implementation and Adoption

2016 ◽  
pp. 175-207
Author(s):  
Abbas Moshref Razavi ◽  
Rodina Ahmad
Keyword(s):  
Literature Review ◽  
Software Development ◽  
Systematic Literature Review ◽  
Work Experience ◽  
Agile Software Development ◽  
Distributed Environments ◽  
Economic Governance ◽  
Agile Software

The first part of this chapter presents the results of a systematic literature review on Agile Software Development (ASD) challenges as are reported in implementation and adoption cases. The data only considers the concrete evidences of surfaced problems mainly according to work experience and case study articles. The results are analyzed so that types, nature and intensity of the problems are determined and, compared to each other, within three major classifications of “large organizations”, “distributed settings” and “both large and distributed environments”. The analysis reveals that, in ASD, common organizational and managerial issues have been replaced by communication and collaboration problems. The second part uses the results of the part one as a frame of analysis to render more interpretations e.g. signifying that non-agility preconceptions are the root of a majority of problematic projects. Besides, mediating between agile projects and traditional forms of management, and, economic governance are two major rival approaches that are emerging in response to these challenges.

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