Software Process Improvement in Agile Software Development A Systematic Literature Review

In recent years, the software development methodology evolves from the traditional approach to agile software development. This paper attempted to conduct a systematic literature review (SLR) regarding the improved agile software development to tackle its weakness based on recent research papers. Systematic Reviews and Meta-Analyses (PRISMA) as Systematic Literature Review Method (SLR). SLR is the review method which uses some protocols in order to minimize bias in the reviews. The improved of agile software methodology mostly regarding code reusability, usability, project quality, estimation, software delivery, usability, user responses and requirements delivery, communication between members, usability, practical activities, communication between team and stake holder, usability, workflow (learning), problem identification and effort estimation.

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Knowledge Management Strategies and Processes in Agile Software Development: A Systematic Literature Review

International Journal of Software Engineering and Knowledge Engineering ◽

10.1142/s0218194019500153 ◽

2019 ◽

Vol 29 (03) ◽

pp. 345-380 ◽

Cited By ~ 8

Author(s):

Raquel Andrade Barros Ouriques ◽

Krzysztof Wnuk ◽

Tony Gorschek ◽

Richard Berntsson Svensson

Keyword(s):

Knowledge Management ◽

Literature Review ◽

Software Development ◽

Systematic Literature Review ◽

Management Strategies ◽

Agile Software Development ◽

Product Portfolio ◽

Knowledge Processes ◽

Amount Of Knowledge ◽

Agile Software

Knowledge-intensive companies that adopt Agile Software Development (ASD) rely on efficient implementation of Knowledge Management (KM) strategies to promote different Knowledge Processes (KPs) to gain competitive advantage. This study aims to explore how companies that adopt ASD implement KM strategies utilizing practices that promote the KPs in the different organizational layers. Through a systematic literature review, we analyzed 32 primary studies, selected by automated search and snowballing in the extant literature. To analyze the data, we applied narrative synthesis. Most of the identified KM practices implement personalization strategies (81%), supported by codification (19%). Our review shows that the primary studies do not report KM practices in the strategic layer and two of them in the product portfolio layer; on the other hand, in the project layer, the studies report 33 practices that implement personalization strategy, and seven practices that implement codification. KM strategies in ASD promote mainly the knowledge transfer process with practices that stimulates social interaction to share tacit knowledge in the project layer. As a result of using informal communication, a significant amount of knowledge can be lost or not properly transferred to other individuals and, instead of propagating the knowledge, it remains inside a few individuals’ minds.

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Agile Software Development Challenges in Implementation and Adoption

Advances in Systems Analysis, Software Engineering, and High Performance Computing - Emerging Innovations in Agile Software Development ◽

10.4018/978-1-4666-9858-1.ch010 ◽

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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