scholarly journals Identifying Factors Influencing on Agile Practices for Software Development

2020 ◽  
Vol 44 (1) ◽  
pp. 1-31
Author(s):  
Gloria Arcos-Medina ◽  
David Mauricio
Keyword(s):  
Software Development ◽  
Success Factors ◽  
Organizational Factors ◽  
Positive Influence ◽  
Development Project ◽  
Software Development Process ◽  
Software Development Project ◽  
Critical Success ◽  
Agile Practices ◽  
Perception Of Self

Agile practices are activities or actions that are utilized during software development to improve the quality and productivity of the resulting software. Those practices are influenced by a set of factors that affect the realization of their objectives. The purpose of this study is to determine the influence of organizational factors and the personnel working on the software development project to the agile practices. To this end, a model has been proposed that is composed of six critical success factors derived from the theories of administrative and human behavior and four groups of agile practices, and resulted in identifying 13 factor-practice relationships. The results from 146 questionnaires addressed to individuals involved in the software development process show that the factors of Confidence, Perception of Self-efficacy, Integrity and Availability of the Information and Experiences Learned, and Media Used all have a noteworthy positive influence on teamwork agile practices.

scholarly journals Measuring the Quality Of the Development Process Academic System with E-GQM Method

2021 ◽  
Vol 5 (1) ◽  
Author(s):  
Sarwosri Sarwosri ◽  
Umi Laili Yuhana ◽  
Siti Rochimah ◽  
Rizky Januar Akbar ◽  
Maidina Choirun Nisa
Keyword(s):  
Software Development ◽  
Development Process ◽  
Software Process ◽  
Development Project ◽  
Average Score ◽  
Software Development Process ◽  
Software Development Project ◽  
Software Products ◽  
Academic System

In a software development project, aspects of software quality are very important. All stakeholders expect high quality of software. To ensure the quality of software products, it is also necessary to ensure that the process that is carried out have a quality. Research that is mostly done is in terms of assessing the quality of software products. But the software process is also very important to be assessed from their quality too. In every software development process, the developer needs guidance in carrying out every aspect of it. In each of these aspects, it must be determined what goals are to be achieved and how to measure whether those goals have been achieved or not. One method that can be used for this is the Extended Goal Question Metric method. In this method, for each development process in software, will be determined what aspects must be achieved, from each aspect there are defined a number of goals to measure these aspects. For each goal, one or more goal will be determined one or more questions that are relevant to that. For each Question an appropriate metric will be determined. The next step is mapping between G to Q and Q to M. The measurement is done by calculating the goal value obtained from the metric calculation. From this metric, the value of each Goal will be obtained, whether it was achieved or not. Tests were carried out on the software process for the development of academic system features at DPTSI ITS. The value of each goal has exceeded 0.51 (for a scale of 0-1) so that it achieved the quality of the Software development process. The total average score was 0.889. 

Success Factors for the Management of Global Virtual Teams for Software Development

2012 ◽  
pp. 239-249
Author(s):  
Javier García Guzmán ◽  
Javier Saldaña Ramos ◽  
Antonio Amescua Seco ◽  
Ana Sanz Esteban
Keyword(s):  
Software Development ◽  
Virtual Teams ◽  
Success Factors ◽  
Development Project ◽  
Global Virtual Teams ◽  
Industrial Case Study ◽  
Team Members ◽  
Software Development Project ◽  
Geographical Dispersion

The management of globally distributed software teams is complex because of problems of linguistic differences, geographical dispersion, different time zones, and the cultural diversity of the team members; what is particularly common in software development environments. These problems are amplified when a single software development team is composed of highly skilled individuals working in dispersed geographical locations, and they have to work as a team across distances. This paper describes several of the most important factors that contribute to the correct and effective management of global virtual teams for software development and underlying solutions are addressed to reduce cultural and time barriers. These factors are obtained from an industrial case study, which lasted 36 months, corresponding to a huge software development project that involved several global virtual teams. These success factors consider different perspectives as technology, human factors and process.

The Influence of the Application of Agile Practices in Software Quality Based on ISO/IEC 25010 Standard

2022 ◽  
pp. 1416-1443
Author(s):  
Gloria Arcos-Medina ◽  
David Mauricio
Keyword(s):  
Project Management ◽  
Software Development ◽  
Software Quality ◽  
Development Process ◽  
Management Practices ◽  
Positive Influence ◽  
Quality Characteristics ◽  
Software Development Process ◽  
Agile Practices ◽  
Significant Positive Influence

Agile practices are activities or procedures that are applied during the software development process in order to improve its quality and productivity. The objective of this study is to determine the influence of agile practices on software quality. For this purpose, a model composed of 4 groups of agile practices and 8 quality characteristics according to the ISO/IEC 25010 standard has here been proposed. The results of 146 questionnaires addressed to people involved in the software development process show that the application of agile engineering and project management practices have a significant positive influence on the quality attribute functionality. On the other hand, project management practices have a low impact on the quality characteristics of compatibility, portability, security, and usability.

The Influence of the Application of Agile Practices in Software Quality Based on ISO/IEC 25010 Standard

2020 ◽  
Vol 13 (2) ◽  
pp. 27-53
Author(s):  
Gloria Arcos-Medina ◽  
David Mauricio
Keyword(s):  
Project Management ◽  
Software Development ◽  
Software Quality ◽  
Development Process ◽  
Management Practices ◽  
Positive Influence ◽  
Quality Characteristics ◽  
Software Development Process ◽  
Agile Practices ◽  
Significant Positive Influence

Agile practices are activities or procedures that are applied during the software development process in order to improve its quality and productivity. The objective of this study is to determine the influence of agile practices on software quality. For this purpose, a model composed of 4 groups of agile practices and 8 quality characteristics according to the ISO/IEC 25010 standard has here been proposed. The results of 146 questionnaires addressed to people involved in the software development process show that the application of agile engineering and project management practices have a significant positive influence on the quality attribute functionality. On the other hand, project management practices have a low impact on the quality characteristics of compatibility, portability, security, and usability.

Success Factors for the Management of Global Virtual Teams for Software Development

2011 ◽  
Vol 2 (2) ◽  
pp. 48-59 ◽  
Author(s):  
Javier García Guzmán ◽  
Javier Saldaña Ramos ◽  
Antonio Amescua Seco ◽  
Ana Sanz Esteban
Keyword(s):  
Software Development ◽  
Virtual Teams ◽  
Success Factors ◽  
Development Project ◽  
Global Virtual Teams ◽  
Industrial Case Study ◽  
Distributed Software ◽  
Team Members ◽  
Software Development Project ◽  
Geographical Dispersion

The management of globally distributed software teams is complex because of problems of linguistic differences, geographical dispersion, different time zones, and the cultural diversity of the team members; what is particularly common in software development environments. These problems are amplified when a single software development team is composed of highly skilled individuals working in dispersed geographical locations, and they have to work as a team across distances. This paper describes several of the most important factors that contribute to the correct and effective management of global virtual teams for software development and underlying solutions are addressed to reduce cultural and time barriers. These factors are obtained from an industrial case study, which lasted 36 months, corresponding to a huge software development project that involved several global virtual teams. These success factors consider different perspectives as technology, human factors and process.

scholarly journals Suppliers’ software development project start-up practices

2017 ◽  
Vol 10 (4) ◽  
pp. 880-896
Author(s):  
Helena Merikoski ◽  
Paula Savolainen ◽  
Jarmo J. Ahonen
Keyword(s):  
Life Cycle ◽  
Software Development ◽  
Development Project ◽  
Cycle Phase ◽  
Development Projects ◽  
Content Type ◽  
Business Context ◽  
Software Development Project ◽  
Business Goals ◽  
Start Up

Purpose The purpose of this paper is to present a life cycle phase of a software development project which is substantial for the success of the project. This paper visualizes the project start-up phase from suppliers’ perspective. Design/methodology/approach The method is a theory building from case studies. The data were collected from three software supplier firms by conducting process modeling separately in each firm. Findings The study resulted in a model of a supplier’s software project start-up which includes start-up practices and involved roles. The results indicate that project start-up is an integral and structured phase of project life cycle, which influences the execution of a software development project, especially from the supplier’s perspective in the project business context. Research limitations/implications The study focuses on the start-up phase of software development projects delivered to external customers. Therefore, developed project start-up model is applicable as such in software supplier firms. Practical implications The project start-up model presented in this paper indicates that project start-up is a complex and multi-dimensional activity in a supplier firm. This study suggests that if the project start-up phase is clearly defined, planned and followed in a supplier firm, it reduces confusion and miscommunication among the people involved in the project and helps to achieve the business goals of a project. Originality/value This study emphasizes that it is necessary to make a distinction between the perspectives of the customer and the supplier when studying projects in the project business context. The findings contribute the new knowledge for managing outsourced software development projects.

Knowledge Management and Quality Control in Software Outsourcing Projects

2017 ◽  
Vol 13 (4) ◽  
pp. 31-55 ◽  
Author(s):  
Rajorshi Sen Gupta
Keyword(s):  
Quality Control ◽  
Knowledge Management ◽  
Intellectual Property ◽  
Software Development ◽  
Service Providers ◽  
Economic Incentives ◽  
Development Project ◽  
Apparent Paradox ◽  
Software Development Project ◽  
Lump Sum

This article describes how entrepreneurs face critical risks in terms of quality control and knowledge management while outsourcing software development to independent service providers. First, it is recommended that lump-sum payment contracts should be avoided since software development project involves uncertainty. Instead, a variable payment contingent on observed quality can induce the service provider to exert optimal effort on the project. Second, entrepreneurs must not overlook the importance of providing economic incentives. They can protect their intellectual property by withholding critical knowledge and paying information rents in terms of higher than market wages to the service providers. Third, a startling result is that a low wage nation is not necessarily the optimal location to outsource software development projects. Thus, high wage-strong IPR nations might be chosen instead of low wage-weak IPR nations. Finally, the article explains the apparent paradox that software projects are often outsourced to locations that are characterized by weak intellectual property rights regime and high propensity of imitation.

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