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Article
Publication date: 5 October 2012

Subhas Misra, Vinod Kumar, Uma Kumar, Kamel Fantazy and Mahmud Akhter

Agile software development is an emerging approach in software engineering, initially proposed and promoted by a group of 17 software professionals who practice a set of…

6577

Abstract

Purpose

Agile software development is an emerging approach in software engineering, initially proposed and promoted by a group of 17 software professionals who practice a set of “lightweight” methods, and share a common set of values of software development. They consolidated their thoughts, and defined these methods as “agile”. The approaches are based on experiences and best practices from the past by the above‐mentioned group of 17 software professionals. The purpose of this article is to outline the history and evolution of agile software development practices, their principles, and the criticisms as reported by the software development community.

Design/methodology/approach

A comprehensive literature review was undertaken to do this research.

Findings

Based on the literature review, this paper provides a comprehensive document that helps the practitioners working in the area of the agile software development.

Originality/value

This article will provide comprehensive material for the researchers in the area of agile software development. It will also be very useful for the practitioners practicing software development in the area of agile software development.

Details

International Journal of Quality & Reliability Management, vol. 29 no. 9
Type: Research Article
ISSN: 0265-671X

Keywords

Article
Publication date: 31 May 2019

Kati Tuulikki Stormi, Teemu Laine and Tuomas Korhonen

The purpose of this study is to reflect upon the feasibility of agile methodologies, Scrum in particular, to supplement the procedural design and implementation of…

2579

Abstract

Purpose

The purpose of this study is to reflect upon the feasibility of agile methodologies, Scrum in particular, to supplement the procedural design and implementation of performance measurement systems (PMS).

Design/methodology/approach

The study is an interventionist case study that applied agile methodologies in the PMS development. Researchers actively participated in the PMS development, e.g. researchers designed some of the performance measurement prototypes in order to facilitate the agile development.

Findings

The study outlines an agile approach suitable for PMS development. The paper answers the topical needs for adaptability and agility in management accounting, by applying agile methodologies into PMS development. PMS development does not take place only as a project or process that systematically progresses from the measure selection to measure implementation. Instead, as the requirements for the PMS change during the development project, management may reject some measures and new measures emerge as the understanding about changing situations increase. Agile methodologies are a methodological way to respond to the inevitable change and to enhance management accounting adaptability.

Research limitations/implications

This study contributes to the PMS literature by proposing that agile development methodologies can advance organizational features that increase management accounting adaptability. As a result, the study proposes a new approach for PMS development to supplement existing ones. Agile methodologies are especially suitable for extending the PMS in new, yet relatively immature areas of performance measurement. The new approach applies Scrum principles in PMS development. By drawing from the theories of performance measurement (system) development and enabling PMS, the paper furthers academic understanding about agile development of accounting information systems.

Practical implications

Companies can use the proposed approach in PMS development, particularly after the initial system implementation in redesigning the system. The approach may increase the PMS impact in organizations and prevent PMS implementation failures.

Originality/value

The paper identifies the potential of using agile methodologies to enhance PMS adaptability and provides preliminary evidence of the potential of such approach in supplementing processual PMS development frameworks.

Details

Journal of Accounting & Organizational Change, vol. 15 no. 2
Type: Research Article
ISSN: 1832-5912

Keywords

Article
Publication date: 25 January 2019

Shivam Gupta, Sameer Kumar, Shampy Kamboj, Bharat Bhushan and Zongwei Luo

This paper aims to examine the link between information systems (IS) agility, HR performance management systems and job satisfaction using organizational information…

1133

Abstract

Purpose

This paper aims to examine the link between information systems (IS) agility, HR performance management systems and job satisfaction using organizational information processing theory. The objective of this study answers the following questions: How does use of different IS agility impact HR systems and job satisfaction? What are the connecting pathways by which IS agility affects HR systems and job satisfaction?

Design/methodology/approach

The authors developed a theoretical framework based on the organizational information processing theory and collected primary data through an online-based questionnaire. Following these procedures, the authors analyzed the data using structural equation modeling (SEM).

Findings

SEM analysis of the data from 150 respondents supports the organizational information processing theory. The authors proposed eight hypotheses, and only one was rejected.

Research limitations/implications

The data were collected from South Africa only, which is an emerging economy, and these cross-sectional data were gathered from the perspectives of the respondents.

Originality/value

The present paper empirically tests the conceptual model through the lens of organizational information processing theory.

Details

Journal of Knowledge Management, vol. 23 no. 9
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 9 February 2015

Arthur Ahimbisibwe, Robert Y Cavana and Urs Daellenbach

While the choices available for project management methodologies have increased significantly, questions remain on whether project managers fully consider their…

7681

Abstract

Purpose

While the choices available for project management methodologies have increased significantly, questions remain on whether project managers fully consider their alternatives. When project categorization systems and criteria are not logically matched with project objectives, characteristics and environment, this may provide the key reason for why many software projects are reported to fail to deliver on time, budget or do not give value to the client. The purpose of this paper is to identify and categorize critical success factors (CSFs) and develop a contingency fit model contrasting perspectives of traditional plan-based and agile methodologies.

Design/methodology/approach

By systematically reviewing the previous literature, a total of 37 CSFs for software development projects are identified from 148 articles, and then categorized into three major CSFs: organizational, team and customer factors. A contingency fit model augments this by highlighting the necessity to match project characteristics and project management methodology to these CSFs.

Findings

Within the three major categories of CSFs, individual factors are ranked based on how frequently they have been cited in previous studies, overall as well as across the two main project management methodologies (traditional, agile). Differences in these rankings as well as mixed empirical support suggest that previous research may not have adequately theorized when particular CSFs will affect project success and lend support for the hypothesized contingency model between CSFs, project characteristics and project success criteria.

Research limitations/implications

This research is conceptual and meta-analytic in its focus. A crucial task for future research should be to test the contingency fit model developed using empirical data. There is no broad consensus among researchers and practitioners in categorizing CSFs for software development projects. However, through an extensive search and analysis of the literature on CSFs for software development projects, the research provides greater clarity on the categories of CSFs and how their direct, indirect and moderated effects on project success can be modelled.

Practical implications

This study proposes a contingency fit model and contributes towards developing a theory for assessing the role of CSFs for project success. While future empirical testing of this conceptual model is essential, it provides an initial step for guiding quantitative data collection, specifies detailed empirical analysis for comparative studies, and is likely to improve clarity in debate. Since previous studies have not rigorously assessed the impact of fit between project characteristics, project environment and project management methodology on project success, additional empirically robust studies will help to clarify contradictory findings that have limited theory development for CSFs of software development projects to date.

Originality/value

Previous research for software development projects has frequently not fully incorporated contingency as moderation or contingency as fit (traditional vs agile). This research sets out to develop fully a contingency fit perspective on software development project success, through contrasting traditional plan-driven and agile methodologies. To do this, the paper systematically identifies and ranks 37 CSFs for software projects from 148 journal publications and holistically categorizes them as organizational, team, customer and project factors.

Details

Journal of Enterprise Information Management, vol. 28 no. 1
Type: Research Article
ISSN: 1741-0398

Keywords

Article
Publication date: 23 November 2010

May Chang

This paper seeks to describe the application of the Agile software development approach to rapidly develop and deploy a variety of innovative IT applications.

2883

Abstract

Purpose

This paper seeks to describe the application of the Agile software development approach to rapidly develop and deploy a variety of innovative IT applications.

Design/methodology/approach

The Agile approach is flexible and iterative with continuous feedback and constant communication. It is also marked by frequent and short delivery schedules. An Agile team of staff and students was formed for different projects, and visual tools were used to show process and progress. Team members were also co‐located (situated in the same space), a key element that allowed faster and direct communication. Within the Agile framework, the Crystal Clear methodology was selected, which is based on team size and criticality of the application to develop the workflow and iterative processes.

Findings

The Agile approach is particularly suited to innovation development and creative teams for rapid development of products, services, and technology. However, its acceptance is dependent on organizational culture and nature of application.

Research limitations/implications

As a next step, it would be useful to test the Agile approach in an innovative application that is on a larger scale than six team members and with a different level of criticality.

Practical implications

Flexibility and adaptability are needed in managing the development of IT innovations and applications as they vary in size and complexity. The flexible and iterative Agile approach provided the framework to develop and implement these projects despite the small staff size.

Originality/value

There is little in the professional literature on software development and project management approaches for small teams. The Agile approach would be of interest to an IT unit or library with limited staff resources and interested in a lightweight framework to develop and deploy innovative projects.

Details

Library Hi Tech, vol. 28 no. 4
Type: Research Article
ISSN: 0737-8831

Keywords

Article
Publication date: 4 March 2014

Usman K. Durrani, Zijad Pita and Joan Richardson

The purpose of this paper is to present the findings of Phase 1 of the research and to identify Australian agile software development organizations having such coexistence…

Abstract

Purpose

The purpose of this paper is to present the findings of Phase 1 of the research and to identify Australian agile software development organizations having such coexistence of agile and software configuration management (SCM) practices. This study employed “organization size” variable to study the phenomenon and used theory of Lean Thinking as a lens to analyse implementation variations of agile and SCM practices.

Design/methodology/approach

For this study, the research design was comprised of three phases. In Phase 1, a quantitative study using an online survey was performed to answer RQ using various statistical techniques. In Phase 2, an initial conceptual model based on a literature review was developed, and then a qualitative study was performed using one longitudinal case study. In Phase 3, another online survey was performed using various parametric statistical techniques to validate and generalize the findings of Phase 1 and 2 and the proposed SLAM traceability model. The scope of this paper is to discuss only Phase 1 and its associated findings.

Findings

The results of the analysis indicated that organizations, regardless of their size, frequently use agile practices for their software development operations. On the other hand, larger organizations use SCM practices comparatively more than medium and small organizations. However, traces of customized SCM process were found in most of the respondent (large, medium, and small) organizations, which indicates the coexistence of agile and SCM practices.

Research limitations/implications

As there is no known listing or database available for such specialized criteria, a non-probabilistic sampling method was used, in the sense that the selection of members of the sample was arbitrary and subjective instead of a non-random selection from the pool of all agile practitioners in the field.

Originality/value

By using the quantitative method approach, this study aims to generate empirical evidence to contribute to the body of knowledge in the relevant areas. On the practical side, this research can also provide support to IT businesses in general, and software development organizations in particular, with the streamlining of the internal operational environment for the facilitation of an adaptable process and the resulting coexistence of value-added agile and SCM practices.

Details

Journal of Systems and Information Technology, vol. 16 no. 1
Type: Research Article
ISSN: 1328-7265

Keywords

Article
Publication date: 20 April 2010

Subhas Chandra Misra, Vinod Kumar and Uma Kumar

Agile software development (ASD) is currently an emerging approach in software engineering for improving quality, initially advocated by a group of 17 software…

4279

Abstract

Purpose

Agile software development (ASD) is currently an emerging approach in software engineering for improving quality, initially advocated by a group of 17 software professionals who practice a set of “lightweight” methods, and share a common set of values of software development. Owing to the attractive claims of successes of the ASD approach, many traditional projects, which used to practice plan‐driven software development, are gradually transitioning into ASD‐based development. This paper seeks to report the results from a survey‐based ex‐post‐facto study aimed at determining the relative importance, if any, of the changes traditional plan‐driven software development projects have to undergo to adopt ASD practices.

Design/methodology/approach

The study was conducted using a web‐based survey with ASD practitioners who had experience of practicing plan‐driven software development in the past. ASD practitioners from a wide range of industrial sectors participated in the study. Similarly, the study is not restricted to any specific organisation/project size, culture, or nationality – the respondents were widely geographically distributed across continents.

Findings

The study received 241 responses, of which 165 were usable. The study did not reveal any substantial difference in importance of the four classes of changes hypothesised – changes in culture, changes in management style, changes in knowledge management strategy and changes in development processes. The authors believe that this is an important finding because it is indicative of not isolating one class of changes from another in practical transition exercises. However, another noteworthy observation was that transitioning from heavily process‐centric to short, iterative, test‐driven, and people‐centric development was considered by the largest percentage (roughly 77 per cent) of respondents to be very important. The open‐ended questions in the study also revealed three additional classes of changes: changes in personal characteristics, changes in customer attitude, and changes in knowledge and education of stakeholders.

Originality/value

In this work an attempt was made to gain an understanding of the relative importance of the different critical changes that would be helpful to a project manager who is involved in the transition from traditional plan‐driven software development practices to agile software development practices.

Details

International Journal of Quality & Reliability Management, vol. 27 no. 4
Type: Research Article
ISSN: 0265-671X

Keywords

Article
Publication date: 4 April 2017

Teemu Lappi and Kirsi Aaltonen

Agile methodologies are widely used to manage the technical complexity of software development, and project governance can provide feasible means of organizational support…

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Abstract

Purpose

Agile methodologies are widely used to manage the technical complexity of software development, and project governance can provide feasible means of organizational support for complex project success. The purpose of this paper is to: analyze the project governance practices of public sector organizations, illustrate what kind of impact these practices have on agile software projects and describe the tensions of agile project governance.

Design/methodology/approach

The research is based on qualitative research strategy and applies elaborative logic with analyses of three case projects in the Finnish public sector.

Findings

The findings of the research describe how project governance practices can be categorized into six dimensions: business case, contracting, controlling, steering, decision-making and capability building. The results illustrate how these practices either support or detract the performance of agile projects. The results also show that there are two interfaces to agile project that create most tensions to governance – the public sector and technology.

Originality/value

The study contributes to both project management and information and communication technology theories by combining technical aspects of agile methodologies with micro-level project governance practices. The study also adds original value to academics by introducing the new concept of “agile project governance.” The results of this study will allow public sector project organizations to design appropriate governance mechanisms for agile projects, and to identify the challenges and tensions that need to be considered and managed in the process.

Details

International Journal of Managing Projects in Business, vol. 10 no. 2
Type: Research Article
ISSN: 1753-8378

Keywords

Article
Publication date: 14 May 2018

Joey F. George, Kevin Scheibe, Anthony M. Townsend and Brian Mennecke

This paper aims to investigate the extent to which newly agile organizations followed 2001’s Agile Manifesto, especially in terms of the 12 principles of the agile

2015

Abstract

Purpose

This paper aims to investigate the extent to which newly agile organizations followed 2001’s Agile Manifesto, especially in terms of the 12 principles of the agile approach, as included in the Manifesto.

Design/methodology/approach

The authors conducted in-depth case studies of groups in three large business organizations that had recently adopted agile. Two researchers spent one day at each site, attending daily standups and conducting interviews with managers, developers and customers.

Findings

Across the three organizations, developers were faithful to two agile principles: the primacy of delivering valuable software continually and regular reflections on the process with an eye toward improvement. The developers were uniformly unfaithful to the principle that requires face-to-face communication. Each organization varied in their adherence to the remaining nine principles. Obstacles to faithful adoption included the experience of the organization with agile, the extent to which the industry was regulated and the extent to which developers and customers were physically dispersed.

Originality/value

While past research on agile development is extensive, this paper examines perspectives on the method and its adoption through the lens of the original Agile Manifesto and its 12 principles. The principles were grouped into three broader categories – software delivery, people and process – to provide additional insights and to sharpen the analysis.

Details

Journal of Systems and Information Technology, vol. 20 no. 2
Type: Research Article
ISSN: 1328-7265

Keywords

Article
Publication date: 20 November 2017

Mitch Beaumont, Ben Thuriaux-Alemán, Prashanth Prasad and Chandler Hatton

According to the authors research, Agile approaches are increasingly being deployed successfully alongside phase-gate processes in engineering and R&D functions outside…

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Abstract

Purpose

According to the authors research, Agile approaches are increasingly being deployed successfully alongside phase-gate processes in engineering and R&D functions outside software, with a very positive result.

Design/methodology/approach

An Agile approach to product development has been a mainstay of the software industry since the turn of the century. In recent years, some non-software product-based companies have successfully combined both Agile and non-Agile methods in a complementary way to pursue breakthrough innovation. The article reports on how to make this combination work.

Findings

The study found companies adopting two general approaches when trying to introduce Agile into an existing phase-gate process: integrating Agile into a single innovation process or adding a partly parallel Agile path.

Practical implications

As a measure of Agile’s potential, the software industry has consistently produced patents at three times the level of the next-most prolific sectors.

Originality/value

Arthur D. Little’s research reveals that companies that have successfully added Agile methods to their toolboxes and tailor their innovation approaches by the type of innovation – incremental or breakthrough–perform significantly better than those that stick to single phase-gate approach.

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