A Tool Supporting Architecture Principles and Guidelines in Large-Scale Agile Development

Uludağ, Ömer; Nägele, Sascha; Hauder, Matheus; Matthes, Florian

doi:10.1007/978-3-030-49640-1_17

Cited by 7 publications

(9 citation statements)

References 30 publications

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“…This finding is consistent with Uludag et al 29 finding, which recommends that the GDAD firms should enable the technical teams to participate in the development of agile enterprise architecture concepts to ensure project success and team commitment. Therefore, GDAD firms are urged to be more liberal when developing the agile enterprise architecture view by involving both technical and business members.…”

Section: Implications For Practicesupporting

confidence: 91%

“…They also reported that there was a clear communication problem among architects, different teams, and project owners. Uludag et al 29 studied the use of enterprise architecture principles in GDAD through a mixed data collection approach that is a case study and survey methods. The authors reported that agile enterprise architecture is an important success factor of GDAD.…”

Section: 21mentioning

confidence: 99%

“…Given the apparent prevalence of these problems, it underscores the necessity for further research in this domain. 29 Future research would aim to delve deeper into these challenges, their underlying causes, and potential solutions.…”

Section: Implications For Researchmentioning

confidence: 99%

“…Therefore, there is interest in studying agile enterprise architecture in the GDAD context. However, the empirical evidence that supports the above claims is scarce 28,29 …”

Section: Introductionmentioning

confidence: 99%

“…However, the empirical evidence that supports the above claims is scarce. 28,29 Hence, the primary goal of this research is to address this gap by empirically investigating the impact of agile enterprise architecture as an "artifact" on GDAD performance and communication. The novelty of this research lies in its examination of the incorporation of agile enterprise architecture within GDAD.…”

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confidence: 99%

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Enterprise architecture contribution in distributed agile software development

Alzoubi,

Mishra

2023

Systems Engineering

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Geographically distributed agile development may experience a high failure rate due to communication issues, which has a negative influence on project performance. One suggested solution in the literature is to enhance both communication and project performance by implementing agile enterprise architecture. However, the empirical evidence that supports this claim is still scarce. To address this gap, this study empirically explores the role of agile enterprise architecture as an artifact in distributed agile development. The findings of an in‐depth qualitative case study from a dispersed agile development organization that involves teams distributed over three locations are used in this work. Over 2 months, data was gathered by interviewing 12 key members of the team and watching three Sprint sessions of agile software development. Text analysis qualitative approach was used to analyze the data. The findings imply that agile enterprise architecture has a positive effect on distributed agile software development communication, quality, and functionality. Agile enterprise architecture may also support on‐time completion, but a trade‐off with on‐budget may be necessary. These findings provide valuable insights, frameworks, and best practices that support organizations in achieving greater agility, collaboration, and success in their distributed software development initiatives. As this is one of the first studies to look at the influence of agile enterprise architecture on distributed agile software development communication and performance, further research is needed to confirm and expand on the conclusions of this study.

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Section: Implications For Practicesupporting

confidence: 91%

Section: 21mentioning

confidence: 99%

Section: Implications For Researchmentioning

confidence: 99%

“…Therefore, there is interest in studying agile enterprise architecture in the GDAD context. However, the empirical evidence that supports the above claims is scarce 28,29 …”

Section: Introductionmentioning

confidence: 99%

mentioning

confidence: 99%

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