Agile Methods and User-Centered Design: How These Two Methodologies are Being Successfully Integrated in Industry

Fox, Dana L.; Sillito, Jonathan; Maurer, Frank

doi:10.1109/agile.2008.78

Cited by 116 publications

(95 citation statements)

References 4 publications

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“…Agency is a recurring theme in the literature, evidenced by Babb et al ( Fitzgerald et al (2006) and Fox (2008). It also parallels activity theory (Vygotsky, 1978) reflexive practice (Schön, 1991) and 'co-design thinking'.…”

Section: Agile Agencymentioning

confidence: 99%

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Go with the Flow: Accelerated digital design in the age of Post-agility

Knight

2017

The Design Journal

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Section: Agile Agencymentioning

confidence: 99%

“…This is mitigated through 'visioning' (Sy, 2007, Fox, 2008, da Silva et al, 2013, Schwartz, 2014 or 'sprint 0' (Patton, 2008). These activities are usually followed by 'Little Design Up Front' (Chamberlain et al, 2006) where designers originate enough assets to start development.…”

Section: Agile Missionmentioning

confidence: 99%

Go with the Flow: Accelerated digital design in the age of Post-agility

Knight

2017

The Design Journal

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“…GT was originally developed by Barney G. Glaser and Anslem L. Strauss [32]. GT is successfully being used to study the social nature of Agile teams [25,40,47,58,69]. We chose GT as our research method for two main reasons.…”

Section: Methodsmentioning

confidence: 99%

Understanding lack of trust in distributed agile teams: a grounded theory study

Dorairaj

Noble

Malik

2012

16th International Conference on Evaluation &Amp; Assessment in Software Engineering (EASE 2012)

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Background: Trust fuels team performance and contributes to build an effective and cohesive team. The self-organizing and collaborative nature of Agile teams increases the importance of trust in software development teams. Trust is, however, affected in distributed teams. Aim: Through a Grounded Theory study we investigate the impact of trust in distributed Agile teams. Method: We interviewed 45 Agile practitioners from 28 different software companies in the USA, India and Australia, over a period of 3 years, using semi-structured open-ended questions. Results: In this paper, we present the reasons for lack of trust and its adverse effects in distributed Agile teams that emerged from the analysis, using the causal-consequences theoretical model. Conclusion: Understanding the causes and consequences of lack of trust can develop awareness of the importance of trust in distributed teams and pave ways for effectively building trust in project-oriented contexts.

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“…We choose a qualitative approach to gather an in-depth understanding of the subject studied, with smaller but focused samples. With this approach, a comparison with another method mixing HCI and SE practices [6,7] would be useful; but it would be difficult to realize as many variables need to be controlled to obtain a useful experiment.…”

Section: Setting Of the Case Studymentioning

confidence: 99%