Agile practices and the promotion of entrepreneurial skills in software development

Abstract

This article addresses the relationships between agile development and entrepreneurship. The objective of the study is to verify that the adoption of agile practices can promote entrepreneurial skills in software developers. In this study, agile practices were related to entrepreneurial skills, and developers of the software industry and academia professors were invited to contribute. Questionnaires were sent to the participants to obtain their opinion regarding this research. Participants also opined about the possibility of entrepreneurial skills being an observable behavior in agile culture, ie, if they are visible artifacts of agile culture. As a result, the study found a set of agile practices that promote entrepreneurial skills in software developers. That is, it was found that agile practices promote entrepreneurial behavior in these professionals. These entrepreneurial skills are sustained by the same basic values and assumptions that were learned by developers to resolve internal integration and external adaptation issues during the adoption of agile practices. In this article, an integration model has been adapted from other areas, thereby opening a new field of study involving the relationships between academic research and professional practice on entrepreneurship in the software area and agile development.

Lean Startup, Agile Methodologies and Customer Development for business model innovation

“…In addition to Europe, a number of papers report research conducted in other locations, with a small representation of Brazil (Melegati et al , 2019; de Paula and Araujo, 2016; Tolfo et al , 2018; Ximenes et al , 2015), the USA (Kumar et al , 2018; May, 2012), China (Li et al , 2014; Yang et al , 2019), Indonesia (Nirwan and Dhewanto, 2015), Singapore (Chan et al , 2019) and Malaysia (Ekpe et al , 2017). The small number of investigations outside Europe highlights the lack of research and opportunities in other continents, especially in developing countries.…”

Human Aspects of Agile Transition in Traditional Organizations

“…The lack of knowledge about these challenges turns this transition even more difficult to be planned, executed and managed (Conboy et al, 2011;Javdani Gandomani & Ziaei Nafchi, 2016;Jovanović, Mas, Mesquida, & Lalić, 2017;Nerur et al, 2005). Furthermore, the compatibility between agile philosophy and organization values must be taken into account even before the transition starts (Tolfo, Cristiano;Wazlawick, Raul Sidney;Gomes Ferreira, Marcelo;Forcellini, 2009).…”

“…For a sustainable adoption of the Agile PMM, it is necessary the organization's full compliance with the agile values, requiring not only the implementation of a new process, but also a brand new mindset (Tolfo, Cristiano;Wazlawick, Raul Sidney;Gomes Ferreira, Marcelo;Forcellini, 2009). Since the agile philosophy is people-centered, rather than process-centered, the greatest challenges brought by its implementation are related to the human aspects, such as leadership style, team's resistance, collaboration and ownership, which are not easily changed (Gandomani, Zulzalil, Ghani, Abu, & Sharif, 2014;Javdani Gandomani & Ziaei Nafchi, 2016;Nerur, Mahapatra, & Mangalaraj, 2005;Taghi Javdani Gandomani et al, 2014;Tolfo, Cristiano;Wazlawick, Raul Sidney;Gomes Ferreira, Marcelo;Forcellini, 2009). This article analyzes the publications related to the transition of traditional organizations to Agile PMM, focusing on human aspects, due to their relevance to this new process.…”

Software process selection system based on multicriteria decision making

“…It has become the industry standard, be it traditional desktop software development, web development, or app development. Agile is not a methodology; instead, it is a collection of principals and values reported in a manifesto, which proposed ideas that were developed to counteract the more long‐winded development methods like a waterfall that saturated the software development fraternity despite being disreputably inefficient and counterproductive 8 . Agile works on the assumption that the traditional software development life cycle model (SDLC) leaves a lot to be desired.…”