Agile Procurement and Dynamic Value for Money to Facilitate Agile Software Projects

Jamieson, D.; Vinsen, Kevin; Callender, Guy

doi:10.1109/euromicro.2006.17

Cited by 7 publications

(2 citation statements)

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“…Finally, in the early years, the decision to adopt agile was typically an insular, bottom up, voluntary one, where the project team could decide to embrace or rebuke the transition 'on its own terms'. Increasingly, suppliers, consultants, partners and customers and even public sector bodies (Jamieson, Vinsen et al 2006;UXResearch September, 2008) are coercing the use of agile, either through a formal requirement to do so, or through necessity to ensure inter-organisational process alignment. The increasing prevalence of agile approaches, the lowering of traditional agile boundaries and growing pressure to adopt agile, all contribute to the need for human resource departments and project managers to address any associated skill and people challenges.…”

Section: Introductionmentioning

confidence: 99%

People over Process: Key Challenges in Agile Development

et al. 2011

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There is a common perception that, while there may be some 'teething' problems experienced during the initial transition to agile, people are much happier, engaged and ultimately more productive in these environments. This study shows that this belief may not always hold true, identifying many serious 'people' challenges experienced by 17 large multinational organisations, all using agile for more than three years. The cases provide an interesting insight in that they involve instances where agile was implemented in a top-down manner across the organisations or at least across business units. This is in contrast to most accounts of agile which involve voluntary, bottom up adoption on small co-located teams developing systems deemed to be suitable for agile development. The people issues uncovered include a broad range of problems from recruitment of agile staff, to training, motivation and performance evaluation among others. The paper will conclude with a set of actionable recommendations as to how organisations can overcome these challenges, based on the better practices uncovered in the cases studied.

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Section: Introductionmentioning

confidence: 99%

People over Process: Key Challenges in Agile Development

et al. 2011

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“…It stresses cooperation and collaboration between all interested parties [24]. Also, it makes heavy use of prototyping to make sure interested parties have a clear picture of all aspects of the system [6]. It is similar to SCRUM and XP, but it has its best uses where the time requirement is fixed [11].…”

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confidence: 99%