Agile Procurement: New Acquisition Approach to Agile Software Development

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

doi:10.1109/euromicro.2005.12

Cited by 8 publications

(3 citation statements)

References 5 publications

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“…Because of unclear data in requirement analysis, there were 30% budget error. Jamieson et al gave a model for pre-and post-contract phases in agile development [3]. These researches mostly cover our research topics.…”

Section: Related Workmentioning

confidence: 99%

Process metrics for system quality with specifications' shifts from a bid phase to an operation phase (S)

Hanakawa

Obana

2018

International Conferences on Software Engineering and Knowledge Engineering

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Recently, large-scale computer system is important for social human life. Such large-scale system is basically ordered through a competitive bidding. A development company that won the bidding starts developing. After that, customers use the computer system on their business operations. However, customers do not use some functions. Functions proposed in a system proposal in a bid phase are not same functions that customers frequently use in an operation phase. Functions change in various phases. Therefore, we propose process metrics for system quality. The feature of the metrics is target duration from a bid phase to an operation phase. Specification shifts of functions are clear in a simple rule. The metrics quantitatively measure specification shifts. We check active or non-active of each function on each phase. The total number of change of active or non-active of all functions is an important element of the metrics. Moreover, timing of the change of active or non-active of functions is also a significant factor of the metrics. As a result of applying a real project, we found that usage of the uncompleted package software makes development process complicated.

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Section: Related Workmentioning

confidence: 99%

Process metrics for system quality with specifications' shifts from a bid phase to an operation phase (S)

Hanakawa

Obana

2018

International Conferences on Software Engineering and Knowledge Engineering

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“…Some work has been already devoted to defining business goals for agile projects and to enhance riskvisibility between customers and developers: Agile Contracts (Beck and Cleal, 1999), Agile Procurement (Jamieson et al, 2005), and Risk-Driven Method for XP Release Planning (Li et al, 2006). However, we will argue that a more promising staring point is commitments management (Kontio et al, 1998).…”

Section: Business Expectations Risks In Agile Developmentmentioning

confidence: 99%

Agile Commitments: Dealing With Business Expectations Risks in Agile Development

Concha¹,

Visconti²,

Astudillo³

2007

Proceedings of the Second International Conference on Evaluation of Novel Approaches to Software Engineering

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Agile methods have been proposed to increase customer satisfaction and deliver business value early, yet usually don't focus on progress visibility other than software deliverables. However, many customers demand risk visibility over the main aspects that define their expectations: functionality (scope), budget, time-to-market, and product quality. This article proposes an agile commitment framework based on structured definition and follow-up of commitments among customers and developers. The framework uses commitment management to improving risk management by enhancing visibility of business expectation risks, by providing a negotiation baseline among customers and developers, and by allowing mitigating action when appropriate. Finally, we summarize several case studies run to evaluate the proposed framework in academic and industrial settings.

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“…A responsabilidade do insucesso dos projetos é tanto do fornecedor quanto do cliente. Algumas ações podem ser executadas para evitar problemas, se o adquirente: (i) tiver um processo definido para a aquisição (KWAN e LEUNG, 2004;TSUJI et al, 2007;SHENG et al, 2008a;CUI e XU, 2009), (ii) gerir o projeto contratado (JAMIESON et al, 2005; JALIL e HANIF, 2009) e (iii) mantiver uma boa integração entre os envolvidos (KWAN e LEUNG, 2004;HUEN, 2007). Projetos de software adquiridos podem fracassar por motivos, como, por exemplo, falha na monitoração do fornecedor, não entendimento das responsabilidades das partes envolvidas, falta de integração entre os processos de aquisição e de desenvolvimento etc.…”

Section: Introductionunclassified

Definição de Processos de Aquisição de Software com Uso de Abordagem baseada em Reutilização

Nunes¹,

Rocha²,

Santos³

2012

Anais Do XI Simpósio Brasileiro De Qualidade De Software (SBQS 2012)

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As organizações precisam ser capazes de evoluir em qualidade e produtividade, reduzindo custos e ganhando competitividade. Muitas vezes as organizações são obrigadas a adotarem uma estratégia baseada na terceirização de parte de suas atividades de desenvolvimento. No entanto, a falta de processos adequados pode ser uma das causas para o insucesso de projetos que envolvam aquisição de software. Este artigo apresenta uma abordagem para definição de processos de aquisição de software baseado no uso de uma linha de processo de software (LPS) específica para aquisição.Com o uso desta abordagem, espera-se facilitar a definição de processos e a reutilização do conhecimento modelado na linha de processos, além de minimizar os problemas gerados quando se adquire software e de apoiar as organizações a executarem a aquisição de software de forma mais adequada.

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Agile Procurement: New Acquisition Approach to Agile Software Development

Cited by 8 publications

References 5 publications

Process metrics for system quality with specifications' shifts from a bid phase to an operation phase (S)

Process metrics for system quality with specifications' shifts from a bid phase to an operation phase (S)

Agile Commitments: Dealing With Business Expectations Risks in Agile Development

Definição de Processos de Aquisição de Software com Uso de Abordagem baseada em Reutilização

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