Agile Transformation Success Factors: A Practitioner’s Survey

Campanelli, Amadeu Silveira; Bassi, Dairton; Parreiras, Fernando Silva

doi:10.1007/978-3-319-59536-8_23

Cited by 11 publications

(30 citation statements)

References 20 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Before the transformation is started, several publications recommend having a defined objective and reasons for change . There is a need for a motivation in order to perform a transformation .…”

Section: Resultsmentioning

confidence: 99%

“…This knowledge is the base for decisions on the development process and the used tools . The team members should also be aware of the meaning of the agile idea and the agile mind‐set . Despite the impossibility to enforce a cultural change, the developers should know about the agile values and principles—and of course about the agile practices .…”

Section: Resultsmentioning

confidence: 99%

“…In order to gain practical knowledge, trainings can be included. During these trainings, it is possible to internalize agile values and simultaneously apply the practices . Part of this training is to discuss impediments with the team and resolve resentments .…”

Section: Resultsmentioning

confidence: 99%

“…This goes along with the selection and combination of appropriate methods and practices that are tailored to a team's, company's, or organization's needs. This way, the teams and the management can define the development process with the underlying management framework such as Scrum or Kanban and the agile artifacts . The teams and the management have to decide on, eg, the collaboration with the customer.…”

Section: Resultsmentioning

confidence: 99%

“…A new development process often goes along with new roles like a scrum master or an internal product owner. The management has to decide with the team how to react on this …”

Section: Resultsmentioning

confidence: 99%

See 4 more Smart Citations

Transformation towards agile software product line engineering in large companies: A literature review

Klünder

Hohl

Prenner

et al. 2019

J Software Evolu Process

View full text Add to dashboard Cite

Almost all companies struggle with software systems that are getting increasingly complex. Therefore, in particular large companies often use software product lines, which provide an efficient way to manage software reuse as well as the high complexity. However, software product lines seem to be too slow to react to changes. Agile development approaches promise to meet this demand. At the same time, integrating an agile approach is not always easy. Consequently, there is a need for a transformation model that supports the agile transformation without harming the benefits of software product lines. In this paper, we present the results of a literature review regarding agile transformation in large software companies. Our results summarize the insights from 85 papers and present a list of 20 tasks and tasks that are recommended by several researchers to be considered during the transformation. On the basis of these results, we create an agile transformation model—the so‐called “agile hamburger”—that contains these tasks and preserves software product lines. Since the model is rather coarse grained and generic, we also support the adaption to different teams by presenting an assessment model tailored to the demands of the automotive domain.

show abstract

Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

“…A new development process often goes along with new roles like a scrum master or an internal product owner. The management has to decide with the team how to react on this …”

Section: Resultsmentioning

confidence: 99%

See 3 more Smart Citations

Transformation towards agile software product line engineering in large companies: A literature review

Klünder

Hohl

Prenner

et al. 2019

J Software Evolu Process

View full text Add to dashboard Cite

show abstract

How agile coaches create an agile mindset in development teams: Insights from an interview study

Klünder

Trommer

Prenner

2022

J Software Evolu Process

View full text Add to dashboard Cite

Since the publication of the agile manifesto in 2001, many companies implement an agile-or at least more agile-software development process. However, only including agile methods or practices in the overall process does not guarantee being agile. The mindset of the people involved in the process, including the development team, the customers, and the management, is of particular importance. As such an agile mindset cannot be enforced, the process of creating a suitable mindset needs to be handled with care. In an interview study with nine agile coaches, we analyzed which aspects they perceive being of particular importance during an agile transformation. One of these aspects is the agile mindset. We figure out how they support the creation of such a mindset. We identify 12 categories related to the process of creating an agile mindset. These categories include the collaboration between the coach and the management as well as the necessity to internalize the agile values. The main factor for succeeding with the creation of an agile mindset, however, can be hardly influenced:The success strongly depends on the personal prerequisites and attitudes of the individuals involved in the process, mainly the development team. We synthesize the results of our study into a timeline describing the process of how an agile coach can support the development team creating an agile mindset as part of the transformation towards an agile development process.

show abstract

Facilitators and inhibitors of Agile methods adoption: Practitioners view

Mishra

Abdalhamid

2023

Systems Engineering

View full text Add to dashboard Cite

This study provides empirical evidence to the body of knowledge in Agile methods adoption in small, medium, and large organizations in the global context. This research explores facilitators and inhibitors of Agile methods adoption in software development organizations. A survey was conducted among Agile professionals to gather survey data from 52 software organizations in seven countries across the world. This study found many facilitators of Agile adoption to be significant such as customers’ dominant issues, encouragement, project champion, highly competent team, use of tools, etc. Similarly a correlation analysis revealed multiple inhibitors as significant: absence of a full set of right Agile practices, absence of customer presence, absence of tracking mechanisms during Agile progress, and failure to determine the role of the client. The present study identifies that an Agile team with high expertise and competence leads to higher quality in software, customer satisfaction along with return on investment (ROI) while a small Agile team increases ease in handling changing requirements, customer satisfaction, reduced delivery time, and increased ROI. Frequent delivery accelerates better control over work, adds to software quality, customer satisfaction, and in shortening delivery time along with increase ROI. It has also been observed that providing essential features early leads to increase in software quality and customer satisfaction. This study confirms that active customer focus leads to better control over work. Further, absence of customer decreases dealing with changing requirements, and customer satisfaction while absence of progress tracking lowers customer satisfaction.

show abstract

Agile Transformation Success Factors: A Practitioner’s Survey

Cited by 11 publications

References 20 publications

Transformation towards agile software product line engineering in large companies: A literature review

Transformation towards agile software product line engineering in large companies: A literature review

How agile coaches create an agile mindset in development teams: Insights from an interview study

Facilitators and inhibitors of Agile methods adoption: Practitioners view

Contact Info

Product

Resources

About