Agile transition and adoption human-related challenges and issues: A Grounded Theory approach

Gandomani, Taghi Javdani; Nafchi, Mina Ziaei

doi:10.1016/j.chb.2016.04.009

Cited by 72 publications

(58 citation statements)

References 34 publications

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“…The best way to introduce a plan-based Waterfall practitioner to Agile is to have him think of Agile in terms of something familiar, as a series of mini-waterfalls that have very quick iterations, measured in days to a few weeks compared to the time scale of months or years they are used to. Lack of knowledge about how Agile practices can improve the software development process or how they can be used to benefit the user's mission is cited as a key barrier to the adoption of Agile development [4]. The transition to Agile development from traditional Waterfall approach is akin to changing the team's mindset which causes a natural resistance to the transition [15] [16].…”

Section: Discussionmentioning

confidence: 99%

“…Although Agile development practices have also been around for several years, companies and practitioners still do not have a clear understanding of how Agile practices can be beneficial to them [4] and this has led to limited adoption of Agile practices [5]. This paper strives to understand the concerns that practitioners might have about the adoption and continued use of Agile development practices.…”

Section: Introductionmentioning

confidence: 99%

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Agile Development: Exploring What Practitioners Want to Know

Surendra¹,

Nazir²

2018

JSEA

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Agile development has its origins and roots in practice rather than academia. Hence, in this research, we go to the practitioners' world to explore what they want to know about Agile development. We conducted our study using a multi-methodological approach, a combination of a survey and an interpretive case study. We learned that Agile development is yet to reach a mature phase with: a) relatively limited numbers of experienced Agile practitioners; b) a large number of software developers who were trained in plan-based Waterfall development trying to transition to Agile; c) some companies and practitioners continuing to be skeptical of the benefits of Agile development over plan-based development; and d) tools in the process of being developed to support Agile development. Based on those factors, we learned that practitioners are wanting to find answers to the following questions: a) What should good Agile practitioners and teams know and do? b) How to train developers and teams to become good Agile practitioners? c) How to transition from plan-driven Waterfall development to Agile development? d) What tools are available to practice Agile development? How to use them to support Agile practices? The following are the answers we derived from our interpretive case study for the above four questions: a) Good Agile practitioners define their job in terms of the client's mission; they don't define their jobs as analysts, designers, programmers, testers, or project managers; b) For training, Agile practices such as test-driven development and continuous integration are best understood not in theory but by the act of doing; for organizational adoption of Agile development, Agile practices should be used not only in software development but encouraged in all functional areas; c) The best way to introduce a plan-based Waterfall practitioner to Agile is to have him think of Agile in terms of something familiar, as a series of mini-waterfalls that have very quick iterations; d) Simple tools, even non-software tools, that help manage Agile practices intuitively are preferable to complex Agile management software.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Agile Development: Exploring What Practitioners Want to Know

Surendra¹,

Nazir²

2018

JSEA

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“…Traditional management may see Agile as just another IT method that can be implemented and structured to "fit" existing organizational norms. • Cultural issues (Gandomani and Nafchi, 2016). Organizations usually dictate their own culture to people and sometimes, the real problem isn't people's culture and habits by its organizational culture • Lack of Agile logistical arrangements (Chow and Cao, 2008).…”

Section: Case Study Objective and Methodsmentioning

confidence: 99%

“…• Ill-defined cost and schedule estimation (Ramesh et al, 2010). Initial estimates of time and cost are changed substantially by a change in requirements in subsequent stages (Inayat et al, 2015) • Resistance from groups or individuals (Gandomani and Nafchi, 2016). People are not willing to change unless there are good reasons that they understand and the change is perceived easy enough (Dikert et al, 2016).…”

Section: Case Study Objective and Methodsmentioning

confidence: 99%

Challenges of Agile Development and Implementation in a Developing Country: A Zambia Case Study

Kunda¹,

Mulenga²,

Sinyinda³

et al. 2018

Journal of Computer Science

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Agile development is a software development process that advocates adaptive planning, early delivery, evolutionary development and continuous betterment and supports rapid and flexible response to change. The purpose of Agile development is minimize project failure through customer interactions and responding to change. However, Agile development is vulnerable to failure because of a number of factors and these factors can be categorized under four dimensions, namely; organizational, people, process and technical. This paper reports the result of a study aimed at identifying factors that influence success and/or failure of Agile development in a developing country, Zambia. A multiple case study approach and grounded theory approach was used for this case study. The study shows that there are challenges that are unique to developing countries and therefore measures should be developed to address these unique problems when implementing Agile projects in developing countries.

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“…Several authors have pointed out the advantages of agile methods, with their emphasis on individuals and process interactions, client collaboration on formal contracts and negotiations, and responsiveness to rigid planning [8,9,10,11,12,15,16,17,18]. However, there are few studies on adoption difficulties [8,13,14,19,20].…”

Section: Literature Reviewmentioning

confidence: 99%

Concerns and Limitations in Agile Software Development: A Survey with Paraguayan Companies

2018

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This year, the Agile Manifesto completes seventeen years and, throughout the world, companies and researchers seek to understand their adoption stage, as well as the benefits, barriers, and limitations of agile methods. Although we have some studies and questionnaire data at the global level, we know little about how the Paraguayan software community is adopting agile methods. The present work conducted a research to set up the current stage of adoption, initial concerns and barriers of implementation of agile methods in software development companies in Paraguay. An online survey was sent to representatives of 53 Paraguayan companies. Of these, 9 (17%) companies responded. The concern about adopting more agile methods (44.44% of respondents) was the lack of reliability in product quality if developed using agile methods. The main barrier was the lack of experience (66.66%) of the companies.

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Agile transition and adoption human-related challenges and issues: A Grounded Theory approach

Cited by 72 publications

References 34 publications

Agile Development: Exploring What Practitioners Want to Know

Agile Development: Exploring What Practitioners Want to Know

Challenges of Agile Development and Implementation in a Developing Country: A Zambia Case Study

Concerns and Limitations in Agile Software Development: A Survey with Paraguayan Companies

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