Can distributed software development be agile?

Ramesh, Balasubramaniam; Cao, Lan; Mohan, Kannan; Xu, Peng

doi:10.1145/1164394.1164418

Cited by 244 publications

(206 citation statements)

References 4 publications

Supporting

Mentioning

182

Contrasting

Unclassified

Order By: Relevance

“…Though development activities were not initially planned to be distributed, project problems forced the project manager to distribute coding tasks across four locations in total. Similar to the mistakes made by other companies discussed in related studies [10], the case project underestimated the communication, coordination, trust and commitment challenges as well. Thus, poorly controlled dependencies resulted in late deliveries and parts of remotely developed pieces of software had to be re-built.…”

Section: Unforeseen Effects Of the Corrective Actionssupporting

confidence: 59%

Why a CMMI Level 5 Company Fails to Meet the Deadlines?

Šmite

Gencel

2009

Lecture Notes in Business Information Processing

View full text Add to dashboard Cite

Abstract. Reliable effort and cost estimation remains to be a challenging issue even for mature software organizations. Although, these organizations collect historical data to base their future estimates, changes in circumstances (such as application type, development platform, etc.) prevent their successful utilization. As a result, companies often suffer from underestimated and unrealistic schedules. Managing software projects that involve a large number of globally distributed stakeholders makes estimation and planning even more challenging. Related studies show that even knowledgeable project managers often underestimate hidden costs and sources of delay associated with distributed development. Therefore, management activities such as estimation of development effort, planning and control require special attention. In this paper we discuss experiences gained from a highly distributed software project, which aimed at development of a product based on a new platform and architectural solution. The project was conducted in a CMMI Level 5 company and still failed to meet initial plan constraints. We thus provide an overview of management decisions in the light of their consequences, and discuss potential areas of improvement.

show abstract

Section: Unforeseen Effects Of the Corrective Actionssupporting

confidence: 59%

Why a CMMI Level 5 Company Fails to Meet the Deadlines?

Šmite

Gencel

2009

Lecture Notes in Business Information Processing

View full text Add to dashboard Cite

show abstract

“…While experience with agile in GSD is still fairly sparse, Ramesh and colleagues [59] report successful experiences when agile is adjusted appropriately for a GSD context, e.g., to facilitate communication and knowledge management.…”

Section: Research Summarymentioning

confidence: 99%

Global Software Engineering: The Future of Socio-technical Coordination

Herbsleb

2007

Future of Software Engineering (FOSE '07)

476

406

View full text Add to dashboard Cite

“…Challenges appear in development and management processes [4,11]. However, they can be addressed with appropriate practices for improving communication, sharing knowledge, managing trust, and adapting processes [22,28].…”

Section: Related Workmentioning

confidence: 99%

Perspectives on Productivity and Delays in Large-Scale Agile Projects

Badampudi

Fricker

Moreno

2013

Lecture Notes in Business Information Processing

View full text Add to dashboard Cite

Abstract. Many large and distributed companies run agile projects in development environments that are inconsistent with the original agile ideas. Problems that result from these inconsistencies can affect the productivity of development projects and the timeliness of releases. To be effective in such contexts, the agile ideas need to be adapted. We take an inductive approach for reaching this aim by basing the design of the development process on observations of how context, practices, challenges, and impacts interact. This paper reports the results of an interview study of five agile development projects in an environment that was unfavorable for agile principles. Grounded theory was used to identify the challenges of these projects and how these challenges affected productivity and delays according to the involved project roles. Productivity and delay-influencing factors were discovered that related to requirements creation and use, collaboration, knowledge management, and the application domain. The practitioners' explanations about the factors' impacts are, on one hand, a rich empirical source for avoiding and mitigating productivity and delay problems and, on the other hand, a good starting point for further research on flexible large-scale development.

show abstract

Can distributed software development be agile?

Abstract: Three organizations studied here suggest the answer is "yes," when the unique characteristics of both environments are successfully blended.

Cited by 244 publications

References 4 publications

Why a CMMI Level 5 Company Fails to Meet the Deadlines?

Why a CMMI Level 5 Company Fails to Meet the Deadlines?

Global Software Engineering: The Future of Socio-technical Coordination

Perspectives on Productivity and Delays in Large-Scale Agile Projects

Contact Info

Product

Resources

About