Documentation Work in Agile Teams: The Role of Documentation Formalism in Achieving a Sustainable Practice

Stettina, Christoph Johann; Heijstek, Werner; Fægri, Tor Erlend

doi:10.1109/agile.2012.7

Cited by 28 publications

(27 citation statements)

References 23 publications

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“…[6] Lack of appropriate design and codes has influenced the team members to commit mistakes in higher level. [11] Schedule delay has failed to provide the improvements in the productivity, reliability and the simplicity.…”

Section: Discussionmentioning

confidence: 99%

“…In addition to these, least documentation has saved the development time but it is one of the big disadvantages for the developer. Writing documentation by less experience professional can create problem which also needs task specialization [6]. Lack of documentation has created a lot of problems in the maintenance of the product in agile software development [7].…”

Section: IImentioning

confidence: 99%

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A Systematic Review of Software Security Issues Associated With Agile Software Development

Tijare¹,

Tanwar²,

Patil³

2016

IOSR

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Section: Discussionmentioning

confidence: 99%

Section: IImentioning

confidence: 99%

A Systematic Review of Software Security Issues Associated With Agile Software Development

Tijare¹,

Tanwar²,

Patil³

2016

IOSR

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“…In order to do that, it is most appropriate to use formalism [12]. Here, we use deterministic finite automata (DFA) [13].…”

Section: Discussionmentioning

confidence: 99%

Collaborative Documentation Process Model

Jang

2015

IJSEIA

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“…While there is little academic literature on reporting in agile portfolio management, there is a growing number of contributions on documentation and knowledge transfer across agile teams (compare [15,16]). Project reporting and reviewing relies on knowledge transfer across different teams and different functions such as finance, product development or portfolio management.…”

Section: Taking the Perspective Of Knowledge Boundaries To Understandmentioning

confidence: 99%

Reporting in Agile Portfolio Management: Routines, Metrics and Artefacts to Maintain an Effective Oversight

Stettina

Schoemaker

2018

Lecture Notes in Business Information Processing

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Abstract. In a world where the speed of change is faster than ever, a growing number of organisations adopts Agile Portfolio Management (APM) to connect their agile teams to business strategy. A domain which has been little explored in literature and professional frameworks. Based on 14 interviews conducted in 10 large European organisations, in this paper we report the preliminary results of our study on reporting routines, artefacts and metrics in Agile Portfolio Management. In our findings we discuss the three generic domains of reporting responsibility and the novel types of reporting routines found in practice. Further, we use the concept of boundary objects to recommend which types of artefacts are effective for which reporting routines.

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Documentation Work in Agile Teams: The Role of Documentation Formalism in Achieving a Sustainable Practice

Cited by 28 publications

References 23 publications

A Systematic Review of Software Security Issues Associated With Agile Software Development

A Systematic Review of Software Security Issues Associated With Agile Software Development

Collaborative Documentation Process Model

Reporting in Agile Portfolio Management: Routines, Metrics and Artefacts to Maintain an Effective Oversight

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