Enacted Routines in Agile and Waterfall Processes

Thummadi, B. Veeresh; Shiv, Omri; Lyytinen, Kalle

doi:10.1109/agile.2011.29

Cited by 14 publications

(4 citation statements)

References 35 publications

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“…However, agile projects differ significantly from traditional plan-based projects as they comprise different routines, processes and artefacts (Stettina & Hörz, 2015;Thummadi et al, 2011). Further, agile projects continuously evolve in response to frequently changing project requirements and customer demands, making them quite different from traditional planbased projects (Sweetman & Conboy, 2018).…”

Section: Australasian Journal Of Information Systemsmentioning

confidence: 99%

“…Through their collective processes, routines and relationships with their environment, agile methods create and embrace change to achieve customer value (Conboy, 2009). Coordinating agile project delivery is primarily done through routine activities such as daily stand-up meetings, iterative product reviews and team retrospectives (Schwaber, 2004;Thummadi et al, 2011). Recent research indicates the widespread adoption of agile methods in small, large, and multiproject ISD project environments (Digital.ai, 2021;Jørgensen, 2019;Paasivaara et al, 2018).…”

Section: Introductionmentioning

confidence: 99%

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When Agility Meets a Project Portfolio: A Study of Success Factors in Large Organisations

Aghajani

Ahsan

Whiteside³

2023

AJIS

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The iterative nature of agile methods combined with high levels of team and customer interactions and continuously changing IT and software development project requirements make the management of agile project portfolios very complex. To date, the mechanisms under which project portfolio management adapts to these complexities and achieves portfolio success have not been thoroughly investigated. This study explores the notion of success and its impacting factors in large organisations' portfolios of agile IT and software development projects. Using a multiple case study design, we analysed the agile project portfolios of seven large organisations. We identified four success criteria and 15 success factors and categorised them into a unique agile portfolio success framework. Some of these criteria and factors are unique to agile project portfolios. The framework contributes to agile and project management literature by conceptualising the notion of success in portfolios of agile projects while revealing a set of factors that affect the relationship between an agile portfolio with its subcomponents and the surrounding environment. The framework supports managers and practitioners in large organisations in reflecting on their agility efforts to achieve higher success rates in their agile portfolios.

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Section: Australasian Journal Of Information Systemsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

When Agility Meets a Project Portfolio: A Study of Success Factors in Large Organisations

Aghajani

Ahsan

Whiteside³

2023

AJIS

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“…When the project has strict direction for the requirements, minimal changes and modifications can be made [7]. Also, the waterfall strategy is the best and more suitable for the project in an organization where strong and strict procedures are followed, and for this rigorous procedure, agile strategy can be challenging for the organization [8].…”

Section:  Waterfallmentioning

confidence: 99%

A Comparative Case Study of Waterfall and Agile Management

Mokhtar,

Khayyat

2022

SAR Journal

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This paper represents a real case study provided in a medium-size insurance company based on analysis that has been made regarding whether to apply the agile methodology of project management or traditional methods of project management. Researchers and end-users agreed that agile methods are more effective in projects and have added value in a very short time compared to the traditional waterfall approach. The research analysis has been conducted based on data acquired through a survey from the respondent associated insurance company. Further, it is demonstrated that the use of the agile methodology in insurance companies in Saudi Arabia is more helpful than the waterfall methodology because of the quality-related outcomes it offers to the project managers.

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“…The waterfall model is predictable, generates comprehensive software artefacts and diminishes the risk of overlooking major architectural problems [3]. Waterfall model is typically described as a unidirectional, top down [6] as every phase begins only after the previous phase has been completed [7]. The output of one phase becomes input for the next phase [7].…”

Section: Literature Reviewmentioning

confidence: 99%

Formalizing the ISDF Software Development Methodology

Despa¹

2015

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The paper is aimed at depicting the ISDF software development methodology by emphasizing quality management and software development lifecycle. The ISDF methodology was built especially for innovative software development projects. The ISDF methodology was developed empirically by trial and error in the process of implementing multiple innovative projects. The research process began by analysing key concepts like innovation and software development and by settling the important dilemma of what makes a web application innovative. Innovation in software development is presented from the end-user, project owner and project manager's point of view. The main components of a software development methodology are identified. Thus a software development methodology should account for people, roles, skills, teams, tools, techniques, processes, activities, standards, quality measuring tools, and team values. Current software development models are presented and briefly analysed. The need for a dedicated innovation oriented software development methodology is emphasized by highlighting shortcomings of current software development methodologies when tackling innovation. The ISDF methodology is presented in the context of developing an actual application. The ALHPA application is used as a case study for emphasizing the characteristics of the ISDF methodology. The development life cycle of the ISDF methodology includes research, planning, prototyping, design, development, testing, setup and maintenance. Artefacts generated by the ISDF methodology are presented. Quality is managed in the ISDF methodology by assessing compliance, usability, reliability, repeatability, availability and security. In order to properly asses each quality component a dedicated indicator is built. A template for interpreting each indicator is provided. Conclusions are formulated and new related research topics are submitted for debate.

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Enacted Routines in Agile and Waterfall Processes

Cited by 14 publications

References 35 publications

When Agility Meets a Project Portfolio: A Study of Success Factors in Large Organisations

When Agility Meets a Project Portfolio: A Study of Success Factors in Large Organisations

A Comparative Case Study of Waterfall and Agile Management

Formalizing the ISDF Software Development Methodology

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