Improving task breakdown comprehensiveness in agile projects with an Interaction Room

Grapenthin, Simon; Poggel, Steven; Book, Matthias; Gruhn, Volker

doi:10.1016/j.infsof.2015.07.008

Cited by 20 publications

(10 citation statements)

References 13 publications

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“…They deduced that management had to be involved to coordinate activities within a software development team. In agreement with Moe et al (2010), Grapenthin et al (2015) suggest that coordination among software developers is important in the software development process. Grapenthin et al (2015) introduce an "interaction room" method in Scrum projects for software team members to improve mechanisms for identifying pending activities which need to be implemented before sprints are carried out.…”

supporting

confidence: 75%

Customer Interaction in Software Development: A Comparison of Software Methodologies Deployed in Namibian Software Firms

Iyawa

Herselman

Coleman

2016

E J Info Sys Dev Countries

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Software methodologies provide guidelines for the development of software applications. Studies reveal that customer interaction in the software development process improves the chances that software applications will meet customers’ needs. Despite a number of software methodologies introduced and a comparison of these methodologies, there is a dearth of studies that empirically investigate customer interaction between these software methodologies within the Namibian context. The purpose of this study was to examine the differences in customer interaction between software methodologies deployed in Namibian software firms. The study adopted a qualitative, case study approach. Data was collected through standardized, open‐ended interviews. The findings show that the methodologies deployed in Namibian software firms include the waterfall model, Scrum, iterative model, eXtreme Programming (XP), and rapid application development (RAD). The findings also reveal that although there was in‐depth customer interaction in Scrum, the iterative model, XP and RAD, customer interaction in the software development process could also be challenging. The findings provide useful insights in software methodologies deployed in Namibian software firms and the experience within the Namibian context. An implication for software project managers and software developers is that customer interaction should be properly managed to ensure that the software methodologies for improving software development processes are effectively deployed.

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supporting

confidence: 75%

Customer Interaction in Software Development: A Comparison of Software Methodologies Deployed in Namibian Software Firms

Iyawa

Herselman

Coleman

2016

E J Info Sys Dev Countries

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“…During this meeting, the Spring Backlog Items , which are extracted from the Product Backlog , are negotiated between the Product Owner and the developers to define the Sprint Backlog quality . The Sprint Backlog 's quality depends on the Product Backlog Items 's quality and the team's ability to decompose them into technical tasks and estimate their size. Furthermore, the sprint length must be defined according to the project's environment (e.g., frequency of changes and stakeholders availability), have at most 4 weeks, and be fixed .…”

Section: Process To Build the First Version Of The Dagmentioning

confidence: 99%

Assisting the continuous improvement of Scrum projects using metrics and Bayesian networks

Perkusich

Gorgônio

Almeida

et al. 2016

J Software Evolu Process

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Scrum is a simple process to understand, but hard to adopt. Therefore, there is a need for resources to assist on its adoption. In this paper, we present the process followed to build a Bayesian network to assist on the assessment of the quality of the software process in the context of Scrum projects. The model provides data to help Scrum Masters lead the improvement of business value delivery of Scrum teams. The process is divided into 2 phases. In the first phase, we built the Bayesian network based on expert knowledge extracted from the literature and experts. We used a top‐down approach and reasoning to define the key metrics necessary to build the models and their relationships. In the second phase, we updated the Bayesian network based on limitations of the first version. We validated the Bayesian network inferences with 10 simulated scenarios. Comparing both versions, for all scenarios, we improved the accuracy of the inferences. Therefore, we concluded that the Bayesian networks adequately represent Scrum projects from the viewpoint of the Scrum Master. Finally, the model built is in conformance with agile methods tailoring and can be adapted to any Scrum team.

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“…O framework Scrum foi criado por Ken Schwaber e Jeff Sutherland no ano de 1995, cujo nome tem origem do jogo de Rugby. Trata-se de uma das metodologias ágeis mais citadas, sendo que os dois maiores benefícios apontados pelos especialistas sobre tal metodologia foram as entregas contínuas ao cliente (Younas et al, 2018;Parker et al, 2017;Grapenthin et al, 2015;Massari, 2014;Asnawi et al, 2012) e as iterações de 1 a 2 semanas (Thorgren e Caiman, 2019;Al-Sakkaf et al, 2017;West et al, 2010;Paasivaara et al, 2008). De acordo com Grapenthin et al (2015), Scrum é um framework iterativo para a gestão de projetos de software de acordo com os princípios ágeis.…”

Section: Framework Scrumunclassified

O valor percebido pelo cliente na gestão de projetos de software, utilizando o Framework Scrum

Carneiro

Martens

Garcia

et al. 2022

GeP

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A qualidade e o sucesso de um projeto dependem da forma como se capta as necessidades e as expectativas do cliente. Dessa forma, o objetivo geral deste artigo incide sobre a verificação de como o valor percebido pelo cliente é considerado na entrega de um projeto a partir da utilização do framework ágil Scrum. Como metodologia, foi utilizada um estudo de caso a partir da análise de uma empresa brasileira atuante na área de software, localizada no interior do estado do Paraná, na cidade de Maringá. As informações foram coletadas com base em entrevista semiestruturada, realizada in loco a partir de um protocolo de pesquisa contendo 14 questões abertas, confrontando a referida entrevista com a literatura científica do assunto. O estudo realizado permitiu levantar práticas executadas pela empresa objeto de estudo que variam de acordo com a literatura, tais como o atendimento dos princípios comuns das metodologias ágeis, e a utilização eficiente dos pilares do framework Scrum. Em contrapartida, percebeu-se algumas divergências junto ao atendimento do cliente, no que tange à comunicação com o solicitante do projeto, pois, além do Product Owner (PO), outros envolvidos com o projeto também podem, a qualquer momento, entrar em contato com o cliente. Com isso, surge a possibilidade desta atitude promover ruídos na comunicação entre os envolvidos, o que pode resultar em um projeto que não atenda rigorosamente ao valor percebido pelo cliente que o requisitou.

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Improving task breakdown comprehensiveness in agile projects with an Interaction Room

Cited by 20 publications

References 13 publications

Customer Interaction in Software Development: A Comparison of Software Methodologies Deployed in Namibian Software Firms

Customer Interaction in Software Development: A Comparison of Software Methodologies Deployed in Namibian Software Firms

Assisting the continuous improvement of Scrum projects using metrics and Bayesian networks

O valor percebido pelo cliente na gestão de projetos de software, utilizando o Framework Scrum

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