Lean and agile software process improvement in traditional and agile environments

Poth, Alexander; Sasabe, Susumu; Mas, Antònia; Mesquida, Antoni Lluís

doi:10.1002/smr.1986

Cited by 35 publications

(18 citation statements)

References 26 publications

(41 reference statements)

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“…Continuous improvement is an adopted practice that aims to improve results by making them more efficient and effective, whether in products, services, or processes. According to [32], continuous improvement requires continuity, it is cultural to focus not only on company processes, but also on their cultural dimension and the benefits offered should be comprehensive and involve all areas. The implementation of a continuous improvement methodology must evidence incremental (e.g., occurring slowly, and with small increments, over time) or immediately results (e.g., significant and sudden change).…”

Section: Continuous Improvementmentioning

confidence: 99%

Large-Scale Agile Frameworks: A Comparative Review

Almeida

Espinheira²

2021

JASMET

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This study aims to identify and systematically compare the main large-scale agile frameworks that companies can adopt to manage the work of large-scale and distributed teams. Through this, companies can more consciously perform a better-informed decision on the choice of the framework that best fits the practices and challenges of their organizations. This work employs a qualitative approach supported by an exploratory analysis that identifies and explores the processes of migration to a large-scale agile. In the first phase, fifteen assessment criteria for scaling agile are discussed. In a second phase, these criteria are used to perform a comparative analysis of six large-scale agile frameworks (i.e., DAD, LeSS, Nexus, SAFe, Scrum at Scale, and Spotify). The findings reveal there isn't a dominant large-scale agile framework in all dimensions. However, it is possible to identify frameworks like Nexus and Spotify that target smaller teams and offer low technical complexity. These frameworks easily accommodate changes, while there are other frameworks like SAFe and DAD that offer high levels of scalability but require more demanding and deep efforts in changing work processes in an organization.

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Section: Continuous Improvementmentioning

confidence: 99%

Large-Scale Agile Frameworks: A Comparative Review

Almeida

Espinheira²

2021

JASMET

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“…The agile concept was consolidated in the software development industry only in 2001, with the Agile Manifesto (Beck, 2001). However, it was adapted from the lean philosophy developed in the 1950s by the Japanese automotive industry (Poth, Sasabe, Mas, & Mesquida, 2018). The Agile Manifesto brought lean concepts to software development, such as short development cycles, rapid response to change and waste elimination, prioritizing the development of features that deliver greater value to customer (Dingsøyr, Nerur, Balijepally, & Moe, 2012;Poth et al, 2018).…”

Section: Agile Project Management Modelsmentioning

confidence: 99%

Human Aspects of Agile Transition in Traditional Organizations

Pinton

Junior

2020

Journal of Technology Management & Innovation

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The agile transition is crucial for traditional organizations to remain competitive in the current market, which is characterized by a fastpace and a constant need for innovation. In order to implement this transition, organizations must adjust their mindset to the new agile values. Despite its evident benefits, the transition to agile model is complex and time-consuming, posing many challenges to organizations. Since the agile philosophy is people-centered, rather than process-centered, most challenges are related to the human aspects of this transition and they demand a large transformation in all areas of the organization. This article provides a Systematic Literature Review (SLR) of the human aspects of agile transition and summarizes the existing literature into three categories: People, Management and Organization. Its main objective is to assist organizations undergoing agile transition in reducing risks related to this process, by acquiring knowledge on the challenges involved and implementing the proposed recommendations.

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“…Conboy [21] defines Agile software development as "rapidly or inherently create change, proactively or reactively embrace change, and learn from change while contributing to perceived customer value (economy, quality, and simplicity), through its collective components and relationships with its environment". The principles in the Agile manifesto for software development are mostly used in the IT sector [22]. In the context of a shift to autonomous and electrified vehicles, software development as a competency is getting increasingly important in the automotive industry [6].…”

Section: Agilementioning

confidence: 99%

The Evolvement of a Corporate Lean Production System – An Industrial Study

Larsson

Bellgran

Birkie

2020

Advances in Transdisciplinary Engineering

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The purpose of the research outlined in this paper is to explore the question of how the Lean concept evolves at a strategic management level in an international manufacturing company. The firm has set out to review its strategy and management system in a series of workshops to meet upcoming challenges in a business environment under transformation. Full access to the ongoing strategic work and related documents facilitates the execution of this longitudinal case study that started in March 2019. The empirical findings demonstrate concrete examples from the process of developing a management system that has its foundation in Lean production. One model comprising three types of co-existing conceptual management systems is presented, illustrating a scenario of how to handle the expected increasing industrial complexity. An opportunity to learn and further develop from the three types of management systems arise. The data further displays examples of the presence of co-existing corporate versions of the management system as a possible reaction to the different contexts and challenges at hand. The research suggests and further elaborates on the phenomenon of co-existing management systems and management systems development based on Lean.

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Lean and agile software process improvement in traditional and agile environments

Cited by 35 publications

References 26 publications

Large-Scale Agile Frameworks: A Comparative Review

Large-Scale Agile Frameworks: A Comparative Review

Human Aspects of Agile Transition in Traditional Organizations

The Evolvement of a Corporate Lean Production System – An Industrial Study

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