Quantifying the Effect of Using Kanban versus Scrum: A Case Study

Sjøberg, Dag I. K.; Johnsen, Anne Siri; Solberg, Janne

doi:10.1109/ms.2012.110

Cited by 51 publications

(40 citation statements)

References 3 publications

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“…The DSM is not a mandatory practice in Kanban, but many teams that practice Kanban nevertheless use DSMs; for example, the Kanban teams reported in Sjøberg et al (2012) and the Kanban teams studied in this thesis. According to Kniberg and Skarin (2010), Kanban teams tend to use a more board-oriented format in which they focus on bottlenecks on the Kanban board instead of a format in which every person reports one by one.…”

Section: Dsm In Agile Software Developmentmentioning

confidence: 99%

The daily stand-up meeting: A grounded theory study

Stray

Sjøberg

Dybå

2016

Journal of Systems and Software

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Context: The daily stand-up meeting is one of the most used agile practices but has rarely been the subject of empirical research. Aim: The present study aims to identify how daily stand-up meetings are conducted and what the attitudes towards them are. Method: A grounded theory study of the daily stand-up meeting was conducted with twelve software teams in three companies in Malaysia, Norway, Poland and the United Kingdom. We interviewed 60 people, observed 79 daily stand-up meetings and collected supplementary data. Results: The factors that contributed the most to a positive attitude towards the daily stand-up meeting were information sharing with the team and the opportunity to discuss and solve problems. The factors that contributed the most to a negative attitude were status reporting to the manager and spending too much time; both the frequency and duration of the meeting were perceived to be too much. Based on our results, we developed a grounded theory of daily stand-up meetings and proposed evidencebased guidelines on how to organize them. Conclusion: Organizations should be aware of the factors that may affect attitude towards daily stand-up meetings and should consider our proposed guidelines to improve the way the meetings are conducted.

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Section: Dsm In Agile Software Developmentmentioning

confidence: 99%

The daily stand-up meeting: A grounded theory study

Stray

Sjøberg

Dybå

2016

Journal of Systems and Software

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“…While agile methods have promoted a greater emphasis on business value, these methods are very developercentric, and software development remains something of a "black art" which continues to be quite opaque to management in terms of effort estimation, duration and cost [22]. Thus, solid quantitative evidence which could underpin management decisions in relation to software development is still absent [10,42,48]. Pfeffer and Sutton pointed out that "the best evidence is to be found at home-in the company's own data and experience rather than in the broader-based research of scholars" [32].…”

Section: Sir Francis Galtonmentioning

confidence: 99%

“…Most of the studies of lean software development comprise qualitative descriptions or anecdotal reports [5,6,28,34,37], with very few presenting any quantitative analysis (e.g., [31,42]). A recent mapping study found that 76% of lean software development studies were non-empirical [29].…”

Section: Background and Related Work 21 Lean And Kanbanmentioning

confidence: 99%

“…Kanban is perhaps the best-documented approach to "lean software development" [3,16,42] -while Kanban is not as prescriptive as, for instance, Scrum, it does present a 'framework' for organizations to adopt lean software development. One of the key properties of Kanban is to "Use Models to Recognize Improvement Opportunities" [2].…”

Section: Background and Related Work 21 Lean And Kanbanmentioning

confidence: 99%

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Evidence-based decision making in lean software project management

Fitzgerald

Musiał²,

Stol

2014

Companion Proceedings of the 36th International Conference on Software Engineering

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Many professions evolve from their origins as a creative craft process to a more product-centered industrial process. Software development is on such an evolutionary trajectory. A major step in this evolution is the progression from ad hoc to more rigorous evidence-based decision-making in software development project management. This paper extends theory and practice in relation to lean software development using such an evidence-based approach. Based on a comprehensive dataset of software development metrics, gathered in a longitudinal case study over a 22-month period, the Erlang-C model is used to analyze different software development parameters and to guide management decision-making in relation to development resources. The analysis reveals how 'gut-feel' and intuition can be replaced by evidence-based decision-making, and reveals how incorrect assumptions can underpin decisions which as a consequence do not achieve the desired outcome.

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“…Due to the introduction of agile and lean methods during the early 2000's, new best practices and research have been reported for metrics applied in agile settings [14,15,16,17,18,19].…”

Section: Background and Previous Workmentioning

confidence: 99%

A Metrics Model to Measure the Impact of an Agile Transformation in Large Software Development Organizations

Heidenberg

Weijola

Mikkonen

et al. 2013

Lecture Notes in Business Information Processing

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Abstract. As the adoption of agile and lean methods continues to grow, measuring the effects of such a transformation can be valuable but challenging due to the many variables influencing the outcome of a software project. In this paper we present a metrics model developed for measuring the effects of an agile and lean transformation on software development organizations. The model was developed iteratively in cooperation with industry partners within the Cloud Software Finland research project. The resulting metrics model is applicable to projects of any size, complexity and scope, using metrics that support agile and lean values. The model can be used to measure both past and ongoing projects, regardless of whether the process model used is plan driven or agile. In order to evaluate the metrics model, the proposed model has been piloted in an industry setting.

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Quantifying the Effect of Using Kanban versus Scrum: A Case Study

Cited by 51 publications

References 3 publications

The daily stand-up meeting: A grounded theory study

The daily stand-up meeting: A grounded theory study

Evidence-based decision making in lean software project management

A Metrics Model to Measure the Impact of an Agile Transformation in Large Software Development Organizations

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