2015
DOI: 10.1007/978-3-319-17837-0_2
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Scaling and Internationalizing an Agile FOSS Project: Lessons Learned

Abstract: Part 1: Open Source Software EngineeringInternational audienceThis paper describes problems that arose with the scaling and internationalization of the open source project Catrobat. The problems we faced were the lack of a centralized user management, insufficient scaling of our communication channels, and the necessity to adapt agile development techniques to remote collaboration. To solve the problems we decided to use a mix of open source tools (Git, IRC, LDAP) and commercial solutions (Jira, Confluence, Gi… Show more

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Cited by 4 publications
(5 citation statements)
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“…Providing communication, documentation, and guidelines for developers and also users is important for FOSS projects right from their start [18]. In the context of Catrobat, services and processes needed to be introduced to allow communication between distributed team-members and also ensure the flow of project relevant information [22]. Catrobat provides a variety of services to tackle these potential issues.…”
Section: Communicationmentioning
confidence: 99%
See 1 more Smart Citation
“…Providing communication, documentation, and guidelines for developers and also users is important for FOSS projects right from their start [18]. In the context of Catrobat, services and processes needed to be introduced to allow communication between distributed team-members and also ensure the flow of project relevant information [22]. Catrobat provides a variety of services to tackle these potential issues.…”
Section: Communicationmentioning
confidence: 99%
“…As an example, the project itself offers public instances of Jira and Confluence to track the development process and document the overall project structure. While the project in early times used IRC (Internet Relay Chat) for communication [22], Slack channels are now the main place of communication between contributors. These tools are commonly used in industry, fostering the technical skills of the contributing students [9].…”
Section: Communicationmentioning
confidence: 99%
“…For the remaining 6 (19%) publications [38][39][40][41][42][43] the distribution of the projects researched were not specified or unclear…”
Section: Types Of Distributed Teams 41 Distributed Team Members and / Or Distributed Teamsmentioning
confidence: 99%
“…Distributed across different countries; with time zone differences [38], [25], [12], [26], [27], [28], [18], [29], [19], [36], [39], [40], [23], [14] [16], [30], [17], [31], [13], [20], [42], [21], [26] 22…”
Section: Scale Of Physical Distributionmentioning
confidence: 99%
“…These aspects made it necessary to introduce a role to keep track of, sort, prioritize issues independently from their origin. Catrobat already applies several individual agile methods and various chances and challenges of these methods were already discussed in the past [2,3,9]. Due to the positive experiences with agile principles, also this new role was supposed to be based on agile methodologies.…”
Section: Motivation To Introduce Product Ownersmentioning
confidence: 99%