The relationship between organizational culture and the deployment of agile methods

Iivari, Juhani; Iivari, Netta

doi:10.1016/j.infsof.2010.10.008

Cited by 174 publications

(117 citation statements)

References 67 publications

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“…Pivots can steer the MVP away from the agreed 'vision' and 'story backlog' (Liikkanen et al, 2014). Pivots are usually development-driven and often supported by a 'spike'.…”

Section: Agile Agencymentioning

confidence: 99%

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Go with the Flow: Accelerated digital design in the age of Post-agility

Knight

2017

The Design Journal

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“…Pivots can steer the MVP away from the agreed 'vision' and 'story backlog' (Liikkanen et al, 2014). Pivots are usually development-driven and often supported by a 'spike'.…”

Section: Agile Agencymentioning

confidence: 99%

“…Rather than changing the sequence, or duration of sprints to fit around waterfall bound design activities, as most combined methodologies do (e.g. Peres et al, 2014, Liikkanen et al, 2014, Hussain et al, 2009aand Ratcliffe and McNeill, 2011) a more radical solution is needed.…”

Section: Post-agile Theory and Practicementioning

confidence: 99%

Go with the Flow: Accelerated digital design in the age of Post-agility

Knight

2017

The Design Journal

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“…Sureshchandra and Shrinivasavadhani [29] explained that unhappy people make transformation so hard. Furthermore, encouraging people to change, as an Agile transition facilitator, was emphasized in many articles [12,30,31]. Misra et al [8] addressed customer commitment as one of the most important successful factors in Agile migration.…”

Section: Getting People Buy-inmentioning

confidence: 99%

“…This reveals that most often software companies start ATP without providing the required prerequisites. Since ATP comprises all practices and activities required to change the development process, the scope and type of its prerequisites vary from technical to social aspects of the transition process [10][11][12].…”

Section: Introductionmentioning

confidence: 99%

The Essential Prerequisites of Agile Transition and Adoption: a Grounded Theory Approach

Gandomani¹,

Nafchi²

2016

Journal of Internet Computing and Services

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Prevalence of Agile methods in software companies is increasing dramatically. Software companies need to employ these methods to overcome the inherent challenges of traditional methods. However, transitioning to Agile approach is a topic of debate and there is no unique and well-defined transition model or framework yet. Although some research studies have addressed barriers and strengths behind the successful Agile deployment, it seems that this process still needs to be studied more in depth. The rationale behind this is the socio-technical nature of Agile transition and adoption. Particularly, the challenges and problems that software companies are facing during Agile transition, show that this process in more difficult than expected. Conducting a large-scale research study revealed that Agile transition and adoption process needs to be supported by several critical prerequisites. This study adopted a Ground Theory with the participation of 49 Agile experts from 13 different countries and empirically identified seven transition prerequisites. These prerequisites focus on the different aspects of the transition. The main aim of this paper is proposing these prerequisites and theoretical and practical implication of these prerequisites. Providing these prerequisites before moving to Agile increases chance of success in Agile transition and adoption and leads to fewer challenges during the change process.

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“…This increased adoption rate can be attributed to the success of these methodologies and a number of research studies have documented this phenomenon worldwide (Dingsøyr, Nerur, Balijepally, & Brede Moe, 2012). Currently, research articles focus on issues related to critical success factors for agile implementations (Chow & Cao, 2008), project success relative to traditional plan driven methods (Ambler, 2014), maturity models, and adoption frameworks (Fontana, Meyer, Reinehr, & Malucelli, 2015), and organisational (Iivari & Iivari, 2011) and people (McHugh, Conboy, & Lang, 2012) considerations.…”

Section: Introductionmentioning

confidence: 99%

A Systematic Literature Review of Agile Maturity Model Research

Henriques

Tanner

2017

IJIKM

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Background/Aim/Purpose: A commonly implemented software process improvement framework is the capability maturity model integrated (CMMI). Existing literature indicates higher levels of CMMI maturity could result in a loss of agility due to its organizational focus. To maintain agility, research has focussed attention on agile maturity models. The objective of this paper is to find the common research themes and conclusions in agile maturity model research. Methodology: This research adopts a systematic approach to agile maturity model research, using Google Scholar, Science Direct, and IEEE Xplore as sources. In total 531 articles were initially found matching the search criteria, which was filtered to 39 articles by applying specific exclusion criteria. Contribution:: The article highlights the trends in agile maturity model research, specifically bringing to light the lack of research providing validation of such models. Findings: Two major themes emerge, being the coexistence of agile and CMMI and the development of agile principle based maturity models. The research trend indicates an increase in agile maturity model articles, particularly in the latter half of the last decade, with concentrations of research coinciding with version updates of CMMI. While there is general consensus around higher CMMI maturity levels being incompatible with true agility, there is evidence of the two coexisting when agile is introduced into already highly matured environments. Future Research: Future research direction for this topic should include how to attain higher levels of CMMI maturity using only agile methods, how governance is addressed in agile environments, and whether existing agile maturity models relate to improved project success.

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The relationship between organizational culture and the deployment of agile methods

Cited by 174 publications

References 67 publications

Go with the Flow: Accelerated digital design in the age of Post-agility

Go with the Flow: Accelerated digital design in the age of Post-agility

The Essential Prerequisites of Agile Transition and Adoption: a Grounded Theory Approach

A Systematic Literature Review of Agile Maturity Model Research

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