Using Social Intelligence to Overcome Agile Adoption Challenges

Patel, Jignya; Poston, Robin S.

doi:10.1080/08874417.2021.1913670

Cited by 3 publications

(2 citation statements)

References 52 publications

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“…Previous studies have addressed these challenges or reduced them in the transition process, but until Agile is institutionalized, teams may face these challenges at any time [37]. Although in the results of the present study, no solution has been shown on how to address these challenges, it seems that some related studies have provided solutions in this regard [39]. Another important point to note is that transition projects are usually controlled and supervised and many of these challenges are managed, but after the transition process is over, other projects are not under control and these challenges are more likely to occur.…”

Section: Discussionmentioning

confidence: 58%

The main pillars of Agile consolidation in newly Agile teams in Agile software development

Gahroee

Gandomani

Aghaei

2022

IJEECS

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<span>Many software companies and teams use Agile methods as their main development approach. These methods promise higher team productivity, faster product delivery, a more flexible development process, and greater customer satisfaction. Nevertheless, a review of the literature shows that adapting to these methods, known as Agile transition, is not as easy as expected. However, several frameworks and models have been proposed to facilitate the Agile transition process. The challenging issue after the transition to agility is the behavior of companies and teams after the Agile transition and how to maintain agility in the long run. Very little research has been done on this issue, which has largely expressed concern. The present study tries to explore the hidden aspects of the transition to agility and provide a solution for Agile consolidation in newly Agile software teams. In this regard, using the grounded theory approach, the basic theory of Agile consolidation in these teams has been presented. Preliminary findings of the study indicate important factors that play an important role in Agile consolidation. Identification of challenges, facilitators, organizational culture structure, and human roles in Agile consolidation is the most important initial findings of this study.</span>

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Section: Discussionmentioning

confidence: 58%

The main pillars of Agile consolidation in newly Agile teams in Agile software development

Gahroee

Gandomani

Aghaei

2022

IJEECS

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“…Process-related challenges often stem from the inconsistency of the organizational and management theories underlying plan-driven and Agile software development processes. 75 Non-functional requirements testing is challenging due its cross functional views and lack of clarity of their needs by businesses in the most part of projects, 76 thus, although significant, the non-functional requirements are often neglected in Agile testing for many reasons, such as experience, culture, awareness, priority, cost, and time pressure. 77 Masood et al, 78 also found that in Agile methods task allocation is impacted by many factors including mainly requirements clarity.…”

Section: Success Factors Related With the Process Dimensionmentioning

confidence: 99%

Facilitators and inhibitors of Agile methods adoption: Practitioners view

Mishra

Abdalhamid

2023

Systems Engineering

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This study provides empirical evidence to the body of knowledge in Agile methods adoption in small, medium, and large organizations in the global context. This research explores facilitators and inhibitors of Agile methods adoption in software development organizations. A survey was conducted among Agile professionals to gather survey data from 52 software organizations in seven countries across the world. This study found many facilitators of Agile adoption to be significant such as customers’ dominant issues, encouragement, project champion, highly competent team, use of tools, etc. Similarly a correlation analysis revealed multiple inhibitors as significant: absence of a full set of right Agile practices, absence of customer presence, absence of tracking mechanisms during Agile progress, and failure to determine the role of the client. The present study identifies that an Agile team with high expertise and competence leads to higher quality in software, customer satisfaction along with return on investment (ROI) while a small Agile team increases ease in handling changing requirements, customer satisfaction, reduced delivery time, and increased ROI. Frequent delivery accelerates better control over work, adds to software quality, customer satisfaction, and in shortening delivery time along with increase ROI. It has also been observed that providing essential features early leads to increase in software quality and customer satisfaction. This study confirms that active customer focus leads to better control over work. Further, absence of customer decreases dealing with changing requirements, and customer satisfaction while absence of progress tracking lowers customer satisfaction.

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