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Agile processes in software engineering and eXtreme by Pekka Abrahamsson, Richard Baskerville, Kieran Conboy, Brian

By Pekka Abrahamsson, Richard Baskerville, Kieran Conboy, Brian Fitzgerald, Lorraine Morgan, Xiaofeng Wang

This booklet constitutes the refereed lawsuits of the eighth foreign convention on Agile procedures in software program Engineering and severe Programming, XP 2008, held in Limerick, eire, in June 2008.

Out of fifty four submitted papers, sixteen have been accredited as complete papers, four event stories, 14 poster papers, nine workshop papers, and three contributions on panel discussions. The papers are geared up in topical sections on agile strategies, version of agile, agile trying out and evaluation, background and evolution of agile, humans elements in agile environments, conceptual versions of agility, and adventure reports.

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Extra info for Agile processes in software engineering and eXtreme programming 9th international conference, XP 2008, Limerick, Ireland, June 10-14, 2008: proceedings

Sample text

In the literature on self-organizing teams, we find that redundancy or back-up behavior has been identified as an important prerequisite for self-organization [4, 13]. Combining Scrum with for example the practice of pair programming in XP [3] would improve this aspect. Third, Scrum is not very specific on how to establish mutual trust in the development team, although this is implicitly a prerequisite for a self-organizing team. ”, we found: The main deviations from the recommended practices in the framework were first that the project suffered from lacking long-term planning, handling of problems and establishment of mutual trust.

Like any of the methods ever studied for software development Scrum is never just applied. It is implemented in many different forms. It is adapted to the specific needs in the company or in a specific project. The experience with using it will vary depending on who is using it, how it is used and for what purposes. It has been argued in information systems research that the practice of developing does not follow methods, and it is a-methodical [7]. Others follow a similar view on methods and have found through empirical studies that method emerges through practice [8], that methods are never used by-the-book [9], or that it is necessary to have a critical view on the use of methods [9].

This differed from what previously had been the company’s primary task. This new task required that the company became more research-driven. Due to the new task and desire to show that the division got value for money, the company’s top management decided to try a different approach to product development. The approach had to be more focused on products, on shorter development cycles, and on responsiveness to change. Because of a top manager’s prior positive experiences with Scrum at another company, Scrum was chosen as the new development method for software projects.

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