By Ivan Aaen (auth.), Pekka Abrahamsson, Richard Baskerville, Kieran Conboy, Brian Fitzgerald, Lorraine Morgan, Xiaofeng Wang (eds.)
This ebook constitutes the refereed complaints of the ninth foreign convention on Agile approaches 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 adventure studies, 14 poster papers, nine workshop papers, and three contributions on panel discussions. The papers are equipped in topical sections on agile techniques, variation of agile, agile trying out and evaluate, historical past and evolution of agile, humans components in agile environments, conceptual versions of agility, and event reports.
Read Online or Download Agile Processes in Software Engineering and Extreme Programming: 9th International Conference, XP 2008, Limerick, Ireland, June 10-14, 2008. Proceedings PDF
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Additional info for Agile Processes in Software Engineering and Extreme Programming: 9th International Conference, XP 2008, Limerick, Ireland, June 10-14, 2008. Proceedings
When the situational method is enacted in a project, experiences should be fed back to the configuration process in order to improve configuration templates and/or configuration packages and to facilitate knowledge sharing between projects. Such experience is typically fed back continuously throughout the project. 4 Empirical Examples The empirical work in this research included method configurations in three different projects. One important aspect of MMC is the idea of reuse. The three projects shared a number of aspects, such as involving development of web applications.
The vertical dimension focuses on how much attention the developers should devote to a particular method component: ‘None,’ ‘Insignificant,’ ‘Normal’ or ‘Significant’. If at this stage a method component is found to be unimportant, it can be classified as ‘Omit’ outright. The three aspects of the horizontal dimension— ‘Satisfactory,’ ‘Unsatisfactory’ and ‘Missing’—cut across the vertical dimension. This dimension is referred to as the potential for achieving rationality resonance between the base method’s content and the software developers’ intensions.
Fig. 1. Leavitt’s diamond The framework by Leavitt is simple yet powerful in that it captures the multifaceted nature of change in an organizational context. The framework is relevant in this study as the implementation of Scrum and the new task of radical product innovation facing the organisation cause a significant change process. Much in line with Lyttinen et al. , we found the framework very useful for scoping and structuring our search for central issues in the change process. 4 Analysis In this section we present the central observations in the empirical data.