Relevant bibliographies by topics / Agile and waterfall

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Agile and waterfall'

Author: Grafiati
Published: 4 June 2021
Last updated: 10 February 2022

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Journal articles on the topic "Agile and waterfall"

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Doolittle, Jeff. "Jeremy Miller on Waterfall Versus Agile." IEEE Software 37, no. 4 (2020): 107—C3. http://dx.doi.org/10.1109/ms.2020.2987493.

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White, A. S. "An Agile Project System Dynamics Simulation Model." International Journal of Information Technologies and Systems Approach 7, no. 1 (2014): 55–79. http://dx.doi.org/10.4018/ijitsa.2014010104.

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This paper compares established Systems Dynamics (SD) models of software projects with models of agile development. A new minimal SIMULINK™ agile project model was created and compared to a Waterfall model of a NASA project. Results are presented to enable project managers to predict the performance of future agile project processes. The model includes the time to generate the requirements and a function to provide requirements volatility. These models show that for the same productivity and fraction of errors that are satisfactory, the overall development staff costs are similar for agile and waterfall projects and the undiscovered rework is less for the agile project. This model generally supports empirical observations that shorter time-box iterations yield a shorter overall project completion.
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Almeida, Fernando, and Jorge Simões. "Moving from Waterfall to Agile: Perspectives from IT Portuguese Companies." International Journal of Service Science, Management, Engineering, and Technology 10, no. 1 (2019): 30–43. http://dx.doi.org/10.4018/ijssmet.2019010103.

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This study investigates the main motivations, difficulties and good practices in the migration process of software development models from Waterfall to Agile experienced by IT Portuguese companies. For that, we adopted a quantitative methodology based on multiple case studies that allowed us to explore five research questions. In a first step, we propose to identify the main reasons that motivate the companies to adopt Agile development processes and we intend to characterize this migration process. We also explore a set of good practices that can be followed in this migration process and we suggest a set of measures that can be used to assess the success of projects in an Agile environment. Finally, we explore the organizational and management impacts with the introduction of Agile processes.
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STOICA, Marian, Bogdan GHILIC-MICU, Marinela MIRCEA, and Cristian USCATU. "Analyzing Agile Development – from Waterfall Style to Scrumban." Informatica Economica 20, no. 4/2016 (2016): 5–14. http://dx.doi.org/10.12948/issn14531305/20.4.2016.01.

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Poort, Eltjo. "Between the Waterfall Wasteland and the Agile Outback." IEEE Software 37, no. 1 (2020): 92–97. http://dx.doi.org/10.1109/ms.2019.2945611.

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Almeida, Fernando. "Challenges in Migration from Waterfall to Agile Environments." World Journal of Computer Application and Technology 5, no. 3 (2017): 39–49. http://dx.doi.org/10.13189/wjcat.2017.050302.

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Rahman, Nayem, Dale Rutz, and Shameem Akhter. "Agile Development in Data Warehousing." International Journal of Business Intelligence Research 2, no. 3 (2011): 64–77. http://dx.doi.org/10.4018/jbir.2011070105.

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Traditional data warehouse projects follow a waterfall development model in which the project goes through distinct phases such as requirements gathering, design, development, testing, deployment, and stabilization. However, both business requirements and technology are complex in nature and the waterfall model can take six to nine months to fully implement a solution; by then business as well as technology has often changed considerably. The result is disappointed stakeholders and frustrated development teams. Agile development implements projects in an iterative fashion. Also known as the sixty percent solution, the agile approach seeks to deliver more than half of the user requirements in the initial release, with refinements coming in a series of subsequent releases which are scheduled at regular intervals. An agile data warehousing approach greatly increases the likelihood of successful implementation on time and within budget. This article discusses agile development methodologies in data warehousing and business intelligence, implications of the agile methodology, managing changes in data warehouses given frequent change in business intelligence (BI) requirements, and demonstrates the impact of agility on the business.
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Mitsuyuki, Taiga, Kazuo Hiekata, Takuya Goto, and Bryan Moser. "Evaluation of Project Architecture in Software Development Mixing Waterfall and Agile by Using Process Simulation." Journal of Industrial Integration and Management 02, no. 02 (2017): 1750007. http://dx.doi.org/10.1142/s2424862217500075.

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For software development, especially massive software systems, a waterfall process is used traditionally. A waterfall process can be highly effective on the condition that a master plan is fixed and the possibility of changes and uncertain rework is low. However, in software development projects, many kinds of reworks occur corresponding to uncertain requirement changes and program bugs. In addition, with the advent of cloud-based software platforms and continuous development operations, it is possible to develop a software system while operating the system. To respond to this situation, software development projects often adopt an agile process. Agility may allow conditional response to uncertain rework, yet at the same time it may be difficult to control the achievement of known project targets. Recently, many cases of adopting mixed processes including waterfall and agile have been reported in the massive software development projects. In this paper, we argue that the mixed process architecture should be designed, considering the scale of the targeted software project, the culture of organization, the probability of uncertain requirement changes, and so on. This paper proposes a methodology of evaluating the impact of waterfall, agile, and mixed project architectures by using process simulation. A project architectural approach is evaluated with a simulator which includes a software reliability growth model and uncertain rework driven by requirement change and error propagation. The proposed methodology was applied to a development project for a simple shopping website. The results showed that the proposed methodology allows exploration of partial agile adoption depending on the nature of the system development project, including its scale and chances of change. For example, in this paper, if the scale of the project is small, the positive effect of increasing agility by adopting agile processes is low. On the other hand, if the scale of the project is large, the effect of increasing agility by adopting agile process can increase. Furthermore, it became clear that it is important to not apply an agile process blindly, but instead to design a mixed project architecture considering the number of errors and development schedule targets across the project scope.
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Götz, Oliver, Yin Wai, Sandra Klein, et al. "The (Go)SMART Way to Agility: Managing a Scrum Subproject in a Waterfall Environment." Journal of Information Technology Teaching Cases 8, no. 2 (2018): 149–60. http://dx.doi.org/10.1057/s41266-018-0035-9.

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At Gothaer Insurance Group, a long-term program to introduce a new policy system was terminated without the desired outcomes. A new program, GoSMART, was introduced to buy a policy system instead of developing it in-house. A team responsible for modelling insurance products decided that the waterfall approach was no longer suitable for this specific task. Intrigued by the possibilities that agile software development appeared to hold, the team adopted Scrum, hoping to improve efficiency. With no other project changing the development approach, the team was left as an agile island in a waterfall environment.
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Fagarasan, C., O. Popa, A. Pisla, and C. Cristea. "Agile, waterfall and iterative approach in information technology projects." IOP Conference Series: Materials Science and Engineering 1169, no. 1 (2021): 012025. http://dx.doi.org/10.1088/1757-899x/1169/1/012025.

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Dissertations / Theses on the topic "Agile and waterfall"

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Saiote, Paula Cristina Azinheira. "Ágil e Watterfall e a sua complementariedade em gestão de projectos de Desenvolvimento de software : um estudo de caso." Master's thesis, Instituto Superior de Economia e Gestão, 2016. http://hdl.handle.net/10400.5/12963.

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Mestrado em Gestão de Projetos<br>O método do processo estruturado em gestão de projetos ? Waterfall -, levou muitas vezes a desenvolvimentos ineficazes e a introdução de novas abordagens mais ágeis em gestão de projetos foi-se tornando uma resposta cada vez mais adequada por parte das organizações, para a sua permanência no mercado. Com o decorrer dos anos, as metodologias de tipo ágil foram adquirindo a sua posição no mercado e a sua adoção é cada vez comum. O método Waterfall segue um processo estruturado para Gestão de projetos. Por sua vez, as metodologias de tipo ágil afastam-se dessa linearidade e centram-se em princípios e práticas de gestão de projetos mais iterativos e incrementais. Apesar de serem duas abordagens à Gestão de projetos com princípios, características e processos muito diferentes, procurou-se perceber se poderia existir uma convivência ou complementaridade entre ambas. Com base num estudo de caso e em entrevistas semiestruturadas, procurou-se então evidenciar a possibilidade de uma convivência entre ambas as abordagens num contexto empresarial.<br>In project management the structured process - Waterfall - has often led to ineffective project developments. The introduction and the use of new and more agile approaches ? agile methodologies - has become an increasingly appropriate answer for organizations to have more effective projects in what concerns time, budget and scope. Over the years, these agile methodologies have been acquiring their position in the market. On one hand, Waterfall method is a structured process in Project Management, on the other hand agile methodologies are based on processes, so they are more interactive and its easier to make changes in the project. Although they are two antagonistic approaches in what concerns principles, characteristics and processes, this is an attempt to understand if there can be an interaction or complementarity between them. This study is based on a case study and semi-structured interviews and is seeks to demonstrate if it is possible to use both approaches in a business context.<br>info:eu-repo/semantics/publishedVersion
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West, Christian J. (Christian Joseph). "A comparison of software project architectures : agile, waterfall, spiral, and set-based." Thesis, Massachusetts Institute of Technology, 2018. http://hdl.handle.net/1721.1/118510.

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Thesis: S.M. in Engineering and Management, Massachusetts Institute of Technology, System Design and Management Program, 2018.<br>Cataloged from PDF version of thesis.<br>Includes bibliographical references (pages 99-101).<br>Engineers and managers of software projects have the daunting task of successfully delivering the right product at the right time for the right price. The path to achieving these lofty goals is commonly not a straightforward endeavor. Due to the dynamic nature of software development, varying organizational circumstances, and situational idiosyncrasies of each project this can be a very difficult and sensitive process. Ideally, software development methodologies bring order to the chaos of software development. An ill-fitting development strategy, however, can create unnecessary friction and further complicate the prospect of a successful product delivery. Researchers and private organizations alike spend substantial resources to understand the strengths and weaknesses of commonly used development practices - the validation of which is highly problematic due to conflicting variables. This research ventures to bring clarity to the question: "Which development methodology is right for a particular situation?" Treating the software development project life-cycle as a socio-technical system, it can be decomposed to the most fundamental elements. Using these elements as the architectural building blocks of a project, Agile, Waterfall, Set-Based, and Spiral are each compared at the molecular level. This thesis evaluates these comparisons and how subsequent research applies to today's software projects.<br>by Christian J West.<br>S.M. in Engineering and Management
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Spasibenko, Nikolay, and Besiana Alite. "Project Suitability for Agile methodologies." Thesis, Umeå universitet, Handelshögskolan vid Umeå universitet, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-18428.

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Software projects are known for their failure rate, where many are being delivered late, over budget or being canceled while in development. The reason to it is changing requirements and intangibility of the software. Being so abstract it is difficult to imaging all the aspects of the software at the requirements stage. Also technology is playing a major role since processing power, storage space, and data transfer speeds are improving from year to year. Agile methodologies are addressing projects with unclear requirements making process of implementing new specifications along the project much easier and less costly. However the success rate of the software projects did not improve much since the introduction of Agile methodologies. This thesis is looking at what type of projects fit different methodologies and what are factors which practitioners should take into account when selecting methodology for a particular project, The thesis opens up with introduction which sets the research question and provides a brief background to the research topic. In subsequent chapter literature review is conducted to find out what does literature and other researchers have said on the same topic. Third chapter discusses underlying research philosophy and discusses the data collection tools. Next chapter discusses the findings of the research. Interviews has been conducted with project management professionals from Sweden, US, UK and Canada. It was identified through the analysis of patters that Agile methodologies are not well suited for projects involving databases, embedded development and computationally complex projects. Through the analysis of the questionnaire several project characteristics were identified which suit Agile methodologies better than traditional ones: unclear requirements, high risk of failure etc… In the last chapter the thesis concludes the findings and its theoretical and practical implications.
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Ansari, Asif Akhtarhussain. "Decoding Agile: Challenges and Solutions A Qualitative study of the transition to Agile method." Thesis, Uppsala universitet, Institutionen för samhällsbyggnad och industriell teknik, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-448176.

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The needs of the consumer are drastically changing with increased awareness, technology, and innovation. Information technology services are no longer part of the support function but a full-scale solution; the increased demand for personalized, real-time, and hassle-free services has burdened software solution providing companies. Over the last decade, Agile project management has gained popularity among various industries and specifically in the Information Technology industry and is often considered a silver bullet to solve different software project management challenges. Agile project management revolutionized the way software projects are developed and organized. However, organizations find it challenging to implement agile principles as the process requires an organization-wide cultural and social transformation. Managers face several barriers when they try to bring agile approaches in traditional organizations regarding technology, mindset, practices. It’s not adequate to just start learning and implementing new ways of working. The transition process needs parallel or equally salient activities of dealing with challenges on the organization and team level. This study provides insights for software organizations willing to undergo an agile transition that needs an initial understanding of various challenges, which can be a potential pitfall in the transition process.
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Naseem, Junaid, and Wasim Tahir. "Study and analysis of the challenges and guidelines of transitioning from waterfall development model to Scrum." Thesis, Blekinge Tekniska Högskola, Avdelningen för programvarusystem, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-2679.

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Software engineering practices have experienced significant changes over the period of past two decades. Keeping in view the competitive market trends, now is the high time for many organizations to shift from traditional waterfall models to more agile technologies like Scrum [22][23]. A change of this magnitude is often not easy to undertake. The reason that both software engineering techniques are different in many respects, organizations require considerable amount of analysis of the whole transitioning process and possible scenarios that may occur along the way. Small and medium organizations are normally very skeptical to the change of this magnitude. The scale of change is not limited to only software processes, in fact, difficult part is to deal with old attitudes and thinking processes and mold them for the new agile based Scrum development. The process of change therefore need to be understood in the first place and then carefully forwarded to the implementation phase.
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Thummadi, B. Veeresh. "SOFTWARE DESIGN METHODOLOGIES, ROUTINES AND ITERATIONS: A MULTIPLE-CASE STUDY OF AGILE AND WATERFALL PROCESSES." Case Western Reserve University School of Graduate Studies / OhioLINK, 2014. http://rave.ohiolink.edu/etdc/view?acc_num=case1396363465.

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Garcia, Erik Roberto. "Resource dependencies in parallel development of military systems : a comparison of waterfall and agile development methodologies." Thesis, Massachusetts Institute of Technology, 2014. http://hdl.handle.net/1721.1/105297.

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Thesis: S.M. in Engineering and Management, Massachusetts Institute of Technology, Engineering Systems Division, 2014.<br>DVD-ROM contains supplemental models: four .mdl files and two .vdf files.<br>Cataloged from PDF version of thesis.<br>Includes bibliographical references (pages 63-64).<br>The United States Department of Defense has been plagued with failing programs that are over budget, behind schedule, and exhibit poor performance during testing. Once a program has cost, schedule, or capability issues, follow-on development efforts adopt the underlying issues only to reinforce poor performance. To address these issues that lead to firefighting, one option is to use an Agile software development process to introduce capabilities earlier in the development process for effective testing. Two System Dynamics models compare Agile with the traditional Waterfall development approach to determine: if Agile development reduces the conflict between cost, schedule, and capability constraints; if Agile development reduces firefighting; and will Agile development impact other development tasks. Based on the simulation of each model, Agile did improve the dynamics of parallel development cycles by maximizing the productivity of the entire development team. Under the same System and Software Engineering team size and development release schedule, Agile development increases the quantity of requirements introduced within a development cycle. However, Agile development emphasized less on maturing new technologies leading to considerably less innovative builds. Thesis Supervisor:<br>by Erik Roberto Garcia.<br>S.M. in Engineering and Management
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Gryc, Radim. "Využití agilních metod ve startupu." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2015. http://www.nusl.cz/ntk/nusl-224977.

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This master thesis deals with choice of appropriate approach to software development. The thesis specifies currently used approaches of project management. Current project status and approaches are analysed. The thesis focuses on choice of method and its application in the project.
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Soares, João Maria Caiano. "Metodologias ágeis na gestão de projetos não tecnológicos : caso de estudo." Master's thesis, Instituto Superior de Economia e Gestão, 2016. http://hdl.handle.net/10400.5/12956.

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Mestrado em Gestão de Projetos<br>As metodologias ágeis têm vindo a despertar cada vez mais o interesse na sociedade atual, prova disso mesmo é a frequência com que estudos e investigações realizadas em grandes jornais internacionais abordam este tema, bem como conferências com o Project Management Institute e empresas multinacionais. Apesar de ser um tema que surgiu no âmbito do desenvolvimento de software, neste momento estas metodologias já são vistas como uma alternativa cada vez mais fiável noutro tipo de ambientes. Tendo em conta a importância crescente deste tipo de metodologia, a presente dissertação desenvolve um estudo exploratório sobre as metodologias ágeis em projetos que não sejam totalmente focados em desenvolvimento tecnológico. Para isso, utilizou-se um caso de estudo no qual foi selecionada uma empresa multinacional de consultoria, sendo que se realizaram duas entrevistas com pessoas ligadas à gestão de projetos. Conclui-se que, embora as metodologias tradicionais continuem a ser a primeira abordagem em projetos não tecnológicos, em Portugal, já são utilizadas metodologias ágeis ou apenas práticas ágeis neste tipo de projetos. Surgem neste contexto para superar limitações impostas pelas metodologias tradicionais.<br>The Agile methodologies have been awakening increasingly the interest in actual society, proof of this is the frequency with which studies and investigations conducted in important international journals address this issue, as well as conferences with the Project Management Institute and multinational companies. Despite being an issue that arose in the context of software development, right now these methodologies are now seen as an alternative increasingly reliable in other types of environments. Taking into account the growing importance of this type of methodology, this "Trabalho Final de Mestrado" (TFM) develops an exploratory study about agile methodologies in projects aren?t fully focused on technological development. For this, we used a case study in which we selected a multinational consulting company and was conducted two interviews with persons connected to the project management. We conclude that, although the traditional methodologies continue to be the first approach to non-technological projects in Portugal, the agile methodologies or just agile practices are already used in this type of projects. Arise in this context to overcome limitations imposed by traditional methods.<br>info:eu-repo/semantics/publishedVersion
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Nguyen, Demi, and Emelie Hu. "Agile Adoption in Public Agencies : A case study of the Swedish Tax agency." Thesis, KTH, Skolan för industriell teknik och management (ITM), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-264224.

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Citizens’ expectations of products and services produced by the public agencies are rising incredibly due to the fact that savvy startups and other global technology businesses have been succeeded in providing a high standard of digital services in the past decades. This, in turn, puts pressure on the public agencies in how they need to work in order to meet the citizens’ expectations and needs. Besides, during the years, there are a number of projects done by some of the agencies that has been identified as not having succeeded in delivering the desired value, staying in budget and delivering the project’s result in time. Therefore, there is a need for actions in order to counteract this. It is believed that applying Agile into the agency’s project management will help them to not only meet the citizens’ expectations, but also improve the project’s outcome. Many agencies have been hierarchical for a long time involving complex and rigid structure, and the fact that they have been working with a Waterfall-based methodology for a long time. Therefore, adopting this Agile approach implies a number of challenges for the agency. Thus, this thesis aims to investigate to what extent the Agile approach can be implemented into the agency by identifying the challenges that the adoption of Agile entails. A number of different previous research and literature about the Waterfall, even called traditional in this thesis, and Agile project management methods have been reviewed in order to provide theoretical frameworks that are of relevance for this study. As the research subject is quite complex and broad, a qualitative approach has been utilized to obtain in-depth knowledge. Interviews have been conducted with employees from the investigated agency, and in order to pursue a comparison with how other public agencies have worked with a potential Agile adoption, interviews have also been conducted with a second agency. The thesis finds that applying the Agile project management method into the investigated agency will imply some challenges. A total of seven different challenges were identified which can be briefly summed up as following; Employees being too comfortable with old methods; Staff has difficulty committing to the new working culture; Agile is not a “one-size-fits-all” method; Large size projects; Heavy documentation; Financial reporting practices affecting the efficiency of Agile planning; Lack of competencies or some competencies being considered rare, hence there is no guarantee for each team to have all competencies that are needed. This study’s result shows that the studied public agency can work with Agile project management methods to a wider extent than what is done today. However, there are a couple of challenges, and solely working with the Agile method was showed to not be recommended. In order to find out if the Agile approach can be used in other works that are not covered in this study, or if the result can be applied to other sectors as well, further research is required.<br>Invånarnas förväntan för en produkt eller tjänst framtagen av myndigheter har ökat drastiskt. Detta kan bero på att startupföretag samt andra globala tekniska företag har lyckats erbjuda digitala tjänster av hög standard under de senaste årtionden. Det sätter i sin tur press på hur myndigheten behöver arbeta för att kunna bemöta invånarnas förväntningar och behov. Under åren har dessutom ett antal projekt inom myndigheterna blivit identifierade för att inte ha lyckats leverera det önskade värdet, hålla sig inom den satta budgeten och/eller leverera projektresultat inom den satta tidsramen. Därmed finns det ett behov av åtgärder för att motarbeta detta. Ett införande av Agil projekthantering tros kunna hjälpa till med att inte bara uppnå invånarnas förväntningar och behov utan även till förbättrat projektresultat. Myndigheterna har länge varit hierarkisk bestående av komplexa och stela strukturer, dessutom har de även under en lång tid arbetat Vattenfalls-baserat när det kommer till projekthantering. Därmed kan ett införande av det Agila konceptet medföra en del utmaningar. Denna rapport har därför riktats mot att undersöka till vilken utsträckning ett Agilt tillvägagångssätt kan implementeras inom myndigheten genom att identifiera utmaningarna som det Agila kan medföra. Ett antal olika litteraturer samt tidigare forskningar inom Vattenfall, även kallat traditionell i denna rapport, och Agil projekthantering har granskats för att tillhandahålla den teoretiska biten om de olika arbetsmetoderna. I och med att detta undersökningsområde kan ses som relativt komplext och brett så har en kvalitativ undersökningsmetod använts för att få en djupare förståelse av området. Förutsättningarna av detta ges av intervjuer från anställda från den undersökta myndigheten. För att göra en jämförelse i hur andra myndigheter har arbetat med Agilt införande har intervjuer även hållits med ytterligare en myndighet. Studien visar att tillämpning av Agil projekthantering inom den undersökta myndigheten kan medföra en del utmaningar. Totalt identifierades sju olika utmaningar som är sammanfattade på följande sätt: Anställda är för bekväma med den gamla arbetsmetoden; Anställda har svårigheter med den nya arbetsmiljön; Agil är inte en metod som är av “en storlek passar alla” principen; Stora projekt; Tung dokumentation; Redovisningspraxis som påverkas av den Agila planeringen; Avsaknad av kompetens eller att vissa kompetenser anses vara en bristvara. Denna studie visar att den undersökta myndigheten kan arbeta med Agila projekthanteringsmetoder till en större utsträckning än vad som redan görs idag, däremot finns en del utmaningar, och att enbart arbeta med den Agila metoden visar sig inte vara rekommenderat. För att veta om det Agila konceptet kan användas i större utsträckning även utanför projekthantering eller om resultatet även gäller för andra sektorer krävs vidare påbyggnad av studien.
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Books on the topic "Agile and waterfall"

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Agile practices for waterfall projects: Shifting processes for competitive advantage. J. Ross Pub., 2012.

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Project management beyond Waterfall and Agile. 2018.

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Ajam, Mounir A. Project Management beyond Waterfall and Agile. Auerbach Publications, 2018. http://dx.doi.org/10.1201/9781315202075.

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Lal, Manoj Kumar. Knowledge Driven Development: Bridging Waterfall and Agile Methodologies. Cambridge University Press, 2018.

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Practitioner's Handbook of Project Performance: For Agile, Waterfall and Everything in Between. Taylor & Francis Group, 2019.

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Book chapters on the topic "Agile and waterfall"

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Bibik, Ilya. "From Waterfall to Agile." In How to Kill the Scrum Monster. Apress, 2018. http://dx.doi.org/10.1007/978-1-4842-3691-8_1.

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Stull, Edward. "Waterfall, Agile, and Lean." In UX Fundamentals for Non-UX Professionals. Apress, 2018. http://dx.doi.org/10.1007/978-1-4842-3811-0_30.

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Harris, Michael D. S. "Appendix: Waterfall and Agile Software Development Methodologies." In The Business Value of Software. Auerbach Publications, 2017. http://dx.doi.org/10.1201/9781315155456-13.

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Tureček, Tomáš, Roman Šmiřák, Tomáš Malík, and Petr Boháček. "Energy Project Story: From Waterfall to Distributed Agile." In Lecture Notes in Business Information Processing. Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-13054-0_39.

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Siqueira, Alexssander A., Sheila Reinehr, and Andreia Malucelli. "Using a Statistical Method to Compare Agile and Waterfall Processes Performance." In Communications in Computer and Information Science. Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-64218-5_43.

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Zhang, Lei, Shunsuke Akifuji, Katsumi Kawai, and Tsuyoshi Morioka. "Comparison Between Test Driven Development and Waterfall Development in a Small-Scale Project." In Extreme Programming and Agile Processes in Software Engineering. Springer Berlin Heidelberg, 2006. http://dx.doi.org/10.1007/11774129_29.

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Howard, Donald. "Swimming around the Waterfall: Introducing and Using Agile Development in a Data Centric, Traditional Software Engineering Company." In Extreme Programming and Agile Processes in Software Engineering. Springer Berlin Heidelberg, 2003. http://dx.doi.org/10.1007/3-540-44870-5_18.

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Capodieci, Antonio, Luca Mainetti, and Luigi Manco. "A Case Study to Enable and Monitor Real IT Companies Migrating from Waterfall to Agile." In Computational Science and Its Applications – ICCSA 2014. Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-09156-3_9.

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Thummadi, B. Veeresh, Omri Shiv, Nicholas Berente, and Kalle Lyytinen. "Enacted Software Development Routines Based on Waterfall and Agile Software Methods: Socio-Technical Event Sequence Study." In Service-Oriented Perspectives in Design Science Research. Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-642-20633-7_15.

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Ikonen, Marko, and Pekka Abrahamsson. "Anticipating Success of a Business-Critical Software Project: A Comparative Case Study of Waterfall and Agile Approaches." In Lecture Notes in Business Information Processing. Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-13633-7_18.

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Conference papers on the topic "Agile and waterfall"

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Sureshchandra, Kalpana, and Jagadish Shrinivasavadhani. "Moving from Waterfall to Agile." In Agile 2008 Conference. IEEE, 2008. http://dx.doi.org/10.1109/agile.2008.49.

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Pechau, Jörg. "Rafting the agile waterfall." In the 16th European Conference. ACM Press, 2011. http://dx.doi.org/10.1145/2396716.2396731.

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Lewis, Jeanne, and Kevin Neher. "Over the Waterfall in a Barrel - MSIT Adventures in Scrum." In AGILE 2007 (AGILE 2007). IEEE, 2007. http://dx.doi.org/10.1109/agile.2007.45.

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Thummadi, B. Veeresh, Omri Shiv, and Kalle Lyytinen. "Enacted Routines in Agile and Waterfall Processes." In 2011 AGILE Conference. IEEE, 2011. http://dx.doi.org/10.1109/agile.2011.29.

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Sumrell, Megan. "From Waterfall to Agile - How does a QA Team Transition?" In Agile 2007. IEEE, 2007. http://dx.doi.org/10.1109/agile.2007.29.

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Snapp, Mary Beth, and Diane Dagefoerde. "The Accidental Agilists: One Team's Journey from Waterfall to Agile." In Agile 2008 Conference. IEEE, 2008. http://dx.doi.org/10.1109/agile.2008.68.

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VanderLeest, Steven H., and Andrew Buter. "Escape the waterfall: Agile for aerospace." In 2009 IEEE/AIAA 28th Digital Avionics Systems Conference (DASC). IEEE, 2009. http://dx.doi.org/10.1109/dasc.2009.5347438.

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Kasauli, Rashidah, Eric Knauss, Joyce Nakatumba-Nabende, and Benjamin Kanagwa. "Agile Islands in a Waterfall Environment." In EASE '20: Evaluation and Assessment in Software Engineering. ACM, 2020. http://dx.doi.org/10.1145/3383219.3383223.

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Roy, Debayan, Michael Balszun, Thomas Heurung, Samarjit Chakraborty, and Amol Naik. "Waterfall is too slow, let's go Agile." In ICCAD '18: IEEE/ACM INTERNATIONAL CONFERENCE ON COMPUTER-AIDED DESIGN. ACM, 2018. http://dx.doi.org/10.1145/3240765.3243500.

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Lapunka, Iwona. "AGILE-WATERFALL HYBRID APPROACH IN INNOVATION PROJECT MANAGEMENT." In 4th International Multidisciplinary Scientific Conference on Social Sciences and Arts SGEM2017. Stef92 Technology, 2017. http://dx.doi.org/10.5593/sgemsocial2017/15/s05.006.

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