Relevant bibliographies by topics / Distributed Agile Development

Contents

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

Academic literature on the topic 'Distributed Agile Development'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "Distributed Agile Development"

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Ibrahim Alzoubi, Yehia, Asif Qumer Gill, and Ahmed Al-Ani. "Distributed Agile Development Communication: An Agile Architecture Driven Framework." Journal of Software 10, no. 6 (June 2015): 681–94. http://dx.doi.org/10.17706//jsw.10.6.681-694.

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Gill, Asif Qumer. "Distributed Agile Development." International Journal of e-Collaboration 11, no. 1 (January 2015): 57–76. http://dx.doi.org/10.4018/ijec.2015010104.

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Organizations have shown a significant interest in the adoption of emerging social technologies to support communication and collaboration needs of their Distributed Agile or Adaptive Development Environment (DADE). However, the challenge is how best to assess contemporary social technologies for supporting communication and collaboration in the DADE. Here, a communication technology assessment tool, called CTAT, is developed as a part of the Adaptive Enterprise Service System (AESS) toolkit by using the design research approach. This paper presents the evaluation of the CTAT construct through its use in the assessment of three social technologies within the context of a DADE. The results of this evaluation indicate that CTAT is shown to be useful, for example, when assessing a particular social technology for a specific DADE communication and collaboration context. The CTAT is intended to be used by senior developers for assessing social technologies for their DADE context.
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Nadeem, Muhammad Asgher, and Scott Uk-Jin Lee. "Dynamic Agile Distributed Development Method." Mathematics 7, no. 10 (October 13, 2019): 963. http://dx.doi.org/10.3390/math7100963.

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“Agile” is an effective software engineering model with a high trust and acceptance rate among its users. The term agility comes from the concept of rapid development and working in a team for better results and a faster competition rate when compared with any other software engineering model. In this study, an assessment of the different patterns, frameworks, and application program interfaces available for distributed development in an agile model is given. After analyzing the state-of-the-art distributed models, a novel framework of a dynamic agile distributed development method (DADDM) is introduced in this paper. Many researchers have worked on global software development using the agile approach; however, we are presenting the idea of incorporating the agile benefits with dynamic distributed software development. The applicability of the proposed model is checked via two selected parameters: a feasibility study and a business study. The complete DADDM development life cycle is presented in the methodology section. The techniques used in DADDM and team members’ roles and responsibilities in DADDM are defined in this study. This study reflects all pillars of planning, controlling, organizing, and management of leadership. The use of DADDM in distributed agile development encourages future researchers to use this proposed framework for comparison and testing of their models and to check the effectiveness through a comparison with DADDM.
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B, Prakash, and Viswanathan V. "Distributed Cat Modeling Based Agile Framework for Software Development." International Journal of Engineering Education 2, no. 1 (June 15, 2020): 20–32. http://dx.doi.org/10.14710/ijee.2.1.20-32.

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Software development is a hectic process that requires keen understanding and effective model such that the developed software inherits good quality, reliability, and achieves customer satisfaction towards achieving the goals effectively. The effective operation of the software is enabled by modifying the operating modules of the software through a model, like agile. In this paper, the catastrophic and distributed computing models are integrated into the software development step. The proposed model is termed as Distributed Cat model that is developed with the aim to handle the risk factors engaged in various developing stages of the agile model. The risk factors that affect the communication, planning, release, design, coding and testing modules of the agile modules are deeply learned and executed such that the risk factors are tackled by various modules present in the proposed Distributed Cat model. The effectiveness of the proposed model is analyzed based on the performance metrics, such as Index of Integration (IoI) and Usability Goals Achievement Metric (UGAM), for which five products including the hotel management system, Customer relationship Management system (CRM), Rainfall prediction system, Temperature monitoring system, and meta-search system, are employed and analyzed. The analysis is progressed using the parameters, like mean difference, variance, standard devaiation, correlation. The analysis proves that the proposed model offered a great deviation after applying the proposed model contributing a high degree of performance in software development.
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Ramesh, Balasubramaniam, Lan Cao, Kannan Mohan, and Peng Xu. "Can distributed software development be agile?" Communications of the ACM 49, no. 10 (October 2006): 41–46. http://dx.doi.org/10.1145/1164394.1164418.

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MATALONGA, SANTIAGO, MARTÍN SOLARI, and GERARDO MATTURRO. "FACTORS AFFECTING DISTRIBUTED AGILE PROJECTS: A SYSTEMATIC REVIEW." International Journal of Software Engineering and Knowledge Engineering 23, no. 09 (November 2013): 1289–301. http://dx.doi.org/10.1142/s021819401350040x.

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In the last decade we have witnessed a growth in outsourcing and outshoring development. Following the promise of reducing costs and round-the-clock development, software organizations have grown from local to global enterprises. In the same decade, agile software development methodologies have emerged as a viable alternative to produce software. There is a myriad of agile processes and methodologies now available for any software development organization to choose from. These agile processes follow the values signed in the Agile Manifesto that preaches the exaltation of the individual programmer, high feedback, customer interaction and just enough planning and documentation. But how does global distribution affect these values? Can agile software development be implemented under the global software development context? This paper presents a systematic literature review aimed at identifying factors that affect the adoption of agile factors in global distributed teams. Our findings show that the literature is still in its initial case study publication stage. But most notably, we have found that only a few of the factors found are related to the agile values. Even though more research is clearly needed, this can be a signal that the factors affecting team distribution has more impact on software development than the values and practices preached by the agile processes.
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Shrivastava, Suprika Vasudeva, and Urvashi Rathod. "Risks in Distributed Agile Development: A Review." Procedia - Social and Behavioral Sciences 133 (May 2014): 417–24. http://dx.doi.org/10.1016/j.sbspro.2014.04.208.

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Khalid, Ayesha, Shariq Aziz Butt, Tauseef Jamal, and Saikat Gochhait. "Agile Scrum Issues at Large-Scale Distributed Projects." International Journal of Software Innovation 8, no. 2 (April 2020): 85–94. http://dx.doi.org/10.4018/ijsi.2020040106.

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The agile model is a very vast and popular model in use in the software industry currently. It changes the way software is developed. It was introduced in 2001 to overcome deficiencies of software development in a workshop arranged by researchers and practitioners who were involved with the agile concept. They introduced the complete agile manifesto. The agile model has main components that make it more viable for use in well-organized software development. One of these is scrum methodology. The reason for the agile-scrum popularity is its use for small-scale projects, making small teams and allows change requests at any stage of a project from the client. It works for client satisfaction. Instead of so much popularity and distinctive features, agile-scrum also has some limitations when used for large scale projects development that makes it less efficient for development. This article discusses the agile-scrum methodology and its limitations when using for large-scale project organization.
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Nicolaysen, Torstein, Richard Sassoon, Maria B. Line, and Martin Gilje Jaatun. "Agile Software Development." International Journal of Secure Software Engineering 1, no. 3 (July 2010): 71–85. http://dx.doi.org/10.4018/jsse.2010070105.

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In this article, the authors contrast the results of a series of interviews with agile software development organizations with a case study of a distributed agile development effort, focusing on how information security is taken care of in an agile context. The interviews indicate that small and medium-sized agile software development organizations do not use any particular methodology to achieve security goals, even when their software is web-facing and potential targets of attack. This case study confirms that even in cases where security is an articulated requirement, and where security design is fed as input to the implementation team, there is no guarantee that the end result meets the security objectives. The authors contend that security must be built as an intrinsic software property and emphasize the need for security awareness throughout the whole software development lifecycle. This paper suggests two extensions to agile methodologies that may contribute to ensuring focus on security during the complete lifecycle.
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Alyahya, Sultan, and Ohoud Almughram. "Managing User-Centered Design Activities in Distributed Agile Development." Interacting with Computers 32, no. 5-6 (September 2020): 548–68. http://dx.doi.org/10.1093/iwc/iwab010.

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Abstract The integration of user-centered design (UCD) activities into agile information systems development has become more popular recently. Despite the fact that there are many ways the merging of UCD activities into agile development can be carried out, it has been widely recognized that coordinating design activities with development activities is one of the most common problems, especially in distributed environments where designers, developers and users are spread over several sites. The main approach to coordinate UCD activities with distributed agile development is the use of informal methods (e.g. communication through using video conference tools). In addition to the temporal, geographical and socio-cultural barriers associated with this type of methods, a major limitation is a lack of awareness of how UCD activities and development activities affect each other. Furthermore, some agile project management tools are integrated with design platforms but fail to provide the necessary coordination that helps team members understand how the design and development activities affect their daily work. This research aims to support the effective management of integrating UCD activities into distributed agile development by (i) identifying the key activity dependencies between UX design teams and development teams during distributed UCD/agile development and (ii) designing a computer-based system to provide coordination support through managing these activity dependencies. In order to achieve these objectives, two case studies are carried out. Our findings revealed 10 main dependencies between UCD design teams and development teams as shown by six types of activity. In addition, the participatory design approach shows that developing a computer-based system to manage seven of these selected dependencies is achievable.
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Dissertations / Theses on the topic "Distributed Agile Development"

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Gurram, Chaitanya, and Srinivas Goud Bandi. "Teamwork in Distributed Agile Software Development." Thesis, Blekinge Tekniska Högskola, Sektionen för datavetenskap och kommunikation, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-5379.

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Context: Distributed software development has become a most desired way of software development. Application of agile development methodologies in distributed environments has taken a new trend in developing software due to its benefits of improved communication and collaboration. Teamwork is an important concept that agile methodologies facilitate and is one of the potential determinants of team performance which was not focused in distributed agile software development. Objectives: This research shed a light on the topic of teamwork in the context of distributed agile software development. The objectives are to identify the factors contributing teamwork of distributed agile teams along with the dependencies between the factors. And, as it is not without challenges to work with unity in a heterogeneous environment, identification of challenges related to teamwork factors of distributed agile teams along with the mitigation strategies is an another objective. Methods: A systematic literature review (SLR) was employed to identify the teamwork factors along with their dependencies and corresponding challenges and mitigation strategies of each teamwork factor from state-of-the-art literature. Quasi-gold standard method was employed as search strategy in SLR to find out the primary studies representing the objective under investigation. Further a survey was conducted with industrial practitioners working in distributed agile projects to validate the findings from state-of-the-art literature. Results: A total of 13 teamwork factors (i.e. team orientation, shared leadership, mutual performance monitoring, backup behavior, feedback, team autonomy, team learning, coordination, communication, trust, collective culture, ease of use of technology, team familiarity), a set of nine dependencies between the teamwork factors and 45 challenges and 41 mitigation strategies related to the teamwork factors were identified from state-of-the-art literature. From survey result, communication, coordination, trust and team orientation were identified as four most important teamwork factors for distributed agile teams. Out of nine dependencies, seven were supported and two were not supported by the practitioners of distributed agile projects. Additionally, nine challenges and 12 mitigation strategies were identified through survey. Conclusions: From this study, we conclude that communication is the top most important factor for successful teamwork of distributed agile teams. And, unlike its prime importance in distributed software development for getting teams work together, trust was identified with a third priority for successful teamwork of distributed agile teams. Similar to the findings of the agile teams, team autonomy was identified with least importance towards the successful teamwork of distributed agile teams. Results of dependencies show that there is need for future research to explore all the dependencies between the teamwork factors. Furthermore, there are teamwork factors with no challenges and mitigation strategies being identified in state-of-the-art literature but later, through survey it was found that practitioners are facing the challenges for that particular teamwork factor. Though, this study identified those missed challenges, due to the limited number of participants involved in the survey, we cannot conclude that these were the only challenges faced in relation to the teamwork. Hence, there is a need to have a dedicated investigation in exploring all the challenges and mitigation strategies, such that it would help the distributed agile teams in attaining the fruitful interactions between them.
H.no. 5-5-289, Prashanth Nagar, Vanasthalipuram, Hyderabad-500070, Andhra Pradesh. India
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Usta, Ahsen Serkan. "Tool Support For Distributed Agile Software Development." Master's thesis, METU, 2006. http://etd.lib.metu.edu.tr/upload/12607156/index.pdf.

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Agile Software Development has gained popularity with their people centric view and their common practices for developing software in today&rsquo
s volatile business world where change on requirements is unavoidable. However
the efficiency of the project depends on the communication and the collaboration of the team, which are supported by the co-location of the team. But in some cases colocation of the team cannot be realized, thus agile processes should also support distributed teams. This point was observed by Kircher, Jain, Corsaro, and Levine [31] and they suggested Distributed eXtreme Programming (DXP) after they prepared a study using offthe- shelf software products in order to replace the effect of face-toface communication on the efficiency of the application of agile processes with the aid gathered from tool support. In this study some available tool support for distributed agile software development is investigated and a tool is developed and presented in order to support software configuration management as well as increasing collaboration and communication of the team. The tool is then evaluated from a user&rsquo
s perspective and it is compared with some available software configuration management tools.
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Shahriyari, Salman. "Distributed Agile Development; Suitability, Challenges and Practices." Thesis, Högskolan i Borås, Institutionen Handels- och IT-högskolan, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:hb:diva-17340.

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Uncertainty in software development and business environment and the need to increase thespeed of development have driven organizations to search for methods that are responsive toboth change and speed. Providing iterative development, agile development involvescustomers and users through different phases of development, and delivers frequent releasesof software to customer while receives the corresponding feedback. Using this approach, agiledevelopment thus aims at addressing mentioned issues of speed and uncertainty whiledeveloping only what customer needs from the beginning of the project. On the other hand,distributed software development is used in many organizations to reach global talent andglobal market. The problems associated with distributed software development such as lack ofenough communication and team coherency, have forced project managers to combine it withagile to mitigate these social problems. This study focuses on distributed agile development,its suitability for a typical project and its challenges and deficiencies. Text analysis andinterviews using qualitative methods are used in this scientific research work. From thetheoretical view point, different text covering agile methodology, distributed development andcombination of them were considered. This study covered two parts: first, an evaluation ofagile and distributed development opportunities and problems to help determine whether ornot distributed development is suitable for a project and second, considering the challengesonce starting to use this method and practices required to regard them. For the empirical part,the focus was put on Volvo IT employees by having seven interviews with members who arecurrently active in distributed agile development. These interviews were used to compare andverify the finding of the theoretical part. The results of the study were categorized into twosections. In the first part, important elements required to verify the suitability of using thismethod are provided. The recommended factors for this evaluation are cost, productivity,customer, team structure, etc. In the second part, the challenges of using distributed agiledevelopment were categorized into four parts: (a) challenges of selected agile method, whichthe focus in this study is Scrum, (b) challenges with time-zone differences, (c) communicationchallenges and (d) finally team building challenges. The required practices to address thesechallenges were also provided.
Program: Masterutbildning i Informatik
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Alqahtani, Abdullah Saad H. "An investigation into distributed agile software development." Thesis, Glasgow Caledonian University, 2014. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.688299.

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Kuziwa, Ally, and Kazibwe Flavia Ndagire. "Application of Agile Methods in Distributed Software Development." Thesis, Umeå universitet, Institutionen för informatik, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-122495.

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Agile software development methods are characterized by developer’s empowerment through self-organization, incremental requirements and constant knowledge sharing. Despite some effort to elaborate how successfully agile methods can be applied in co-located development teams, little is known on how the same is done when the development teams are distributed. Our research focus is to uncover factors that influence the successful application of agile methods in distributed development teams using a software development company as our case study. With three distributed teams applying different agile methods, we conducted focused ethnography alongside interviews to comprehend what and how various factors under distributed development teams influence successful agile methods application. It seems, all that matters is team structure, team spirit, effective communication, product requirements, and knowledge sharing. The team structure has more influence than other factors and therefore our suggestions for successful application of agile methods in distributed software development is to focus on the development team, above all factors. The analysis shows that the development methods themselves have little to do with the successful application of agile methods in distributed software development teams.
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Kausar, M. "Distributed agile patterns : an approach to facilitate agile adoption in offshore software development." Thesis, University of Salford, 2018. http://usir.salford.ac.uk/46308/.

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Over a decade, companies have been using agile methods for the development of software. However with the increasing trends of offshore software development, companies are becoming more interested in using agile methods for such projects. While offshore development has several dynamic benefits such as cost reduction, flexibility, proximity to market, concentration on core processes and easy access to talent, they have introduced new challenges, such as trust, socio-cultural, communication and coordination, and knowledge transfer issues. These challenges not only affect the development process but also affect the applicability of agile practices in offshore development. As a consequence, companies have been modifying and adapting agile practices to overcome these challenges. However there has been little effort put to collect and document the common practices that have been used repeatedly to solve recurring problems in offshore development. Using the systematic literature review approach and applying customised search criteria based on the research questions, we identified and reviewed over 200 cases from literature. As part of this research we also conducted semi-structured interviews, in which we involved practicing professionals who were working with distributed teams. As a result, we identified and documented a number of solutions to address the common agile issues in software development, which we classified as distributed agile patterns. This research presents the challenges caused by offshore development, how they affect the applicability of agile practices in offshoring. We have then developed a catalogue containing the identified fifteen distributed agile patterns and have classified them into four categories. We have used a case study to explain how these patterns can be applied in offshore software development. To verify and validate our catalogue, we conducted a reflection workshop, in which we invited professionals to review and comment on the patterns. The participants engaged in reviewing the patterns and gave constructive feedback, which helped in improving the catalogue. Based on their feedback, the distributed agile patterns catalogue was finalised. The catalogue can help practitioners make a more informed decision while choosing agile for their offshore projects.
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Lindström, Erik. "Agile requirements engineering in globally distributed software development projects." Thesis, KTH, Industriell ekonomi och organisation (Inst.), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-281885.

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Requirements engineering remains an important discipline to reduce costs, development times and improve quality in software engineering projects. With Agile methods gaining prominence in a rapidly globalized world, many requirements engineering efforts are today made in distributed contexts, with both teams and stakeholders being separated by physical and organisational distances. At the same time, it is not well understood how agile methods for requirements engineering apply to distributed contexts. This thesis investigates the implementation and use of agile methods for requirements engineering in distributed software engineering contexts. Observations made over a three-month study of the CHAMP project, a joint IT and process development effort between major European truck manufacturers Scania and MAN, are used to assess how commonly practices agile methods perform when implemented over distances. The case study of the CHAMP study suggests that the implementation of agile methods is highly context-sensitive, with limited current opportunities to formulate general heuristics for successful applications. The results of the CHAMP study indicate that distributed contexts hamper team communications when compared to co-located efforts, making it more difficult to implement an overall agile project model. However, individual methods, particularly the use of work backlogs, are found to offer increased structural flexibility beneficial to distributed workflows. Additionally, the CHAMP observations suggest implementing agile methods in new contexts requires an organisational mandate, as agile workflows are less predictable than linear models and can expose the surrounding organisation to higher uncertainty.
Kravhantering är fortsatt ett viktigt verktyg för att reducera kostnader, utvecklingstider och öka leveranskvalitet i mjukvaruutveklingsprojekt. Då agila metoder har blivit allt vanligare i en snabbt globaliserad värld, genomförs idag många kravhanteringsprocesser i utspridda sammanhang, där både projektets personal och intressenter är separerade av fysiska och organisatoriska avstånd. Samtidigt är det inte väl förstått hur agila metoder för kravhantering applicerar i utspridda sammanhang. Detta examensarbete undersöker hur agila metoder han implementeras och användas för kravhanteringsprocesser i utspridda mjukvaruutvecklingsprocesser. Observationer insamlade under en tremånadersstudie av CHAMP-projektet, ett gemensamt IT- och affärsutvecklingsprojekt mellan de stora europeiska lastbilstillverkarna Scania och MAN, används för att bedöma hur vanligt förekommande agila metoder fungerar när de tillämpas i agila sammanhang. Fallstudien av CHAMP-projektet indikerar att den specifika kontexten kan kraftigt påverka implementationen ag agila metoder, vilket för närvarande begränsar möjligheten att formulera generella tumregler för hur de framgångsrikt kan lanseras. CHAMP-studiens resultat påvisar att utspridda projekt har svårare att kommunicera jämför med samlokaliserade grupper, vilket gör det svårare att implementera sammanhållet agila projektmodeller. Samtidigt kan enskilda agila metoder, särskilt användningen av backlogs, hjälpa till att öka flexibiliteten i projekt, vilket är värdefullt i utspridda arbetsprocesser. Slutligen påvisar observationerna från CHAMP-projektet att det är viktigt med ett organisatoriskt mandat vid implementationen av agila metoder, då de är mindre förutsägbara än linjära processer och kan utsätta omkringliggande organisationer för högre osäkerhet.
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Mak, David K. M. "NextMove : task coordination in a distributed agile development environment." Thesis, University of British Columbia, 2007. http://hdl.handle.net/2429/31977.

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While task coordination has always been a challenge for software project managers, the emerging trend of distributed development adds a new dimension to the conundrum. This thesis describes NextMove, a tool which relieves the project manager from the mundane work of day-to-day task assignment to team members, as well as the heuristic processes behind NextMove. NextMove leverages common practices in software engineering and multi-criteria decision-making processes in order to continuously evaluate the pertinence of tasks that are currently available in the project and advise the team on what to do next as the project progresses. Two methods were used to validate the evaluation approaches behind NextMove: project simulations and experiment with human subjects. Simulation results show that teams that make use of NextMove's heuristic process consistently post shorter project completion times than at least 80% of randomized executions of the same project. The experiment yielded less optimistic results, with conflicting results between different experiment sessions. However, important lessons were learned during the experiment and they open avenues for further research and improvement on NextMove.
Applied Science, Faculty of
Electrical and Computer Engineering, Department of
Graduate
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Gillo, Nilsson Catherine, and Daniel Karlsson. "Implementing Agile project methods in globally distributed teams." Thesis, Karlstads universitet, Handelshögskolan, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:kau:diva-35321.

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The objective of the study was to generate a ‘theory’/ ‘hypothesis’  on the important factors to focus on in implementing agile project methods in globally distributed teams. Using the grounded theory method, five key categories emerged from the so-called theoretical sampling, which entails the joint collection of data, coding and analysis. The study involved 33 individuals in four different companies, three in the Philippines and one in Sweden. The data collected for this thesis consisted of individual interviews in the Philippines and Sweden (Sept-Dec 2014), focus group sessions, observations of formal agile practices and experiences in the substantive area, conducted in the Philippines during the period Sept-Nov 2014.  The following five key categories emerged as the main concerns of the individuals involved in implementing agile project methods in globally distributed teams in software development projects:  (i) Working Communication, (ii)  Self-organizing Teams, (iii) People-centric organization, (iv) Continuous Learning and (v) Sustaining Infrastructure.  The respondents meant that these concerns should be addressed and resolved in such a way that the implementation of Agile project methods would resemble the case of a collocated Agile project team. The key categories, their fundamental characteristics and the subconcepts behind them were presented and analyzed in relation to the empirical data.The analysis included reported incidents and direct citations from the respondents, focus groups and from observations during the field study, in order to shed light on the process used to arrive to the categories, as well as explain the characteristics of the concepts in the emerging ‘grounded hypothesis’.
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Modi, Sunila. "Exploring the emergence of collaborative practices in globally distributed agile software development." Thesis, Brunel University, 2018. http://bura.brunel.ac.uk/handle/2438/16368.

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Agile software development approaches have emerged as a response to perceived frustrations of more heavyweight plan-driven methods, and have now become well established within the information systems field. More recently, there has been a tremendous growth in applying agile methods in globally distributed settings. In light of this, there is a pressing need to understand how agile practices are adapted which were originally conceived for collocated settings, and now actually being used in globally distributed settings, taking into account the challenges posed by such contexts. The aim of this thesis is to contribute to this research gap, with a quest to better understand and unpack the "black-box" of how collaborative practices evolve within global agile settings. The value of this research lies in improving and advancing our understanding of the challenges the team members go through in adapting agile practices in global contexts. The research also explores how collaborative practices can support agility in globally distributed settings. In order to contribute to knowledge and increase conceptual clarity, there is a need to carry out in-depth and in-situ research within an organisational context. By taking a socio-technical perspective this study intends to extend our existing knowledge on how collaborative practices are evolving in real-time practice within globally distributed agile settings. The empirical evidence is drawn from a globally distributed team, operating in a global financial bank with offices based in London and Delhi. Interpretive research methods including semi-structured interviews and observations are used to understand team members' experiences of developing collaborative practices in a globally distributed context. Although existing literature on agile software development acknowledges the intrinsic significance of collaboration for effective functioning of agile methods, current studies fail to demonstrate a situated practice perspective on how collaborative practices are adapted in globally distributed settings. This study enlists the analytical concepts of boundary objects and Pickering's "mangle of practice" to better understand the process of how collaborative practices evolve in globally distributed agile teams. The resulting analysis provides us with a much more nuanced understanding of how interactions take place in developing collaborative practices in globally distributed contexts. The findings reveal that collaborative practices within such settings tend not to follow from pre-set expectations of how agile practices should work, but are temporally emergent. Team members have to revise collaborative practices through an ongoing process of mutual "tuning" within their situated contexts, in order to achieve a gradual state of interactive stability or a steadiness of practices. The results demonstrate how actors address the challenges in developing shared understandings to drive forward the joint software development process across global locations and move towards supporting agility within the projects. The thesis presents a pluralistic conceptual framework called the Collaborative Tuning Approach, which aids in gaining critical insights of issues related to adapting agile practices and also demonstrates how collaborative practices can act as enabler to achieving agility in such settings. The framework explains the challenges the team members face and how these are overcome when attempting to modify practices and indeed how these evolve through an ongoing state of flux and uncertainty leading to hybrid agile practices.
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Books on the topic "Distributed Agile Development"

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Agile software development with distributed teams: Staying agile in a global world. New York, N.Y: Dorset House Pub., 2010.

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1972-, Surdek Steffan, and Ganis Matt 1963-, eds. A practical guide to distributed Scrum. Upper Saddle River, NJ: IBM Press/Pearson, 2010.

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Moe, Nils Brede, Darja S̆mite, and Pär J. Ågerfalk. Agility across time and space: Implementing agile methods in global software projects. Berlin: Springer, 2010.

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Distributed Agile : DH2A: The Proven Agile Software Development Approach and Toolkit for Geographically Dispersed Teams. Technics Publications, LLC, 2011.

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Sturm, Rick A., Dennis Drogseth, and Dan Twing. CMDB Systems: Making Change Work in the Age of Cloud and Agile. Elsevier Science & Technology Books, 2015.

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Moe, Nils Brede, Darja Mite, and P. R. J. Gerfalk. Agility Across Time and Space. Springer, 2010.

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Book chapters on the topic "Distributed Agile Development"

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Feitoza Gonçalves, Wellington, Ivaldir de Farias Junior, Renata Kalina de Paulo Alves, Pedro Luis Saraiva Barbosa, Herlon Ribeiro Parente Cortez, Isaac Bezerra de Oliveira, Marcelo Mendonça Teixeira, and Nelson Leitão Júnior. "Using Agile Methods in Distributed Software Development Environments." In Agile Methods, 16–27. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-55907-0_2.

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Šmite, Darja, Nils Brede Moe, and Pär J. Ågerfalk. "Fundamentals of Agile Distributed Software Development." In Agility Across Time and Space, 3–7. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-12442-6_1.

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Poole, Charles J. "Distributed Product Development Using Extreme Programming." In Extreme Programming and Agile Processes in Software Engineering, 60–67. Berlin, Heidelberg: Springer Berlin Heidelberg, 2004. http://dx.doi.org/10.1007/978-3-540-24853-8_7.

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Alzoubi, Yehia Ibrahim, and Asif Qumer Gill. "An Agile Enterprise Architecture-Driven Model for Geographically Distributed Agile Development." In Lecture Notes in Information Systems and Organisation, 63–77. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-30133-4_5.

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Dorairaj, Siva, James Noble, and Petra Malik. "Effective Communication in Distributed Agile Software Development Teams." In Lecture Notes in Business Information Processing, 102–16. Berlin, Heidelberg: Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-642-20677-1_8.

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Dorairaj, Siva, James Noble, and Petra Malik. "Understanding Team Dynamics in Distributed Agile Software Development." In Lecture Notes in Business Information Processing, 47–61. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-30350-0_4.

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Razzak, Mohammad Abdur, Touhid Bhuiyan, and Rajib Ahmed. "Knowledge Management in Distributed Agile Software Development Projects." In IFIP Advances in Information and Communication Technology, 107–31. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-28868-0_7.

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Gill, Asif Qumer, and Devesh Maheshwari. "Applying DevOps for Distributed Agile Development: A Case Study." In Transactions on Computational Science and Computational Intelligence, 719–28. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-70873-3_50.

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Tahir, Faiza, and Irfan Anjum Manarvi. "Agile Process Model and Practices in Distributed Environment." In Concurrent Engineering Approaches for Sustainable Product Development in a Multi-Disciplinary Environment, 1169–80. London: Springer London, 2012. http://dx.doi.org/10.1007/978-1-4471-4426-7_98.

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Cau, Alessandra. "Exploring XP’s Efficacy in a Distributed Software Development Team." In Extreme Programming and Agile Processes in Software Engineering, 317–18. Berlin, Heidelberg: Springer Berlin Heidelberg, 2005. http://dx.doi.org/10.1007/11499053_65.

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Conference papers on the topic "Distributed Agile Development"

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Smits, Hubert, and Guy Pshigoda. "Implementing Scrum in a Distributed Software Development Organization." In AGILE 2007 (AGILE 2007). IEEE, 2007. http://dx.doi.org/10.1109/agile.2007.34.

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Dorairaj, Siva, and James Noble. "Agile Software Development with Distributed Teams: Agility, Distribution and Trust." In 2013 Agile Conference (AGILE). IEEE, 2013. http://dx.doi.org/10.1109/agile.2013.7.

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Kajko-Mattsson, Mira, Gayane Azizyan, and Miganoush Katrin Magarian. "Classes of Distributed Agile Development Problems." In 2010 AGILE Conference. IEEE, 2010. http://dx.doi.org/10.1109/agile.2010.14.

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Hamid, Aisha Mohammed Elhassan. "Upgrading distributed agile development." In 2013 International Conference on Computing, Electrical and Electronics Engineering (ICCEEE). IEEE, 2013. http://dx.doi.org/10.1109/icceee.2013.6634027.

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Dorairaj, Siva, James Noble, and Petra Malik. "Knowledge Management in Distributed Agile Software Development." In 2012 Agile Conference. IEEE, 2012. http://dx.doi.org/10.1109/agile.2012.17.

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Sureshchandra, Kalpana, and Jagadish Shrinivasavadhani. "Adopting Agile in Distributed Development." In 2008 IEEE International Conference on Global Software Engineering (ICGSE). IEEE, 2008. http://dx.doi.org/10.1109/icgse.2008.25.

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Young, Cynick, and Hiroki Terashima. "How Did We Adapt Agile Processes to Our Distributed Development?" In Agile 2008 Conference. IEEE, 2008. http://dx.doi.org/10.1109/agile.2008.7.

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Sutherland, Jeff, Guido Schoonheim, Eelco Rustenburg, and Maurits Rijk. "Fully Distributed Scrum: The Secret Sauce for Hyperproductive Offshored Development Teams." In Agile 2008 Conference. IEEE, 2008. http://dx.doi.org/10.1109/agile.2008.92.

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Vallon, Raoul, Christopher Drager, Alexander Zapletal, and Thomas Grechenig. "Adapting to Changes in a Project's DNA: A Descriptive Case Study on the Effects of Transforming Agile Single-Site to Distributed Software Development." In 2014 Agile Conference (AGILE). IEEE, 2014. http://dx.doi.org/10.1109/agile.2014.22.

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dos Santos, Leonardo Sanches, Alexandre L'Erario, Elias Canhadas Genvigir, Andre Luis dos Santos Domingues, and Jose Augusto Fabri. "Improved communication in distributed agile software development." In 2014 9th Iberian Conference on Information Systems and Technologies (CISTI). IEEE, 2014. http://dx.doi.org/10.1109/cisti.2014.6877034.

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