To see the other types of publications on this topic, follow the link: Distributed Agile Development.
Dissertations / Theses on the topic 'Distributed Agile Development'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 30 dissertations / theses for your research on the topic 'Distributed Agile Development.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse dissertations / theses on a wide variety of disciplines and organise your bibliography correctly.
1
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.
Full textAbstract:
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
2
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.
Full textAbstract:
Agile Software Development has gained popularity with their people
centric view and their common practices for developing software in
today&rsquos 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.
3
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.
Full textAbstract:
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
4
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.
Full text
5
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.
Full textAbstract:
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.
6
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/.
Full textAbstract:
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.
7
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.
Full textAbstract:
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.
8
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.
Full textAbstract:
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
9
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.
Full textAbstract:
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’.
10
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.
Full textAbstract:
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.
11
Klinc, Rebecca. "The Effects of Uncertainties in Partially Distributed Agile Software Development Teams." Thesis, KTH, Industriell ekonomi och organisation (Inst.), 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-229937.
Full textAbstract:
Purpose: The purpose of this study is to identify how uncertainties affect a partially distributed team. To do this, the thesis goes into the details of the different types of uncertainties and how they are handled. Design/Methodology/Approach: This research uses a multiple case study with interviews and observations as data gathering methods. The two cases study are first analyzed separately and then a cross case analysis is conducted. Findings: This study showed that uncertainties are mostly correlated to threats and therefor focus lies on mitigating them. Using agile practices allows for a greater flexibility and makes uncertainties more manageable. Practical implications: This study shows the value of following agile principles. It also shows that when choosing to have a partially distributed team one needs to weigh the negative aspects with the positive ones. Originality/Value: This study combines research conducted on partially distributed teams and uncertainties.Syfte: Syftet med denna studie är att identifiera hur osäkerheter påverkar ett delvis distribuerat team. För att göra detta går uppsatsen in i detalj om olika typer av osäkerheter och hur de kan hanteras. Design/Metodologi/Ansats: Denna studie använder sig av fallstudier med intervjuer och observationer som datainsamlingsmetoder. Två fallstudier analyseras först separat och därefter genomförs en korsfallsanalys. Resultat: Denna studie visade att osäkerheter mestadels är korrelerade med hot och därför ligger fokus på att förhindra dem. Genom att använda agila metoder möjliggörs större flexibilitet och gör osäkerheter mer hanterbara. Praktisk betydelse: Denna studie visar värdet av att följa agila principer. Det visar också att när man väljer att ha ett delvis distribuerat team måste man väga de negativa aspekterna med de positiva. Orginalitet/Värde: Denna studie kombinerar forskning som utförs på delvis distribuerade team och osäkerheter.
12
Tornberg, Peder. "Self-organizing Distributed Team : Working agile and effective." Thesis, Blekinge Tekniska Högskola, Institutionen för programvaruteknik, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-16182.
Full textAbstract:
In order for a software development team to be successful, cost effective and perform effectively the team needs to coordinate and communicate sufficiently in order to compensate for the obstacles that a distributed team face. The focus of this report is to observe a distributed team as they try to overcome the obstacles that a distributed team face when it comes to coordination and collaboration. The team is being observed as they try to overcome those obstacles while working on a project for a client in another country. Methods, processes and tools are introduced in order for the team to become a self-organizing distributed team that works agile and effective. With the team being observed throughout the course of the project and the literature review on the subject, this report will analyze the team and the methods used in order to come to a conclusion on what enables a distributed team to become a self-organizing team that works agile and effective in a international market. There are obstacles that a distributed self-organizing team face. With efficient communication methods and tools for coordination the team can become a strong self-organizing team that works agile and productive.
13
Hole, Steinar. "A Case Study of Coordination in Distributed Agile Software Development." Thesis, Norwegian University of Science and Technology, Department of Computer and Information Science, 2008. http://urn.kb.se/resolve?urn=urn:nbn:no:ntnu:diva-8898.
Full textAbstract:
Both global software development and agile approaches have gained significant popularity. Companies even show interest in applying agile approaches in distributed development to combine the advantages of both approaches. This is done despite their differences in key tenets. In their most radical forms, agile and global software development can be placed in each end of a plan-based/agile spectrum because of how work is coordinated. This study describes how four global software development projects applying agile methods coordinate their work. The findings show that there are at least three approaches to distributed Scrum; local Scrum independent of remote team’s approach, multiple Scrum teams coordinated with Scrum of Scrums and geographic transparency and a single distributed Scrum team. It was also found that trust is needed to reduce the need of standardization and direct supervision when coordinating work in a global software development project, and that electronic chatting supports mutual adjustment. Further, co-location and modularization mitigates communication problems, enables agility in at least part of a global software development project, and renders the implementation of Scrum of Scrums possible. Proper mechanisms to provide transparency are needed to achieve mutual adjustment.
14
FAROOQ, USMAN, and MUHAMMAD UMAR FAROOQ. "EXPLORING THE BENEFITS AND CHALLENGES OF APPLYING AGILE METHODS IN OFFSHORE DEVELOPMENT." Thesis, Blekinge Tekniska Högskola, Sektionen för datavetenskap och kommunikation, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-5551.
Full textAbstract:
Context: Global software development is the emerging trend in today’s world as it provides the software companies with certain advantages like access to skill and cheap labor, low development cost etc. There are also many challenges and risks involved in globally distributed software project as compare to co-located projects like communication, coordination and control etc. due to geographical separation. There is also a recent interest in applying agile methods in offshore projects in order to minimize certain offshore challenges. Agile methods in collocated environment demands high communication, coordination and collaboration between the team members. However implementing agile methods in distributed environment is beneficial and challenging too, because of inherited GSD challenges. Therefore, it is necessary to carefully understand the benefits and challenges of applying agile methods in distributed project before actually initiating the development. Objectives: This research study aims to look at current empirical evidence regarding benefits and challenges of applying agile methods in offshore projects, in order to understand it properly. Furthermore, we have examined that which of the benefits and challenges reported in literature can be seen in practice. This helped us in finding out the similarities and differences between the benefits and challenges that are reported in literature and in practice. Methods: To fulfill our aims and objectives we have first conducted the detailed systematic review analysis of the empirical studies from year 2000-2010. The systematic review approach helped us to collect and summarize the empirical data available regarding the benefits and challenges of applying agile methods in offshore projects. The research studies were identified from the most authentic databases that are scientifically and technically peer reviewed such as Inspec and Compendex, IEEE Xplore, ACM digital library, Springer Link, Science Direct, Google Scholar, Scopus, ISI Web of Knowledge and Willey Inter Science Journal Finder. Furthermore, industrial survey was conducted in order to identify whether the benefits and challenges enlisted in literature can be confirmed by practitioners. This helped us in determining the similarities and differences between benefits and challenges that are reported in empirical literature and industrial survey. Results: From systematic review results, we have found the list of benefits and challenges of most applied agile practices such as daily scrum meetings, sprint planning meetings, sprint review meetings, retrospective meetings, pair programming, short release and on-site customer. The most common benefits related to above identified agile practices are early problem identification, project visibility, increase communication, coordination and collaboration, trust, clarification of work and requirements, early client feedback and customer satisfaction. Similarly the most common challenges associated with above identified agile practices are lack of linguistic skills, culture differences and temporal differences. From survey result, it was found that the majority of benefits and challenges identified through literature review are prevalent in software industries to some extent. We were able to identify the benefits and challenges of agile practices such as daily scrum, sprint planning meetings, sprint review, retrospective meetings and short release. The most common benefits of above identified agile practices highlighted by survey participants are project visibility, early problem identification, increase coordination, opportunity for knowledge sharing and transferring, immediate feedback from client, and opportunity for understanding the task properly. Similarly the most common challenges identified by survey participants are language problems, temporal difference and difficult to explain and understand problems or issues over communication technologies. However, there are certain challenges like trust and culture issues, which have received most attention in the empirical literature, but are not identified by majority of industry respondents. Conclusions: From the information attained so far regarding the benefits and challenges of agile methods in offshore projects, we observed that there is an emerging trend of using agile methods in offshore projects and practitioners actually found it beneficial. The benefits of agile practices does not achieve straightaway there are certain challenging factors of GSD too, which can restrict the implementation or make the methodology not useful such as communication, coordination and collaboration. These challenges are usually occurred due to geographical separation, lack of trust and linguistic skills, culture difference etc. The presented work add contribution in a sense as to the best of our knowledge no systematic review effort has been done in this area with specifically focuses on highlighting the benefits and challenges. From survey results we found that majority of benefits and challenges highlighted by survey participants are to some extent same with what we have already studied in literature. However there are certain important challenges which have received most attention in empirical literature but were less identified by the survey participants like trust issue and culture difference. The benefits and challenges identified through industrial survey do not add much information into our attention. This does not mean that all possible benefits and challenges of applying agile methods in offshore project have been explored. The responses which were received from industry practitioners were quite few to make any kind of arguments. There is a probability that we missed the important benefits and challenges related to particular agile practices during our industrial survey. Therefore we conclude that a much thorough and inclusive answers should be required to identify the benefits and challenges of applying agile methods in offshore projects.
15
Persson, Johan. "Communication through boundary objects in distributed agile teams : An integration of user-centered design and agile development." Thesis, Linköpings universitet, Institutionen för datavetenskap, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-109324.
Full textAbstract:
The use of agile methods continues to increase within software development but the agile processes do not contain the necessary steps to account for the user and realize the usability of the system. It seems it is therefore necessary to integrate the UCD methodology and agile methodology. What this integration should look like is not always apparent as the integration needs to be adapted to the specific context in each organization. Accompanied by a pre-study which identified difficulties with the integration, the current study examines how UCD specialists experience the communication through boundary objects in distributed agile teams. Furthermore the study examines how the understanding of the user is communicated to the developers in the agile teams and the potential of doing so with a design rationale. A case study was therefore performed with interviews of six UCD specialists to try to answers these questions. A content analysis was performed in relation to each research question and identified a number of themes relating to the experiences concerning; (1) communication through boundary objects, (2) how an understanding of the user is communicated, and (3) opinions of using design rationale for this purpose. Some of the conclusions drawn are that boundary objects only aim at communicating the interaction with the system, that they should be viewed as communication aids as they are not stand-alone and making them comprehensive would be even more time consuming. Furthermore, personas are not deemed fitting for communicating the understanding of the user to developers. This should instead be done by allowing developers to participate in user research.
16
Schtein, Igor A. "Management Strategies for Adopting Agile Methods of Software Development in Distributed Teams." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5417.
Full textAbstract:
Between 2003 and 2015, more than 61% of U.S. software development teams failed to satisfy project requirements, budgets, or timelines. Failed projects cost the software industry an estimated 60 billion dollars. Lost opportunities and misused resources are often the result of software development leaders failing to implement appropriate methods for managing software projects. The purpose of this qualitative multiple case study was to explore strategies software development managers use in adopting Agile methodology in the context of distributed teams. The tenets of Agile approach are individual interaction over tools, working software over documentation, and collaboration over a contract. The conceptual framework for the study was adapting Agile development methodologies. The targeted population was software development managers of U.S.-based companies located in Northern California who had successfully adopted Agile methods for distributed teams. Data were collected through face-to-face interviews with 5 managers and a review of project-tracking documentation and tools. Data analysis included inductive coding of transcribed interviews and evaluation of secondary data to identify themes through methodological triangulation. Findings indicated that coaching and training of teams, incremental implementation of Agile processes, and proactive management of communication effectiveness are effective strategies for adopting Agile methodology in the context of distributed teams. Improving the efficacy of Agile adoption may translate to increased financial stability for software engineers across the world as well as accelerate the successful development of information systems, thereby enriching human lives.
17
Standar, Magnus. "Continuous architecture in a large distributed agile organization : A case study at Ericsson." Thesis, Linnéuniversitetet, Institutionen för datavetenskap (DV), 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-65014.
Full textAbstract:
Agile practices have become norm, also in large scale organizations. Applying agile methods includes introducing continuous practices, including continuous architecture. For web scale applications microservices is a rising star. This thesis investigates if microservices could be an answer also for embedded systems to tackle the synchronizing problem of many parallel teams.
18
Yang, Jinsong, and Ali Iqram Mohamed. "Identify the challenges of communication in implementing Agile Scrum in Embedded system development in distributed team." Thesis, Blekinge Tekniska Högskola, Institutionen för industriell ekonomi, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-21801.
Full text
19
Sharp, Jason H. "Globally Distributed Agile Teams: An Exploratory Study of the Dimensions Contributing to Successful Team Configuration." Thesis, University of North Texas, 2008. https://digital.library.unt.edu/ark:/67531/metadc9737/.
Full textAbstract:
Drawing upon configurational theory, work group design research, virtualness concepts, and the software agility literature, the purpose of this study was to provide a starting point for theorizing about the successful configuration of globally distributed agile teams by exploring the dimensions of team structure, virtualness, and agility. Due to the complex nature of this topic, the need to examine the phenomenon within its natural setting, and the limited amount of research that has been conducted in this particular area, this study adopted an embedded multiple-case research design. The primary data collection method consisted of semi-structured interviews involving members of globally distributed agile teams within three U.S. based organizations with members located in distributed sights in multiple countries. Additional data were collected from archival records. Within-case and cross-analysis was conducted using qualitative data analysis software. This study provides a starting point for answering the question of how the configuration of globally distributed agile teams differs from the configuration of other types of globally distributed teams; it synthesizes past research and findings into a comprehensive theoretical framework; it provides a starting point for theorizing about the successful configuration of globally distributed agile teams; it helps practitioners to identify and address the challenges related to the configuration of globally distributed agile teams; and it presents a set of best practices which will inform organizations on how to configure their globally distributed agile teams.
20
Rangevik, Alexander. "Software Development across Time Zones : A Study of Globally Distributed Software Development in Small Enterprises." Thesis, Uppsala universitet, Informationssystem, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-203325.
Full textAbstract:
Globally distributed software development has become an important topic for small and medium enterprises. However, the distinct requirements of small and medium enterprises (SMEs) are still not fullyunderstood. To contribute to this growing discussion, I will present an ethnographical field study of a Swedish software company engaged in a distributed development practice with its American branch. By applying a theoretical view based on communication, coordination and control over time, space and socio/cultural difference, I show to what extent a distributed software development model affects SMEs. Whereproblems related to formal and informal communication, knowledge sharing, articulation work and programming methodologies are discussed. My findings suggest that organizational adjustments are needed for SMEs in order to take advantage of distributed software development (DSD), that specialized tools supporting coordination and articulation work is not so common in practice and that certain adjustment to agile methodologies could be made in order to better support DSD.
21
Rahman, Md Shoaib, and Arijit Das. "MITIGATION APPROACHES FOR COMMON ISSUES AND CHALLENGES WHEN USING SCRUM IN GLOBAL SOFTWARE DEVELOPMENT." Thesis, Blekinge Tekniska Högskola, Institutionen för programvaruteknik, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-3424.
Full textAbstract:
Context. Distributed software development teams frequently faced several issues from communication, co-ordination and control aspects. Teams are facing these issues because between teams there is socio-cultural distance, geographical distance and temporal diatance. So, the purpose of the study is to find out the acts when distributed Scrum teams face the problems. Objectives. There are several numbers of common GSD challenges or issues exist; such as, face to face meetings difficult, increase co-ordination costs and difficult to convey vision & strategy so on. The purpose of this study was to search, additional frequently occurred Global Software Development (GSD) issues or challenges. As well as, to find out the mitigation strategies, those practices by the Scrum practitioners (distributed software environment) in the industry. Methods. In this study, systematic literature review and scientific interview with distributed Scrum practitioners were conducted for empirical validation. One of the purpose for interview was to get challenges & mitigations from distributed Scrum practitioners point of view; as well as, verifying the literature review’s outcomes. Basically, we have extended the Hossain, Babar et al.’s [1] literature review and followed the similar procedures. Research papers were selected from the following sources, such as, IEEEXplore, ACM Digital library, Google Scholar, Compendex EI, Wiley InterSciene, Elsevier Science Direct, AIS eLibrary, SpringerLink. In addition, interviews were conducted from the persons who have at least six months working experience in a distributed Scrum team. Moreover, to analyze the interviews thematic analysis method has been followed. Results. Three additional common GSD challenges and four new mitigation strategies are found. Among the additional issues, one of them is communication issues (i.e. lack of trust/teamness or interpersonal relationship) and rest of them are co-ordination issues (i.e. lack domain knowledge/ lack of visibility and skill difference and technical issues). However, additional mitigation strategies are synchronizing works, preparation meeting, training and work status monitoring. Finally, frequently faced GSD issues are mapped with mitigation strategies by basing on the results obtained from SLR and interviews. Conclusions. Finally, we have got three additional GSD issues (such as, lack of trust/ teamness/ interpersonal relationship, lack of visibility/ lack of knowledge and difference in skills & technical issues) with the existing twelve common communication, co-ordination and control issues. The mitigation techniques (such as, synchronized works hour, ICT mediated synchronous communication and visit so on) for the common GSD issues has been found out and validated by Scrum practitioners. Among the existing issues, several of them use new mitigation strategies, those were gotten from practitioners. Moreover, for the two existing control issues (i.e. management of project artifacts may be subject to delays; managers must adapt to local regulations) lessening or mitigation techniques have been addressed by interviewees. This study was carried out to get the common GSD issues & mitigations from literature and distributed Scrum practitioners.
22
Stanberry, Lorena. "Critical Success Factors for Large and Distributed Agile Software Development Projects Using Scrum in U.S.-Based Global Companies." Thesis, Capella University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10748199.
Full textAbstract:
This study expands upon research previously conducted on critical success factors for the implementation of agile software development methodologies. The purpose was to examine the relationships between 12 independent variables, representing possible critical success factors for agile software development projects (Management Commitment, Organization Environment, Team Environment, Team Capability, Customer Involvement, Project Management Process, Project Definition Process, Agile Software Engineering Techniques, Delivery Strategy, Project Nature, Project Type, and Project Schedule); and the dependent variable of project success, consisting of four dimensions (Quality, Scope, Time, and Cost). Participants in the study included 132 practitioners in U.S.-based global companies that have served as product owner, Scrum master, software developer, business analyst, and/or tester, for a completed large and distributed agile software development project using Scrum methodology. Graphical and quantitative data analysis techniques served to examine the study research model and test the hypotheses. Findings from data analysis support that all 12 critical success factors have an impact on the successful resolution of agile software development projects using Scrum methodology in U.S.-based global companies; however, with differing levels of significance. The results reflect all 12 factors are not significant for one or more of four dimensions of project success. Also, results support that five of the 12 critical success factors are significant; however, of these, three ranked higher than the others, and showed a significant effect on more than one of the dimensions of project success. These three factors are Delivery Strategy, Team Capability, and Project Definition Process.
23
Salvador, David Musat. "Hindrances for Agility : Detection and Recommendations." Thesis, Blekinge Tekniska Högskola, Sektionen för datavetenskap och kommunikation, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-3202.
Full textAbstract:
Context. Global Software Development is software work undertaken at geographically separated locations across national boundaries in a coordinated fashion involving real time or asynchronous interaction. Distributed Agile Development aims at the benefits of both Agile Software Development and Global Software Development aiding the distributed teams to overcome the challenges brought by the distribution. Objectives. In this study the author investigates whether a globally distributed company is prepared to be agile, determining hindrances for agile and providing recommendations to mitigate or overcome the detected hindrances. Methods. In this case study, surveys and interviews were used to study the hindrances for agile and literature was used to provide the recommendations towards the detected hindrances. Results. 4 hindrances were detected. Only 1 was justified as necessary for the good performance of the distributed company. Several recommendations to overcome the hindrances were proposed. Both hindrances and proposed solutions were validated by the company representative. Conclusions. We conclude that the studied individuals are willing to be agile. As agile is built bottom-up, the company is prepared to be agile. However, they will not be able to be agile until they overcome or mitigate the detected challenges. In the study, several solutions for it are proposed.
24
Domino, Madeline Ann. "Three studies of problem solving in collaborative software development." [Tampa, Fla] : University of South Florida, 2004. http://purl.fcla.edu/usf/dc/et/SFE0001428.
Full text
25
Shah, Syed Mudassir, and Muhammad Amin. "Investigating the Suitability of Extreme Programming for Global Software Development : A Systematic Review and Industrial Survey." Thesis, Blekinge Tekniska Högskola, Sektionen för datavetenskap och kommunikation, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-3084.
Full textAbstract:
Context: Over the past few years, Global Software Development (GSD) has emerged as an evolving trend in the software industry. The reasons behind this evolution are globalization, economic benefits, time to market, organizational and strategic location, access to skilled labor and reduction of costs. But despite its benefits, GSD also has challenges associated with communication, coordination and control. The challenges are mainly due to temporal, geographical and socio-cultural distances. Due to flexibility, and emphasis on frequent communication in agile methods, researchers have shown interest in incorporating agile methods in GSD. Extreme Programming (XP) is one of the most widely known agile methodologies that values simplicity, communication, courage and feedback. In this research study, we have investigated the suitability of XP in GSD by exploring its benefits and challenges in the state of art and state of practice. Objectives: This study aims at investigating the benefits and challenges associated with the combination of XP and GSD both in the research literature and in practice. The study also explores practices or solutions adopted in order to address the challenges of XP-GSD combination. Moreover, this study compares challenges of XP-GSD combination with the traditional GSD challenges. Methods: This research study has been accomplished with the help of a systematic literature review (SLR) and an industrial survey. For the systematic review, the snowballing approach was applied, and an initial set of papers was selected from IEEE Xplore and Google Scholar. After selecting the initial set of papers, backward snowballing was conducted by searching the reference list of the selected articles. Then, forward snowballing was conducted by looking for the citations of the selected articles. After completing the systematic review, the industrial survey was conducted to complement the findings of the literature review. The data collected from both SLR and survey was analyzed both separately and collectively. Results: Through SLR, we have identified 21 benefits, 17 challenges, and 18 solutions to the identified challenges. The benefits and challenges have been classified according to communication, coordination and control in correspondence with temporal, socio-cultural and geographical distance. From the survey, we have identified 19 benefits, 20 challenges, and 17 solutions to the identified challenges. However, 13 benefits, 9 challenges, and 8 solutions were in common. The majority of challenges found in both literature review and survey were however traditional GSD challenges. Conclusions: The scarcity of research literature in the area suggests that more work needs to be done to successfully implement XP in GSD projects. The benefits and challenges extracted from literature and industry suggest that the application of XP can be beneficial for GSD since the majority of the reported challenges are traditional GSD challenges. Nevertheless, application of XP practices can alleviate these challenges. Based on the results, we conclude that XP can be successfully adopted in GSD projects.
26
Zhong, Patrik. "Riktlinjer for overgangen till distribuerade agila metoder." Thesis, KTH, Skolan för elektroteknik och datavetenskap (EECS), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-294160.
Full textAbstract:
Distribuerade agila mjukvaruutvecklings-metoder har aldrig varit mer populärt. Att kunna arbeta hemifrån för att undvika den dagliga pendlingen eller för att samarbeta med utvecklare utomlands har aldrig varit enklare. Tredjepartsverktyg som Zoom och Google Meet förenklar kommunikationsprocessen, och med introduktionen av verktyg som Visual Studio’s “liveshare” som möjliggör realtids-kodning, har agila metoder verkligen flyttat ut från kontoren. Dock är en av de viktigaste komponenterna av att arbeta agilt att arbeta ansikte mot ansikte, vilket innebär att en av de effektivaste metoderna för kommunikation nu förloras när man flyttas till att arbeta med distribuerade metoder. Att övergå till nya metoder är aldrig enkelt, och när företag övergår till en distribuerad framtid kan mjukvaruutvecklare potentiellt drabbas av denna förändring i miljö och metod. Om företag har riktlinjer för övergången till distribuerade metoder kan det potentiellt göra förflyttninen enklare.Problemet är att det inte finns några sådana riktlinjer. Syftet med denna rapport är att skapa riktlinjer med målet att hjälpa organisationer övergå till distribuerade agila metoder från lokala agila metoder. Metoden i denna rapport är en kvalitativ utforskande litteraturstudie tillsammans med utforskande intervjuer som utforskar de positiva och negativa erfarenheterna utvecklare möter när de gör en övergång till distribuerade metoder. Litteraturstudien användes för att formulera forskningskriterierna och intervjufrågorna. Totalt tillfrågades åtta personer som hade erfarenheter av att göra en övergång till distribuerade agila metoder. Dessa intervjuer resulterade i tre generella riktlinjer som kan användas för att förenkla övergången mellan lokala-och distribuerade agila metoder.Distributed agile software development has never been more popular. Being able to work at home to avoid the commute or simply collaborating with developers abroad has never been easier. Third party tools such as Zoom and Google Meet makes communication easier than ever, and with the introduction of Visual Studio’s live share that enables real-time collaborative coding, distributed agile development truly has moved out of the offices. Yet, one of the core components of the agile working method is working face to face, meaning that one of the most efficient methods of communication is lost upon moving development into a distributed setting. Transitions towards new methods and settings are never easy, and as companies transition towards a remote and distributed future, software developers are potentially burdened by this change in environment. If companies had access to guidelines they could potentially experience a smoother transition. The problem is that there currently do not exist such guidelines. The purpose of this report is to create such guidelines with the goal of helping organizations transition towards distributed agile methods. In this report, the method utilized is a qualitative and explorative literature study, coupled with interviews aimed to explore the positive and negative experiences developers face when transitioning towards distributed methods. A literature study was used to help formulate the research criteria and the interview questions. In total, eight people that had experienced a recent transition towards distributed agile methods were interviewed. These interviews resulted in three general guidelines that can be used to ease the transition between a local and distributed work environment.
27
Mazáková, Zuzana. "Využití agilní metodiky při řízení vývoje softwaru." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2018. http://www.nusl.cz/ntk/nusl-378375.
Full textAbstract:
Diplomová práce se zaměřuje na zefektivnění procesu řízení ve vývoji softwaru, a to integrováním agilní metodiky Scrum do projektu. Navrhnuté řešení obsahuje stěžejní principy a součásti metodologie a jejich konkrétní doporučenou aplikaci v projekte ABC v soulade s jeho specifikami.
28
Löfstedt, Truls, and Daniel Jonsson. "Att koordinera distribuerade IT-projekt med stöd av informations- och kommunikationsteknik : En fallstudie på IFS World Operations AB." Thesis, Linköpings universitet, Institutionen för ekonomisk och industriell utveckling, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-79014.
Full textAbstract:
IT-system utvecklas idag ofta i globalt distribuerade organisationer. Detta görs för att möta de krav som ställs från omgivningen samt för att finna specialkompetens. En global organisation kan medföra distribuerat arbete, alltså att utvecklingsgrupper sprids över flera platser. Ett problem med detta kan vara att få alla delar av verksamheten att arbeta mot ett gemensamt mål. Koordination – att hantera beroenden mellan element i komplexa organisationer för att möjliggöra effektivt arbete mot ett gemensamt mål – blir då en viktig aktivitet. Att kommunicera över distans i den takt organisationen kräver är en omöjlighet utan att implementera informations- och kommunikationsteknik (IKT) – digitala verktyg med fokus på kommunikation och spridandet av information. Vi vill i denna uppsats undersöka hur koordination sker i distribuerade IT-projekt, samt vilken roll IKT-stöd har vid koordination av distribuerade IT-projekt. Syftet med denna studie är att bidra med kunskap gällande användandet av IKT-stöd för koordination i distribuerade IT- projekt. Vi genomför denna kvalitativa fallstudie hos IFS World Operations AB – en global affärssystemsleverantör. Data har samlats in genom intervjuer med personer i olika roller inom det undersökta it projektet. Vi har ställt de empiriska resultaten i relation till teorier inom områden som koordination, IT-projekt samt IKT. Våra resultat visar att koordination i agila, distribuerade IT-projekt sker på två nivåer; strategisk samt operationell koordination. Dessa syftar att uppnå mål på olika nivåer. Vi har också kunnat dela in koordinationshandlingar i tre typer utvecklade från teori och observationer; ömsesidig anpassning, framväxande standardisering och organisationsförvaltning. Vi kan även sluta oss till att IKT-stöd främst förhåller sig till koordination på tre sätt i ett distribuerat IT-projekt; möjliggörande, medierande samt begränsande. Med stöd av de ovan presenterade resultaten har vi tagit fram faktorer vi funnit påverka möjligheten att koordinera IT-projekt. Dessa är; gruppdynamik, graden av distribution, fasta utvecklingsgrupper, utveckla teknik tillsammans med organisation samt standardiserade kommunikationskanaler.Information systems are often developed in globally distributed organizations. Many times the reason for being distributed is to meet requirements and demands from the organizations surrounding and to acquire a specialized set of skills. Global organizations may choose to work distributed, which means that development teams are spread out over multiple locations. This can create problems; how do you make all parts of the organization work together towards a common goal? Thus, coordination – The management of interdependent elements in a complex organization so as to enable them to work together effectively toward a specific goal – becomes important. Long distance communication using information and communication technology (ICT) – digital tools with the purpose of endorsing communication and knowledge – is required to coordinate between locations. In this thesis we examine how coordination is performed in distributed IT-projects. We will also address the role that information and communications technology plays in coordination of these projects. The purpose of the study is to contribute with knowledge in the area of using ICT tools for coordinating distributed IT-projects. This qualitative case study was conducted in cooperation with IFS World Operations AB – a global provider of an Enterprise Resource Planning system. Our empirical data has been collected using five interviews, all with different types of roles from within IT-projects. The data has then been put in relation to theories concerning coordination, IT-projects and ICT. Our findings show coordination in distributed, agile software development projects is working on two levels; strategic and operational coordination. The difference lies with the motivation to complete goals on different levels of the organization. We can also conclude that there are three different kinds of means to carry out coordination; Mutual Adjustment, Emerging standardization and organizational management. Concerning the role of ICT in the coordination of distributed IT-projects we have found it to be threefold; enabling, mediating and limiting. Based on these findings we conclude this study by presenting five factors that influence the ability to coordinate distributed IT-projects. These are: group dynamics, level of distribution, fixed development teams, parallel development of technology and organization and standardized communication channels.
29
Corvera-Stimeling, Fabiola. "IT-Enabled Service Innovation—A Field Study of Agile Approaches to Value Co-Creation." 2015. http://scholarworks.gsu.edu/bus_admin_diss/56.
Full textAbstract:
Service organizations need to respond rapidly to both changes in the market and customer expectations. One way of accomplishing this is through service innovation enacted to achieve competitive advantage. This study applies a service-dominant logic (SDL) lens to describe how a service organization may achieve service innovation through value co-creation that is facilitated by agile distributed methods. Literature on value co-creation is somewhat limited; although a few studies have provided guidance on what is needed to achieve value co-creation, no study has yet presented how this might be achieved. Therefore, using a single-site case study in the context of a large service organization, this study examines how value is co-created and the role that agile distributed methods play in this process. This research seeks to contribute to practice by providing service organizations with recommendations for achieving value co-creation. It contributes to theory by advancing our understanding of value co-creation processes; moreover, by using the context of an SDL, it presents a framework that maps elements of service innovation to agile distributed practices.
30
Lopes, Cristiana Sofia da Silva. "Scrum para ambientes de software distribuído: análise crítica e estudo de casos." Master's thesis, 2014. http://hdl.handle.net/1822/35261.
Full textAbstract:
Dissertação de mestrado integrado em Engenharia e Gestão de Sistemas de InformaçãoA abordagem para o desenvolvimento de software tem despertado grande interesse entre as organizações de todo o mundo, uma vez que apresentam características de uma abordagem simples e flexível num ambiente em constante mudança. Quando o assunto é o desenvolvimento de software, pensamos logo nos modelos que podem ser utilizados, a fim de que o processo de construção seja o mais eficiente possível. Diversas metodologias estão a ser utilizadas no desenvolvimento de software com o propósito de satisfazer o cliente da melhor forma possível. Existem, no entanto, vários riscos associados a este desenvolvimento, destacando-se a possibilidade do produto não cumprir os requisitos pretendidos. Para combater este risco, umas das soluções é a utilização das metodologias ágeis, que são uma alternativa às abordagens tradicionais. Este trabalho, tem por objetivo explicar o que são as metodologias ágeis, através das suas práticas, princípios e métodos, sendo assim, a metodologia Scrum assume-se extremamente ágil e flexível. Da mesma forma, relata-se aqui experiência de adaptar as práticas ágeis, do scrum, no contexto de um projeto distribuído de software, que envolve uma equipa.
The approach to software development has given rise to a great interest among several organizations around the world, since it features a simple and flexible approach in a changing environment. As far as software development is concerned, we normally think about which models can be used in order to make the process the most effective we can get. Several methodologies are being used in software development, in order to development the product in the best possible way. There are several risks associated with this development. One of them is that the product may not meet the desired requirements. To fight this risk, one of the solutions is to use agile methodologies that are alternative to traditional methodologies. The purpose of this paper is to explain what agile methodologies are, such as their practices, principles and methods. The Scrum is assumed as an agile and extremely flexible methodology. It is also about an experience of adapting scrum agile practices in a distributed software project that involves a team.