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Research at Work [clear filter]
Tuesday, August 14

11:00am CDT

Software Change in the Solo Iterative Process: An Experience Report: Vaclav Rajlich, Chris Dorman
This paper reports an experience of a solo programmer who added a new feature into an open source program called muCommander. The process is observed on two granularities: Granularity of software change (SC) and granularity of Solo Iterative Process (SIP). The experience confirms that both SC and SIP process models can be successfully enacted, are able to implement the described feature, and produced a high quality code in reasonable time. The lessons learned, particularly the exit criteria for SC phases, are discussed in more detail in the paper.
http://submit2012.agilealliance.org/files/session_pdfs/Solo Iterative Process.pdf

avatar for Vaclav  Rajlich

Vaclav Rajlich

Professor, Wayne State University
Vaclav Rajlich focuses his research on software development. His papers deal with staged model of software lifespan, Agile development, software change processes and techniques, and similar topics. He published book "Software engineering: The current practice", CRC Press, 2012. He... Read More →

Tuesday August 14, 2012 11:00am - 11:30am CDT
Ft. Worth 7
  Research at Work

11:30am CDT

Knowledge Management in Distributed Agile Software Development: Siva Dorairaj, , James Noble and Petra Malik
Software development teams need highly valuable knowledge to carry out knowledge-intensive development activities. Agile teams are cross-functional teams that promote sharing of project-specific knowledge through frequent face-to-face interaction, effective communication and customer collaboration. Knowledge sharing is difficult for distributed Agile teams due to spatial, temporal, and cultural barriers, which negatively affect face-to-face interaction, communication and collaboration. There seems to be very few studies that focus on knowledge management in distributed Agile teams. Through a Grounded Theory study that involved 45 participants from 28 different software companies in the USA, India and Australia, we investigate distributed software development from the specific perspective of Agile teams. In this paper, we describe how Agile teams gather, store, share and use knowledge in distributed software development.

avatar for Siva Dorairaj

Siva Dorairaj

Teaching Fellow, Victoria University of Wellington
A PhD researcher from Victoria University of Wellington, New Zealand. Through a Grounded Theory study which involved 55 participants from 38 different software companies in the USA, India and Australia, I investigated key concerns of distributed teams in Agile software development... Read More →

Tuesday August 14, 2012 11:30am - 12:00pm CDT
Ft. Worth 7
  Research at Work

1:30pm CDT

A Methodology for Assessing Agile Software Development Methods: Shvetha Soundararajan, James Arthur
Agile methods provide an organization or a team with the flexibility to adopt a selected subset of principles and practices based on their culture, their values, and the types of systems that they develop. More specifically, every organization or team implements a customized agile method, tailored to better accommodate its needs. However, the extent to which a customized method supports the organizational objectives, i.e. the ‘goodness’ of that method, is questionable. Existing agile assessment approaches focus on comparative analyses, or are limited in scope and application. In this research, we propose a structured, systematic, and comprehensive approach to assessing the ‘goodness’ of agile methods. We examine an agile method based on (1) its adequacy, (2) the capability of the organization to support the adopted principles and practices specified by the method, and (3) the method’s effectiveness. We propose the Objectives, Principles and Practices (OPP) Framework to guide our assessment. The Framework identifies (1) objectives of the agile philosophy, (2) principles that support the objectives, (3) practices that are reflective of the principles, (4) linkages among the objectives, principles and practices, and (5) indicators for assessing the extent to which an organization supports the implementation and the effectiveness of that practice. In this paper, we discuss our solution approach, preliminary results, and future work.


Tuesday August 14, 2012 1:30pm - 2:00pm CDT
Ft. Worth 7
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2:00pm CDT

Agile Testing: Past, Present, and Future: Theodore D. Hellmann, Abhishek Sharma,, Jennifer Ferreira and Frank Maurer
Testing has been a cornerstone of agile software development methodologies since early in the history of the field. However, the terminology used to describe the field – as well as the evidence in existing literature – is largely inconsistent. In order to better structure our understanding of the field and to guide future work, we conducted a systematic mapping of agile testing. We investigate five research questions: which authors are most active in agile testing; what is agile testing used for; what types of paper tend to be published in this field; how do practitioners and academics contribute to research in this field; and what tools are used to conduct agile testing? Of particular interest is our investigation into the source of these publications, which indicates that academics and practitioners focus on different types of publication and, disturbingly, that the number of practitioner papers in the sources we searched is strongly down since 2010.

Tuesday August 14, 2012 2:00pm - 2:30pm CDT
Ft. Worth 7
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2:30pm CDT

User Experience Design Goes Agile in Lean Transformation – A Case Study: Minna Isomursu, Petri Voltti,, Markku Halonen and Andey Sirotkin
This paper describes the results of a single-case case study, exploring the role of user experience (UX) work in agile software development. The case study company is a large multinational telecommunication company undergoing a lean transformation process. In this case, lean transformation includes the adoption of agile software development practices. Transformation to agile practices had taken place one year prior to the analysis. The analysis is based on documentation analysis and semi-structured interviews of seven software development professionals. The results show that there were difficulties integrating UX design and software engineering work in an agile and iterative manner. The transition process succeeded in shifting UX and related documentation to a central planning role. The roles of the UX designers in the teams were still under re-definition. There was also a clear need to establish new ways of collaboration between UX professionals and software designers.

Tuesday August 14, 2012 2:30pm - 3:00pm CDT
Ft. Worth 7
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3:30pm CDT

Estimate of the appropriate iteration length in agile development by conducting simulation: Ryushi Shiohama, Hironori Washizaki, Shin Kuboaki,, Kazunori Sakamoto and Yoshiaki Fukazawa
"Agile development refers to the group of software development methodologies based on an iterative and incremental process model. It divides the development period into short time frames called iterations and uses a body of knowledge obtained from past experience called practice to ensure agile software development Although the iteration length is an important factor in agile development however it has so far been decided by the qualitatively and it has been reported that projects with an inappropriate iteration length are more preme to failure. We thus propose a new methodology for estimating an appropriate iteration length through the conduct on of a simulation based on project constraints. In this study we first, propose a method of calculating an appropriate iteration length for a particular project to promote the easy use of agile development. Second, the relationship between the iteration length and project constraints was investigated by varying the parameters to create diverse situations. "

Tuesday August 14, 2012 3:30pm - 4:00pm CDT
Ft. Worth 7
  Research at Work

4:00pm CDT

Agile Development and User Experience Design Integration as an On-going Achievement in Pra: Jennifer Ferreira, Helen Sharp and Hugh Robinson
Little is known about how Agile developers and UX designers integrate their work on a day-to-day basis. While accounts in the literature attempt to integrate Agile development and UX design by combining their processes and tools, the contradicting claims found in the accounts complicate extracting advice from such accounts. This paper reports on three ethnographically-informed field studies of the day-to-day practice of developers and designers in organisational settings. Our results show that integration is achieved in practice through (1) mutual awareness, (2) expectations about acceptable behaviour, (3) negotiating progress and (4) engaging with each other. Successful integration relies on practices that support and maintain these four aspects in the day-to-day work of developers and designers.

Tuesday August 14, 2012 4:00pm - 4:30pm CDT
Ft. Worth 7
  Research at Work

4:30pm CDT

Documentation Work in Agile Teams: The Role of Documentation Formalism in Achieving a Sust: Christoph Johann Stettina, Werner Heijstek and Tor Erlend Fægri
As its second guiding principle, agile software development promotes working software over comprehensive documentation. In this paper we investigate alignment between two different documentation practices and agile development. We report upon an experiment conducted to explore the impact of formalism and media type on various dimensions of documentation practice in agile teams. 28 students in 8 teams were divided into two groups: SAD and UML. Group SAD was to update and deliver their high-level software architecture in form of a textual description defined by RUP templates. Group UML was instructed to update and deliver their low-level software design in form of UML models. Our results show that iterative documentation practices led to more extensive and more detailed textual documentation. We found that writing documentation was perceived as a intrusive task leading to task specialization and allocation of documentation to less qualified team members. Consequently, this hampered collaboration within the team. Based in our findings, we suggest that if documentation is to be delivered with the project, producing documentation should be communicated and accepted by the team as a proper product. Furthermore, we argue that codification of internal development knowledge should be a non-intrusive task.

Tuesday August 14, 2012 4:30pm - 5:00pm CDT
Ft. Worth 7
  Research at Work