<p>In today’s fast-paced world, there is a constant demand for better and more efficient ways of doing business. Motorola in Linköping are using the agile development framework, Scrum in their software development. A certain level of quality must also be assured of the delivered goods and services. Is it possible to use Scrum and still meet the quality requirements?</p><p>This Master Thesis is performed to investigate if it is possible to achieve a quality certificate from TL 9000, the telecom industry extension of ISO 9000, when using the agile development framework Scrum. The investigation consists of interviews and observations at Motorola, Linköping, along with literature studies about quality systems and agile development.</p><p>The conclusion is that it is possible to meet the TL 9000 requirements when using Scrum, under the condition that some additional processes are performed and that other parts of the organization also fulfills the remaining requirements. This is needed since there are requirements that are out of scope for the Scrum framework. Examples of the suggested additions are to follow the Scrum framework more strictly and to adopt a more specific definition of done.</p>

Syftet med studien är att undersöka prototyper i samband med systemutveckling, och då särskilt om agila utvecklingsmetoder har påverkat hur prototypning används.En genomgång av begreppet prototyp och närliggande begrepp görs för att klargöra vad som kan avses med prototyper inom systemutveckling. En översikt över olika synsätt på prototyper och deras användning presenteras, och leder vidare till en teoretisk modell för prototyper i systemutveckling.Systemutvecklare och experter intervjuas för att bringa klarhet i begreppen och ta reda på hur prototyper används i systemutvecklingsprojekt i praktiken. Utifrån detta material presenteras en vidareutveckling av den första teoretiska modellen. Problemrymd och lösningsrymd hör till modellens centrala begrepp.Studien visar att agila utvecklingsmetoder påverkar arbetet med prototyper i riktning mot att utföra prototypning i det ordinarie utvecklingsspåret samt att hämta in regelbunden återkoppling på prototyper från användare och andra intressenter under hela systemutvecklingsprojektets gång. Sådana arbetssätt visade sig också förekomma inom den praktiska systemutvecklingen.

Syftet med denna undersökning har varit att utforska och förstå hur ledarskapet påverkas när en organisation genomgår en förändring till en agil verksamhet. Bakgrunden till undersökningen grundar sig i den traditionella synen på ledarskap där chefen ledde och fördelade arbetet. Under 1950-talet förändrades synen på arbetsledning och arbetsfördelning där medarbetarna blev allt mer delaktiga i arbetsprocessen. Med utgångspunkt i detta har vår forskning behandlat de effekter på ledarskapet som inträffar när en organisation går ifrån ”command and control” till ”empowerment”. Därav har vi ställt upp följande frågeställningar; Hur har kontrollen (över teamen) förändrats för linjechefen i övergången från Classic Waterfall till Agile, På vilket sätt har förändringen påverkat linjechefens informationshämtning till att genomföra IPM-samtal och Vilka effekter får förändringen på ledarstilen när organisationen övergår till en agil organisation. Vi har använt oss av en kvalitativ metod där åtta semistrukturerade intervjuer genomfördes med linjechefer ur två avdelningar för att samla in vårt empiriska material. Resultatet har pekat på att den fysiska placeringen påverkar både kontroll och ledarstil hos linjecheferna. Ledarstilen påverkas också till stora delar av medarbetarnas mognadsgrad och att organisationen befinner sig i en förändring / The purpose of this study was to explore and understand how leadership is affected when an organization was undergoing a change to an agile business. The background to the survey is based on the traditional view of leadership as the manager led and distributed work. During the 1950s, changed the perception of management and labor in which employees became more involved in the work process. Starting from this, our research focused on the effects of leadership that occurs when an organization goes from "command and control" to "empowerment". Hence, we will address the following questions: How has the control (across teams) changed for the line manager in the transition from Classic Waterfall to Agile, How has the change affected the line manager's information retrieval to implement IPM-dialogues and How does the change in style of leadership impact the organization when entering an agile organization. We have used a qualitative method in which eight semi-structured interviews were conducted with line managers from two departments to collect the empirical material. The results have indicated that the physical location affects both the control and management style of line managers. Leadership style is also influenced largely by the employees' level of maturity and that the organization is in process of a change.

<p>Syftet med studien är att undersöka prototyper i samband med systemutveckling, och då särskilt om agila utvecklingsmetoder har påverkat hur prototypning används.En genomgång av begreppet prototyp och närliggande begrepp görs för att klargöra vad som kan avses med prototyper inom systemutveckling. En översikt över olika synsätt på prototyper och deras användning presenteras, och leder vidare till en teoretisk modell för prototyper i systemutveckling.Systemutvecklare och experter intervjuas för att bringa klarhet i begreppen och ta reda på hur prototyper används i systemutvecklingsprojekt i praktiken. Utifrån detta material presenteras en vidareutveckling av den första teoretiska modellen. Problemrymd och lösningsrymd hör till modellens centrala begrepp.Studien visar att agila utvecklingsmetoder påverkar arbetet med prototyper i riktning mot att utföra prototypning i det ordinarie utvecklingsspåret samt att hämta in regelbunden återkoppling på prototyper från användare och andra intressenter under hela systemutvecklingsprojektets gång. Sådana arbetssätt visade sig också förekomma inom den praktiska systemutvecklingen.</p>

Unternehmen agieren heute in einer hochdynamischen Umwelt, wodurch die Anforderungen an Business Intelligence-Systeme (BI-Systeme) sich stetig verändern. Durch zügiges Reagieren darauf können sich Unternehmen Wettbewerbsvorteile verschaffen. Die dazu notwendige Wandlungsfähigkeit von BI-Systemen setzt voraus, dass bereits die BI-Architektur auf Flexibilität ausgelegt ist. Die Anwendung des Paradigmas der modellgetriebenen Softwareentwicklung auf die Domäne des Data Warehouse Engineerings (DWE) kommt diesem Bedarf nach. Zudem muss neben der Agilität von BI-Systemen auch der Faktor der Korrektheitsprüfung nach vorgenommenen Änderungen betrachtet werden. Es soll untersucht werden, inwieweit sich die im modellgetriebenen DWE anfallenden Metadaten zur Unterstützung und Automatisierung von Softwaretests zur Korrektheitsprüfung nutzen lassen. Die so erzielte Verringerung des Überprüfungsaufwandes führt zu einer verbesserten Wandlungsfähigkeit von BI-Architekturen und kommt somit dem Bedarf von effizienten agilen BI-Lösungen nach.

When it comes to how the team members build trust three themes were found; knowledge sharing, expectations and shared values and relationship building. Further on when it comes to the challenges five bigger themes were found which are; distance, culture decisions from above, knowledge and other challenges. Furthermore, the study also explored how difficult it is to build trust due to its complexity as several challenges were identified. Some suggestions have been made on how to face these challenges and it has been concluded that you need to take into account many different aspects when it comes to building trust in agile teams.

No description available.

Context. With the popularity of Agile methods, many studies about Agile software development has been done by researchers. Among the phases in Agile software projects, planning is critical because it provides an overview of the project and a guiding of future work. In addition, success factors are also mandatory to the success of Agile software development. The current literature focus on the success factors during the whole lifecycle rather than planning phase, and they don’t make an in-depth analysis on the factors. In this thesis, we perform an empirical study to deeply study the critical success factors at agile planning phase. Objectives. The main aim of our research is to identify the critical success factors at Agile planning phase and challenges associated with each factor. We list four objectives to support our main aim. First is to investigate the factors that are mandatory to the success of Agile software development at planning phase. Second is to investigate the challenges associated with each factor. Third is to find out the ways to address these challenges. The last is to identify the consequence of not ensuring these factors. Methods. We employed two research methods: systematic mapping and survey. Systematic mapping is used to identify the critical success factors of entire lifecycle in current literature. To find critical success factors at agile planning phase and make in-depth analysis, we conducted a survey based on an online questionnaire. The online questionnaire was consisted of open-ended questions and was sent to respondents who have experience on Agile development. Results. Through systematic mapping, we identified 13 papers and 47 critical success factors for Agile software development. We also made a frequency analysis for these factors and they will be the effective evidence to support the results of survey. Through the survey, we identified 13 critical success factors at agile planning and made an in-depth analysis for these 13 factors. These 13 factors are divided into two categories: people factor (individual-level, team-level) and process factor. Through the contrastive analysis of mapping results and survey results, we found that 7 factors of survey results are same or similar with some factors shown in mapping. The other 6 factors of survey are first shown. Conclusions. The factors proposed in this thesis are proved that they are important to the success of the project at planning phase. Failure to consider these critical success factors may lead to inefficient planning and even result in the failure ofthe whole project. The challenges and corresponding solutions can help organizations well manage these critical success factors. In conclusion, these detailed descriptions of critical success factors can be used as a guideline to help people increase the chance of successfully developing software with high quality and low cost in practice.

Esta dissertação tem por objetivo principal identificar o enfoque de gerenciamento de projetos – ágil ou clássico – mais apropriado para o desenvolvimento de software com o uso de Métodos Ágeis. De forma mais específica, a dissertação investiga se existe uma associação entre o desempenho dos projetos de desenvolvimento de software realizados com o uso de Métodos Ágeis e o enfoque de gerenciamento de projetos adotado. Este trabalho é decorrente de um estudo exploratório inicial, por meio do qual se buscou a ampliação do conhecimento sobre o tema, a elaboração de um estudo comparativo entre o Gerenciamento Ágil de Projetos e o Gerenciamento Clássico de Projetos, a investigação das principais características de um projeto de desenvolvimento de software realizado com o uso de Métodos Ágeis, a identificação de uma comunidade de pessoas que tivesse experiência em projetos desta natureza e, por fim, a estruturação de uma segunda etapa de pesquisa. Esta segunda etapa, de caráter quantitativo-descritivo, visou à descrição do conjunto de dados e a determinação das relações relevantes entre as variáveis de interesse. Para tanto, foram definidas as variáveis independentes, dependentes e intervenientes da pesquisa, como sendo, respectivamente, os enfoques de gerenciamento de projetos ágil e clássico, o desempenho dos projetos de desenvolvimento de software e os desenvolvimentos de software conduzidos com o uso dos Métodos Ágeis. Procedeu-se a uma amostragem intencional por julgamento, sendo selecionada uma amostra de pesquisa composta por pessoas com interesse e/ou experiência em projetos de desenvolvimento de software com o uso de Métodos Ágeis, associadas a grupos de internet especializados na discussão sobre o tema. Para a coleta de dados utilizou-se um questionário auto-administrado, enviado por meio de correio eletrônico à amostra selecionada. O tratamento dos dados foi feito com o uso de métodos estatísticos: análise descritiva, análise discriminante e regressão logística. A partir dos resultados da pesquisa pôde-se concluir que os Métodos Ágeis e o Gerenciamento Ágil de Projetos, apesar de recentes, já fazem parte da realidade brasileira. Quanto à resposta à pergunta problema, não houve evidência amostral para encontrar uma associação estatisticamente significativa entre o desempenho de um projeto de desenvolvimento de software e o enfoque de gerenciamento de projetos adotado, não sendo possível comprovar, de forma conclusiva, a existência de um enfoque de gerenciamento de projetos mais apropriado para o desenvolvimento de software com o uso de Métodos Ágeis. Porém, os resultados da análise descritiva sugeriram que a maioria dos respondentes indicou o Gerenciamento Ágil de Projetos como o enfoque mais apropriado para o desenvolvimento de software com o uso de Métodos Ágeis. Pôde-se constatar também a possibilidade de se adotar qualquer um dos enfoques de gerenciamento de projetos – ágil ou clássico – ou mesmo uma combinação deles, nos projetos desta natureza. Na pesquisa ainda foram identificados o critério primordial utilizado para mensuração do desempenho dos projetos de desenvolvimento de software realizados com o uso de Métodos Ágeis, as características principais destes projetos, seus fatores críticos de sucesso, além de se comprovar a importância do apoio da alta administração na adoção do Gerenciamento Ágil de Projetos. Cabe ressaltar que todas estas conclusões devem ficar restritas ao âmbito desta dissertação. Para pesquisas futuras recomenda-se a adequação do instrumento de pesquisa e o cuidado especial na seleção da amostra. Sugere-se a exploração de assuntos correlatos ao tema, como o estudo da prontidão das organizações para a adoção do Gerenciamento Ágil de Projetos, ou mesmo, a avaliação dos resultados obtidos com sua aplicação. Por fim, o cenário brasileiro atual favorece a realização de estudos nesta temática, atendendo às necessidades de pesquisadores que se interessam pelo assunto. / The main purpose of this here research is to identify the most appropriated project management approach for software development using the Agile Methods. Essentially, this study aims to determine if there is a statistical relationship between the software development project performance and its project management approach. This research is based on a preliminary exploratory study that ensured the content and context understanding, the comparison between the Agile Project Management and the Classical Project Management, the identification of the main characteristics of an agile software development project, the identification of the people involved in this kind of software development initiative and also provided the basis to structure a second phase of this research. This second quantitative-descriptive phase intends to describe the research data and to find the relevant relationships between the variables of interest. The independent variables of this study were defined as being the agile and classical project management approaches; the dependent variable was defined as being the project performance; and, the intervenient variables were defined as being the agile software development projects. A non-probabilistic intentional sampling was done. The sampling framework was drawn from people who have experience managing or participating in software projects conducted using one of the Agile Methods, and were associated to internet discussion groups on this theme. For data gathering it was used a self-applied survey, sent by e-mail to the selected groups. The respondents’ data were primarily analyzed using descriptive analysis and, after that, using discriminant analysis and logistics regression. It was possible to conclude that, although the Agile Methods and the Agile Project Management are quite recent, they are being used here in Brazil. Considering the main research question, there was not a statistical evidence to prove the relationship between the software development project performance and its project management approach. Thus, it was not possible to establish a final conclusion about the most appropriated project management approach for software development using the Agile Methods. Nevertheless, the results of the descriptive analysis indicated that most of the respondents tended to choose the Agile Project Management as the approach that better fits the agile software development initiatives. It was also possible to conclude that the referred projects may be managed using either the agile or the classical project management approach, or even using a combination of these two approaches. The main agile software development project success criterias were identified, as well as the project characteristics and the main critical success factors. The important role of the upper management in supporting the Agile Project Management adoption was also discussed. The research conclusions should be restricted to this here context. For future studies, special attention should be paid to the research instrument improvement and to the sampling process. The study of the organization readiness for the Agile Project Management adoption or the analysis of this project management approach implementation results could be the aims of new investigations. Finally, it is important to notice that the current Brazilian scenario stimulates and favors the development of future studies, meeting the expectations of the researchers that are interested in this subject.

Context: In the last decade, Agile software development methods were proposed as a response to plan-driven methods. The main aim for this paradigm shift was to cope up with constant changes. Core values that are central to agile methods are described in Agile Manifesto. Agile practices define how agile methods are implemented in practice. Objectives: This study aims to investigate what practices were considered and adopted as part of agile philosophy, and identify evidence on the use of agile practices in reference to what defines agile. Methods: We conducted a systematic literature review. The review includes 186 primary studies published between 2000 and 2010. Quality assessment based on rigor and relevance as identified in the selected papers has been conducted. Non-empirical papers were classified based on themes they addressed. Empirical papers were analyzed based on two factors: 1. if they described the use of agile practices for a software project/product in general, 2. if they described the use of agile practices for a specific purpose/activity Application type, team size and experience of subjects in the primary studies were extracted. The alignment between practices reported in the studies with the core agile values is analyzed. Results: A total of 119 studies were conducted in industry and 67 in academia. Nearly half the papers published by researchers are non-empirical and present analysis of agile practices in various topics. Over half of the empirical papers were focused on evaluation/assessment of a specific aspect of agile. ‘Pair programming’ received most attention in this direction. Among the empirical studies that described agile practices for academic projects, ‘Pair programming’ and ‘Test driven development’ were the most considered practices. Among the 119 studies conducted in industry, 93 studies described the use of agile practices for the overall project/product development while the remaining studies described experiences of single practices like Pair Programming or the modification/adoption of agile for non-software aspects in software projects. Practices adopted have been ranked based on team size, practitioners’ experience and application type. A method for agile assessment based on core agile values is developed and exemplified. Conclusions: Practices that are considered agile vary with context although ‘Pair programming’, ‘Continuous integration’, ‘Refactoring and Testing continuous throughout the project are the most common practices used. ‘Test driven development’ was not highly adopted by practitioners. But it was not clear if test cases were written before code construction in projects where continuous testing was performed. However, this was completely opposite in academic projects. Practices ‘On-site frequently modified. In many of the studies inspected, practices adopted were not aligned with agile values. Although practices related to technical aspects of software development are in place, agile practices that focus aspects like ‘working together’ and ‘motivated individuals’ are often not used in practice. Moreover, many of the studies were not reported to an extent that it was possible to draw any inferences on the usability/applicability, benefits and limitations of the agile practices. To this end, a major implication is to improve the quality of the studies and a need for a common framework to report the results of agile practices’ adoption.