Conference Paper

Distributing a Lean Organization: Maintaining Communication While Staying Agile

DOI: 10.1007/978-3-642-16416-3_14 Conference: Lean Enterprise Software and Systems - First International Conference, LESS 2010, Helsinki, Finland, October 17-20, 2010. Proceedings
Source: DBLP


Distributed software development teams are common-place today. One good reason for distribution is the need to combine special
skills or competencies from different locations. However, integrating skills flexibly is both a technical and a communication
challenge. Lean and agile projects depend on direct communication. In this contribution, we investigate how agile teams can
be distributed by adding a “remote partner” - and still maintain agile advantages. We analyze communication using the goal-question-metric
paradigm (GQM) and apply it to a programming project, part of which was distributed. We discuss our insights on the minimal
set of additions (technical and organizational) that are required to turn distributed while staying agile.

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    ABSTRACT: Software projects nowadays are typically sourced from more than one location. This dispersed situation requires a higher degree of regulation mechanisms than provided in agile development methods. Workarounds for scaling agile practices to the distributed development scenario exist, which are mostly not of any value for decision makers, since they still merely provide an ad-hoc way of setting up distributed software development projects. Especially smaller distributed software projects are in demand for methodical support for this task. We propose a systematic approach – called “Collaborative Pattern Approach” – for deriving a distributed development process from an existing co-located process. Our approach focuses on a) defining cross-location collaboration and b) assessing the quality of the derived distributed development process. We demonstrate our approach in an example case.
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    ABSTRACT: The combination of Agile methods and distributed software development via remote teams represents an emerging approach to address the challenges such as late feedback, slow project timelines, and high cost, typically associated with software development projects. However, when projects are implemented using an Agile model with distributed human resources, there are a number of challenges that need to be considered and mitigated. The objectives of our work are multifold. First, we would like to understand the reasons and conditions that lead to the adoption of distributed Agile software engineering (DASE) practices. Second, we would like to investigate and find out the most important risks that threaten a DASE approach and what mitigation strategies exist to address them. Finally, we would like to highlight which of the available approaches among the existing Agile methodologies has been successfully adopted by the community. We intend to solidify our findings by exploring the strength of the evidence that has been reported in the literature.We carried out a systematic literature review of DASE techniques and approaches. This systematic literature review found time zone difference, knowledge of resources, lack of infrastructure, missing roles, and responsibilities as being the primary challenges that needed to be addressed. Copyright © 2015 John Wiley & Sons, Ltd.
    Full-text · Article · Jun 2015 · Journal of Software: Evolution and Process