ArticlePDF Available

Successful Adoption of Agile Project Management in Software Development Industry

Authors:

Abstract and Figures

At present, Agile Project Management has done an evolutionary change in software industry. Agile Project Management is defined as a conceptual framework which responds quickly to changes, collaborates with the client frequently and covers minimum amount of document needs. Agile methods facilitate the software development by performing incrementally and iteratively and thereby minimizing the risk. This literature review paper covers the aspects of agile project management in the software industry.
Content may be subject to copyright.
ISSN 2348-1196 (print)
International Journal of Computer Science and Information Technology Research ISSN 2348-120X (online)
Vol. 5, Issue 4, pp: (27-33), Month: October - December 2017, Available at: www.researchpublish.com
Page | 27
Research Publish Journals
Successful Adoption of Agile Project
Management in Software Development
Industry
M. A. K. G. Madampe
Dept. of Computing and Information Systems, Faculty of Applied Sciences, Sabaragamuwa University of Sri Lanka,
Belihuloya
Abstract: At present, Agile Project Management has done an evolutionary change in software industry. Agile
Project Management is defined as a conceptual framework which responds quickly to changes, collaborates with
the client frequently and covers minimum amount of document needs. Agile methods facilitate the software
development by performing incrementally and iteratively and thereby minimizing the risk. This literature review
paper covers the aspects of agile project management in the software industry.
Keywords: Agile Project Management, Extreme Programming, Scrum.
I. INTRODUCTION
Software development plays a main role in the modern society. Holding the top 10th position in professions in UK [1],
time to time different methodologies for the development of software are introduced. One of the successful and most
suitable methods for software development is agile software development methodology. Since developing a software is a
project which can be said as a “temporary endeavor undertaken to create a unique product, service or result” according to
PMI’s PMBOK Guide 5th edition, agile project management takes a prominent place among the software development
methodologies. Including Scrum and Extreme Programming there are many agile project management methods which are
used widely. Well-known companies like Fuji-Xerox, IBM, Oracle, Honda, Canon and Toyota practice scrum and they
have achieved four times the productivity and twelve times the quality of competitors [2]. This proves that agile project
management has lead these companies to a high level of success.
With the growth of the software industry, it is important to follow the best practices to achieve the success in order to be
stable in the industry. Since agile project management has proven the success of many software companies, knowing the
in and out of agile project management is valuable.
This literature review paper provides various aspects of agile project management and how it can be helpful for the
success of software development.
II. CRITICAL EVALUATION OF LITERATURE
A. What is Agile Project Management:
Agile project management is an iterative way of planning and guiding a project. Figure 1 shows the life cycle of agile. At
the beginning the stakeholders determine the features which are going to be developed in the project. Product owner who
is a key stakeholder write epics (large user stories) which require to be broken in to smaller pieces of work. Once an epic
is broken into user stories, the user stories are prioritized and stored in a backlog. With regard to software development,
agile software development is where the software is developed in iterative cycles, where all the phases are connected
together and each phase being a feedback to the other phases [3].
ISSN 2348-1196 (print)
International Journal of Computer Science and Information Technology Research ISSN 2348-120X (online)
Vol. 5, Issue 4, pp: (27-33), Month: October - December 2017, Available at: www.researchpublish.com
Page | 28
Research Publish Journals
Fig. 1. Agile Life Cycle [3]
Agile methods are developed as a reaction to the traditional project management which is plan-driven. In case of software
development, when following traditional project management due to the plans to be followed slows down the software
development, Therefore agile methods have become prominent as a group of software development methodologies which
are adaptive rather than predictive and are people-oriented rather than process-oriented [4].
Agile software development method is incremental, cooperative, straightforward and adaptive. Incremental is small
software releases are done in rapid development cycles. Cooperative is the close relationship between the development
team and the client. Straightforward refers that this method can be easily learnt and easy to modify. Adaptive implies the
ability to respond to any changes produced at any moment [5]. An iteration may not add enough functionalities to release
the deliverable to the market. Several iterations may require to release a complete product of a new feature [6].
B. Why Agile Project Management is suitable for Software Industry:
Due to agile project management’s iteration and continuous feedback that provides to successively refine and deliver a
product, continuous planning, continuous testing, continuous integration, light weighted than traditional project
management approaches, inherently adaptable and since it collaborates people and make decisions quickly and
effectively, agile project management is very much suitable for the software development in the software industry.
Agile project management methods decompose features in to smaller increments. These increments require only less
amount of planning for a short term since an increment is time boxed to 1-4 weeks. The agile project management team is
cross functional. Therefore each member works in every software development stage such as planning, requirement
analysis, designing, developing, testing and implementing. At the end of each iteration a deliverable is presented to the
client. Managing software in this manner makes the software adaptable and also mitigates the risk of failure [7].
C. How Agile Project Management is Beneficial for Stakeholders:
Organizations produce work to their best when the project management processes are simple. Using non-bureaucratic
project management processes enables organizations to respond to client’s requirements faster and flexibly. This allows
the organizations to gain competitive advantage [8].
Agile project management practices daily, weekly updates. This allows the clients to adjust their requirements in order to
achieve their desired needs accordingly. Since the client is also considered as a part of the agile team, this creates high
transparency and allows greater input from clients throughout the software development life cycle. Due to the presence of
iterations if any problems occur, the problems are fixed early and it reduces the possibility of reworking later in the
process. If anything is missed, these can be found at the time to time demonstrations and then the project team can take
corrective measures. This makes to save the cost of the project by identifying missing components or correcting faults
earlier [9].
Due to the daily or weekly meetings with the stakeholders increase the relationship and it helps to focus developing the
product together. And also since the agile team is cross functional it helps to solve issues quickly and interacts highly.
Therefore the team becomes goal-oriented. This leads to make innovative and creative solutions [9]. Benefits are not
limited to the collective team. Also the team members get benefited individually by being able to interact with other team
members who are specialized in multiple fields.
Finally all these benefits lead to organizational benefits by increasing the productivity and producing high quality
software products at the end.
ISSN 2348-1196 (print)
International Journal of Computer Science and Information Technology Research ISSN 2348-120X (online)
Vol. 5, Issue 4, pp: (27-33), Month: October - December 2017, Available at: www.researchpublish.com
Page | 29
Research Publish Journals
D. Example: Developing a Software using Traditional Waterfall Method and Agile Method:
Scenario: A software which is to be handed over to the client in 10 months starting on 1st of January, 2018.
1) In Waterfall Method:
Fig. 2. Schedule for Software Development in Waterfall Method
According to the above:
1. 15% (1.5 months) for requirements analysis
2. 20% (2 months) for designing
3. 40% (4 months) for coding
4. 20% (2 months) for testing
5. 5% (0.5 months) for user acceptance testing
When the software is developed as above, the client is only able to see the product at the end of the project. If the client
needs to do any changes it will be very costly and difficult.
2) In Agile Method:
Fig. 3. Schedule for Software Development in Agile Method
Jan Feb Mar Apr May Jun July Aug Sep Oct
Re quirement
Ana l ysis
De s ign
Code
Tes t
UAT
Jan
Feb
Mar
Re quirement
Ana l ysis
De s ign
Code
Tes t
UAT
Lea rnings
Re quirement
Ana l ysis
De s ign
Code
Tes t
UAT
Lea rnings
Requ irement
Ana l ysis
De s ign
Code
Tes t
UAT
Lea rn ings
ISSN 2348-1196 (print)
International Journal of Computer Science and Information Technology Research ISSN 2348-120X (online)
Vol. 5, Issue 4, pp: (27-33), Month: October - December 2017, Available at: www.researchpublish.com
Page | 30
Research Publish Journals
The above schedule continues until end of October, 2018. According to the above, the team is able to do changes easily
with the use of feedback given at the end of each iteration and can take corrective actions in the next iteration to overcome
the issue. At each iteration all the phases are covered which thereby the quality of the software product is enhanced.
E. Widely used Agile Methods:
At present many agile methods exist which follow the same concept. Most widely used agile methods are Scrum and
Extreme Programming (XP). Apart from these two, lean software development, Crystal, Feature Driven
Development(FDD), Dynamic Systems Development Method (DSDM) are also used.
1) Scrum Method:
Project risks minimizations and direct communication among stakeholders are the two most important concepts in agile
project management. The risk is minimized due to the short iterations which focus on the clearly defined deliverables.
communication among stakeholders helps the project team to adopt to the changing requirements. These two concepts can
be realized through the Scrum method. “Scrum is an iterative, incremental framework for projects and product or
application development” [10].
Scrum concerns mostly about team organization, planning of work and division of responsibilities. The scrum method
was developed based on three main components. They are roles, events and artifacts [10]. A traditional project manager is
not there in scrum. Instead of the project manager a Scrum Master is introduced. Following are the responsibilities of
roles in Scrum.
1) The Product Owner handles setting project goals, handling the tradeoff of schedule versus scope, adapting to changing
project requirements and setting priorities for product features.
2) The Scrum Master guides the team to prioritize their tasks.
3) The Team Members directly handle most of the task assignment, daily detail management, progress reporting and
quality control for the product.
Fig. 4. Scrum Process [10]
Fig. 4 shows the summary of Scrum. In scrum, defining the product roadmap, releases and sprints, and project
authorization are the initiation processes. So after initiation, during the first sprint (a duration of 1-4 weeks), structuring
and planning the project occurs. However even at the first sprint a single feature of the product would be delivered. A
Release Planning Meeting is followed in Scrum where a plan and a goal is set for the scrum team and for the rest of the
organization. A sprint meeting is a meeting in which a sprint is planned and a goal is set for the respective sprint. In a
daily scrum meeting, a day in a sprint is planned. So planning is carried throughout the project no matter traditional
ISSN 2348-1196 (print)
International Journal of Computer Science and Information Technology Research ISSN 2348-120X (online)
Vol. 5, Issue 4, pp: (27-33), Month: October - December 2017, Available at: www.researchpublish.com
Page | 31
Research Publish Journals
aspects or agile aspects are followed. During each sprint, the tasks taken from the product backlog are executed. The
deliverables in Scrum are always monitored and controlled with the help of daily scrum meetings and sprint retrospectives
which are done at the end of each sprint. So each and every task is discussed within the group along with the entire
progress. The overall closure of the project is closed finally. So during the very last retrospective the entire project’s
success is assed and closed.
2) Extreme Programming (XP):
Software development is done in XP with the support of its simplicity and feedback. In XP, requirements are represented
as stories. Each story is a unit of work description. This describes how the system is executed. Using the story cards
which are mapped into units of work are used by the XP team [11].
XP practices the software development in short releases. In XP, planning is done together with the client. The required
effort to implement the stories is estimated by the software developers and the scope and release time are decided by the
client. One of the specialties in XP is the client is available full time for providing feedback. Here the test-driven
development is happened where the developers write the code for testing first.
3) Crystal Clear Method:
Alistair Cockburn originated the Crystal method. It’s a family of methodologies (Clear, Yellow, Orange and Red). This
method is based on the criticality of the project and the size of the project. The members in a Crystal team are about 1-6,
20, 40 or 100. The criticality of a project is determined in Crystal method is by the defects which causes loss of comfort,
discretionary money and essential money. “As the team size grows, Crystal implementations change to add more
formality to the structure and management if the project” [12].
Figure 5: Iteration and Delivery Cycles within a Project in Crystal Clear Method [12]
Figure 5 shows the iterations and delivery cycles within a project in Crystal clear method. A delivery is happened once
few iterations. An iteration in Crystal clear method is 1-2 weeks. Therefore once a month two releases happen. Therefore
the client can give the feedback frequently. Because of the continuous feedback are received, the team improves the
product to go to the right direction. The team can be co-located depending on the team size. But constant communication
is available within the team. Since team members are free to raise their ideas the team can work comfortably. These lead
the software development to a success.
F. Best Practices to be followed to adopt Agile Project Management:
When adopting agile project management in an organization, there may be objections and resistance. These can occur at
three levels: management level, team level and customer level [13].
At management level the support given by senior management can be critical. Some of the managerial concerns have to
be addressed prior to the adoption of agile project management. Traditional project managers like to work in predictable
environments where it is easy for them to plan the project, estimate budget and allocate resources. But agile project
management is focused on the value rather than getting framed to a process. Resource management also has a bit of a risk
than a traditional project as changes are always accepted in agile project management.
ISSN 2348-1196 (print)
International Journal of Computer Science and Information Technology Research ISSN 2348-120X (online)
Vol. 5, Issue 4, pp: (27-33), Month: October - December 2017, Available at: www.researchpublish.com
Page | 32
Research Publish Journals
Since the agile teams are cross functional, the team members should be able to have some kind of knowledge and skills in
other areas than the area they are specialized in. So traditional teams may tend to refuse to work in agile because of the
unwillingness to do all kind of work. This problem also has to be addressed in the team level.
The customer may also think agile project management is not successful and will think that it’ll waste the customer’s
investment. So unwanted fears have to be sent away by making the customer well aware of the values of agile project
management.
The traditional concept of a project manager’s role has to be altered as a leader and a coach who shows the correct
direction to the team in a very innovative and creative way.
In agile project management the resources may be distributed over different geographical locations and the team may be a
virtual one. So the team members including the project manager should be able overcome the issues coming across and
maintain the agile practices.
Once the misconceptions about agile project management are withdrawn, as the first step of adopting agile project, the
employees in the organization especially the top level managers, project managers and key players in the organization
have to get a well understanding of agile project management. For this they may take some education and understand all
the in and out of agile project management.
Then the organization’s readiness for agile project management has to be assessed. Importantly the degree to which the
organization is willing to face the risks, accept the changes, value the deliverables than the procedures have to be
assessed.
Then the project manager’s readiness and team’s readiness have to be assessed as they are the ones who are facing this
new challenge. Then as the final step of preparation, the existing projects and the methods used to develop those methods
have to analysed in such a way how the new approach is going to be deviated can be well understood.
When starting with agile project management, it is always encouraged to start with a small project rather than going for a
complicated one. The reason is since this is the first time of applying the knowledge and first time of practicing, the risk
of failing the project should be mitigated. In order to do that a simple small project which covers almost all the aspects of
agility can be used. Thereby after obtaining the experience of how to work in an agile environment, with the time the
organization will be able to practice agile very successfully.
III. CONCLUSION
The aim of this literature review article was to identify how successful a software development project can be by applying
agile project management. Various studies have been found which justifies the fact that agile method is the most suitable
method to develop a software.
Though there are many agile methods available only few are used widely. Scrum and Extreme Programming are widely
practiced and proven results have been shown regarding the success of the projects and the organizations which practiced
them.
REFERENCES
[1] E. Anderson, “Are these the 25 best jobs in the UK?”. [Online]. Available: http://www.telegraph.co.uk/finance/jobs/
11430227/Are-these-the-25-best-jobs-in-the-UK.html. [Accessed: Sept. 8, 2017]
[2] M. Molhanec, “The Agile Methods - an Innovative Approach in the Project Management”, Electronics Technology,
30th International Spring Seminar, 9-13 May. 2007
[3] G. Carol, “Intro to Agile for Engineers (Agile for EE)”. [Online]. Available: https://carolglennon.wordpress.com/
2012/10/27/intro-to-agile-for-engineers-agile-for-ee/. [Accessed: July. 5, 2017]
[4] M. Fowler, “Agile Software Development”. [Online]. http://martinfowler.com/agile.html. [Accessed: Aug. 12, 2017]
ISSN 2348-1196 (print)
International Journal of Computer Science and Information Technology Research ISSN 2348-120X (online)
Vol. 5, Issue 4, pp: (27-33), Month: October - December 2017, Available at: www.researchpublish.com
Page | 33
Research Publish Journals
[5] P. Abrahamsson; O. Salo; J. Ronkainen; J. Warsta, “Agile Software Development Methods: Review and Analysis”,
VTT Publications 478;2002
[6] M. Fowler, “Continuous Integration”. [Online]. Available: http://www.martinfowler.com/articles/continuous
Integration. html. [Accessed: Aug. 12, 2017]
[7] J. Noble; R. Hoda; S. Marshall, “Agile Project Management”
[8] O'Sheedy, “A study of agile project management methods used for IT implementation projects in small and medium-
sized enterprises”, DBA thesis, Southern Cross University, Lismore, NSW
[9] PwC, “Adopting an Agile methodology- Requirements-gathering and delivery” [Online]. Available: https://www.
pwc.com/en_US/us/insurance/publications/assets/pwc-adopting-agile-methodology.pdf. [Accessed: Sept. 6, 2017]
[10] P. Deemer; G .Benefield; C. Larman, Scrum Primer, Version 1.1., 2008
[11] D. Karlström, “Introducing Extreme Programming An Experience Report”
[12] C. May, “An Agile approach to library IT innovations”, Library Hi Tech Vol. 28 No. 4, 2010
[13] “Successful Solutions Through Agile Project Management”, An ESI White Paper, ESI International, Inc. 2010
... Metodologi agile menyediakan sarana untuk menanggapi konteks efektivitas dan efisiensi dalam pelaksanaan proyek serta menanggapi kebutuhan customers yang tidak pasti serta dinamis. Agile Project Management (APM) telah membuktikan keberhasilan pada banyak perusahaan TI dan mencapai kesuksesan untuk kestabilan perusahaan (Madampe, 2017). ...
... Pada Gambar 1 menjelaskan agile life cycle, pada awalnya customers akan menjelaskan gambaran besar terkait fitur-fitur yang akan dikembangkan, lalu fitur tersebut akan dibuat menjadi task yang diprioritaskan untuk pekerjaan yang kritis yang disimpan pada feature product backlog lalu akan dikerjakan setiap tahapan planning, developing, testing dan implementing/release. Prinsipnya proses pengerjaan proyek yang dilakukan oleh scrum team, project owner, dan customers harus memadukan roles, relationships, dan activities. Tahapan tersebut akan terus dikembangkan dalam siklus berulang dimana setiap tahapan akan selalu terhubung dengan tahapan selanjutnya (Madampe, 2017). Gambar 1. Agile Lifecycle (Madampe, 2017) Agile project management merupakan perpaduan antara konsep traditional project management (TPM) dengan fleksibilitas, lightweight, kolaboratif, dan kemudahan beradaptasi terhadap perubahan yang sering terjadi (Salameh, 2014). ...
... Tahapan tersebut akan terus dikembangkan dalam siklus berulang dimana setiap tahapan akan selalu terhubung dengan tahapan selanjutnya (Madampe, 2017). Gambar 1. Agile Lifecycle (Madampe, 2017) Agile project management merupakan perpaduan antara konsep traditional project management (TPM) dengan fleksibilitas, lightweight, kolaboratif, dan kemudahan beradaptasi terhadap perubahan yang sering terjadi (Salameh, 2014). Pada Gambar 2 menjelaskan proses metode agile project management didasarkan pada perencanaan kebutuhan yang efisien, dan desain solusi untuk memulai proyek menggunakan iterasi penyampaian yang singkat dan pembelajaran yang berkelanjutan seperti pada gambar 1, lalu iterasi selanjutnya memerlukan perencanaan yang lebih rinci, analisa requirement, desain, pelaksanaan, testing, dan delivery product kepada customers (Salameh, 2014). ...
Article
Full-text available
Agile project management methodologies provide the means to respond to highly dynamic customer needs. One of the agile project management frameworks is scrum. Scrum is shaped in 3 important roles by project owner, scrum master, and development team. The research objective was to determine the roles and responsibilities of the project owner when run several projects at PT. XYZ using the agile project management methodology scrum framework. The research method used is descriptive qualitative, with the investigative method adopted is a single case study, namely the company PT. XYZ which is engaged in IT with several application development projects. The results obtained from the interview are that the role of the project owner must understand the needs desired by customers by being sensitive to customer needs that highlight quality and uncertain changes, besides understanding the scrum team in delivering product services desired by customers in order to provide maximum quality and acceptance by the customer. In addition, the project owner must carry out the responsibilities such as explaining the SoW and the objectives to be achieved in the project, preparing a budget for the project, allocating of development teams who will work on the product, determining the priority of the product backlog and the sprint that will be executed, monitoring each stage sprints that are being worked on by the developer team, holding daily meetings for a maximum of 15 minutes with the scrum team, arranging and holding meetings with customers and the scrum team for each sprint that has been completed, and collaborating with the scrum team to discuss any changes desired by customers.
... An SDLC can be used in conjunction with many development models, such as the traditional waterfall model, the joint application model, and rapid application development (RAD).Many researchers have stated that the involvement of senior management is crucial in all phases of SDLC. Madampe, 2017, stated that top management support is important during the planning stage. According to Hoda&Murugesan (2016), senior management would be responsible to keep a check on the capturing of the necessary information related to the development of software during the planning phase. ...
... As a result, their guidance, motivation, and inspiration are necessary to aid the project team in properly establishing what the system needs to do for the organization throughout the SDLC. At this stage TM can demonstrate leadership by recognizing the strategic importance of the new system and subsequently allocating time and money for proper system employment.This is consistent with (Elzamly et al., 2016 andMadampe, 2017), who noted that during the planning phase, Top or senior management is required to assist the project team in determining what the system needs to perform for the business. In addition, obtaining top management approval and support can increase the chances of a successful implementation because top management support can assure the needed resources and funding for provided an effective system implementation. ...
... Management 3.0 emerged only in 2011, and it is a paradigm that has been applied mostly in the context of young and small companies that adopt agile management processes. Empirical studies have mostly highlighted its relevance in the context of software companies [9][10][11], but other studies have also shown the success of this management model in other business sectors [12,13]. Furthermore, agile methodologies are especially suited to work in small, cross-functional, and collaborative teams [14]; however, as Sablis et al. [15] highlight, many projects have high complexity and require the involvement of a large number of collaborators, many of whom may be geographically distributed. ...
Article
Full-text available
Software engineering companies have progressively incorporated agile project management methodologies. Initially, this migration occurred mostly in the context of startups, but in recent years it has also sparked interest from other companies with larger and more geographically dispersed teams. One of the frameworks used for large-scale agile implementation is the LeSS framework. This study seeks to explore how Management 3.0 principles can be applied in the context of the ten practices proposed in the LeSS framework. To this end, a qualitative research methodology based on four case studies is used to identify and explore the role of Management 3.0 in software management and development processes that adopt this agile paradigm. The findings show that the principles of Management 3.0 are relevant to the implementation of the LeSS framework practices, especially in fostering team values and personal values; however, distinct principles between the two paradigms are also identified, namely the greater rigidity of processes advocated in the LeSS framework and a greater focus on process automation.
Chapter
Agile project management has transformed due to the rapid advancements in technologies. Digitisation of work processes has also contributed to increased efficiencies and lowering of costs within companies and organisations worldwide. This is essential in agile project management as managing and maintaining schedules and budgets are imperative for a successful project completion. The employees' drive, confidence, job meaningfulness, autonomy in job, and mastery of skills, or psychological empowerment as they often referred to in literature, are instrumental in nourishing employees' innovative work behaviour. This is a key contributor to successful agile project management.
Article
Throughout the years, project management has evolved tremendously. As technological innovations occur, project management framework also evolved. As the project management framework evolved, project success became more and more difficult. This article examines the impact of communication and employee motivation on the success of the project and evaluates the impact on the software development business. Even though there is a considerable amount of research being conducted on project success, the communication and employee motivation attribute still lack research, especially in the field of software development. The data gathered through this research were empirically tested using SPSS, and a significant relationship was observed between the dependent and the independent variables. It was found out that communication and employee motivation indeed play a role in the success of the project. It is crucial to train employees in an agile framework and keep on motivating them so that they can deal with the continuous changes. The results of this research indicated that organizations should implement a proper communication channel between the customers and the development team. Furthermore, the more the employees are motivated, the more chances the project will have on success, making the business profitable.
Article
Full-text available
Agile - denoting "the quality of being agile; readiness for motion; nimbleness, activity, dexterity in motion" - software development methods are attempting to offer an answer to the eager business community asking for lighter weight along with faster and nimbler software development processes. This is especially the case with the rapidly growing and volatile Internet software industry as well as for the emerging mobile application environment. The new agile methods have evoked a substantial amount of literature and debates. However, academic research on the subject is still scarce, as most of existing publications are written by practitioners or consultants. The aim of this publication is to begin filling this gap by systematically reviewing the existing literature on agile software development methodologies. This publication has three purposes. First, it proposes a definition and a classification of agile software development approaches. Second, it analyses ten software development methods that can be characterized as being "agile" against the defined criteria. Third, it compares these methods and highlights their similarities and differences. Based on this analysis, future research needs are identified and discussed.
Article
Full-text available
Software development, as a whole, is a complex process and on top of it, the requirements keep changing during the development phase. Software configuration management happens to be the most critical part as it necessitates doing considerable modification in the software design and code. Agile software development process provides a solution to such a changing environment. Agile methods use an incremental approach to develop high quality software within time, cost and other associated constraints through several iterations. In this paper we provide a critical assessment of the agile software development process in a systematic manner. This study is based on the survey of previous research reported in the contemporary literature and the practices being followed in this area.
Conference Paper
Full-text available
The field of information systems development (ISD) is still not well understood and suffers from a lack of sustainable theories which are firmly based on research of ISD practice. This is also true for agile software development (ASD). In this paper, we develop a framework based on the theory of mindfulness and map the main characteristics of mindfulness to the most prominent features of ASD. By applying the framework to a case study of ASD practice we demonstrate the relationship between the theory of mindfulness and ASD, and show the usefulness of our framework as a contribution to theorizing about ASD and to a better understanding of ASD in practice.
Conference Paper
Full-text available
The project management is a particular kind of management in principle. The agile methods are innovative approach coming in from the information science, strictly speaking from the subject field of software engineering. Principal inducements of these methods consist in following facts. Firstly, the whole process of the project management is accelerated. Secondly, the process can dynamically respond to new conditions, in other words, the process of the project management is flexible. The agile methods are in use in the field of software engineering as far as back as the Manifesto for Agile Software Development came into the existence by about 2001. Notwithstanding on their great potentiality, there are not well known outside informatics community.
Article
Purpose – This paper seeks to describe the application of the Agile software development approach to rapidly develop and deploy a variety of innovative IT applications. Design/methodology/approach – The Agile approach is flexible and iterative with continuous feedback and constant communication. It is also marked by frequent and short delivery schedules. An Agile team of staff and students was formed for different projects, and visual tools were used to show process and progress. Team members were also co-located (situated in the same space), a key element that allowed faster and direct communication. Within the Agile framework, the Crystal Clear methodology was selected, which is based on team size and criticality of the application to develop the workflow and iterative processes. Findings – The Agile approach is particularly suited to innovation development and creative teams for rapid development of products, services, and technology. However, its acceptance is dependent on organizational culture and nature of application. Research limitations/implications – As a next step, it would be useful to test the Agile approach in an innovative application that is on a larger scale than six team members and with a different level of criticality. Practical implications – Flexibility and adaptability are needed in managing the development of IT innovations and applications as they vary in size and complexity. The flexible and iterative Agile approach provided the framework to develop and implement these projects despite the small staff size. Originality/value – There is little in the professional literature on software development and project management approaches for small teams. The Agile approach would be of interest to an IT unit or library with limited staff resources and interested in a lightweight framework to develop and deploy innovative projects.
Are these the 25 best jobs in the UK?
  • E Anderson
E. Anderson, "Are these the 25 best jobs in the UK?". [Online]. Available: http://www.telegraph.co.uk/finance/jobs/ 11430227/Are-these-the-25-best-jobs-in-the-UK.html. [Accessed: Sept. 8, 2017]
Continuous Integration
  • M Fowler
M. Fowler, "Continuous Integration". [Online]. Available: http://www.martinfowler.com/articles/continuous Integration. html. [Accessed: Aug. 12, 2017]
A study of agile project management methods used for IT implementation projects in small and mediumsized enterprises
  • O'sheedy
O'Sheedy, "A study of agile project management methods used for IT implementation projects in small and mediumsized enterprises", DBA thesis, Southern Cross University, Lismore, NSW
Adopting an Agile methodology-Requirements-gathering and delivery
  • Pwc
PwC, "Adopting an Agile methodology-Requirements-gathering and delivery" [Online]. Available: https://www. pwc.com/en_US/us/insurance/publications/assets/pwc-adopting-agile-methodology.pdf. [Accessed: Sept. 6, 2017]