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Date 23-28 July 2006

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  • AGILE 2006

    Publication Year: 2006, Page(s): c1
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  • AGILE 2006 Conference - Title

    Publication Year: 2006, Page(s):i - iii
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  • AGILE 2006 Conference - Copyright

    Publication Year: 2006, Page(s): iv
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  • AGILE 2006 Conference - TOC

    Publication Year: 2006, Page(s):v - ix
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  • Message from the Program Committee Chairs

    Publication Year: 2006, Page(s): x
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  • Research Papers Program Committee

    Publication Year: 2006, Page(s): xi
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  • Additional reviewers

    Publication Year: 2006, Page(s): xii
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  • Experience Report Committee

    Publication Year: 2006, Page(s): xiii
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  • Educator's Symposium Committee

    Publication Year: 2006, Page(s): xiv
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  • Agile 2006 Research Papers

    Publication Year: 2006, Page(s): 3
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  • AgileEVM - earned value management in Scrum Projects

    Publication Year: 2006, Page(s):10 pp. - 16
    Cited by:  Papers (7)
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (174 KB) | HTML iconHTML

    Scrum is an agile project management framework. This framework specifically focuses on maximizing return on investment (ROI). Scrum, however, does not define how to manage and track costs to evaluate actual ROI against the vision. A reasonable cost measurement that integrates with Scrum would help provide an additional feedback loop. We adapted earned value management (EVM), using values defined i... View full abstract»

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  • Earned value and agile reporting

    Publication Year: 2006, Page(s):6 pp. - 22
    Cited by:  Papers (4)
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (182 KB) | HTML iconHTML

    This paper reviews the concepts of earned value management established in traditional project management, and determines whether and how they can be applied to software development projects following an agile methodology. First the origins and concepts of earned value are reviewed, followed by its application in traditional projects. Then the application of earned value management to agile softwar... View full abstract»

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  • An empirical study of using planning poker for user story estimation

    Publication Year: 2006, Page(s):9 pp. - 34
    Cited by:  Papers (12)
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (1618 KB) | HTML iconHTML

    Group estimation of user stories is an important part of extreme programming (XP), used for both planning releases and iterations. Research has shown that although group estimation in many cases is superior to individual estimation, there is still room for improvement. For instance, group estimation performance can be reduced by dominant personalities and anchoring effects. Through the analysis of... View full abstract»

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  • Executable acceptance tests for communicating business requirements: customer perspective

    Publication Year: 2006, Page(s):12 pp. - 46
    Cited by:  Papers (6)
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (236 KB) | HTML iconHTML

    Using an experimental method, we found that customers, partnered with an IT professional, are able to use executable acceptance test (storytest)-based specifications to communicate and validate functional business requirements. However, learnability and ease of use analysis indicates that an average customer may experience difficulties learning the technique. Several additional propositions are ev... View full abstract»

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  • On agile performance requirements specification and testing

    Publication Year: 2006, Page(s):6 pp. - 52
    Cited by:  Papers (8)
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (148 KB) | HTML iconHTML

    Underspecified performance requirements can cause performance issues in a software system. However, a complete, upfront analysis of a software system is difficult, and usually not desirable. We propose an evolutionary model for performance requirements specifications and corresponding validation testing. The principles of the model can be integrated into agile development methods. Using this appro... View full abstract»

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  • Refactoring with contracts

    Publication Year: 2006, Page(s):10 pp. - 64
    Cited by:  Papers (4)
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (145 KB) | HTML iconHTML

    Design by contract is a practical methodology for developing code together with its specification. The contract consists of class invariants and method pre-and postconditions. As the code is refactored, specifications of internal units change with the code. There are mutual influences between the code and the contract. The assertions that constitute the contract are Java expressions; refactorings ... View full abstract»

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  • The role of story cards and the wall in XP teams: a distributed cognition perspective

    Publication Year: 2006, Page(s):11 pp. - 75
    Cited by:  Papers (13)
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (405 KB) | HTML iconHTML

    Much of the knowledge used within an XP team is tacit, i.e. it is hidden and intangible. Two tangible artefacts that carry information about the team's work are the index cards which capture stories and tasks to be implemented and the wall where they are displayed (which we refer to as the 'Wall'). It is widely acknowledged that these are key elements supporting the work of the XP team, but no sys... View full abstract»

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  • A case study on the impact of customer communication on defects in agile software development

    Publication Year: 2006, Page(s):11 pp. - 88
    Cited by:  Papers (6)
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (228 KB) | HTML iconHTML

    Effective communication and feedback are crucial in agile development. Extreme programming (XP) embraces both communication and feedback as interdependent process values which are essential for projects to achieve successful results. Our research presents the empirical results from four different case studies. Three case studies had partially onsite customers and one had an onsite customer. The ca... View full abstract»

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  • Critical personality traits in successful pair programming

    Publication Year: 2006, Page(s):5 pp. - 93
    Cited by:  Papers (7)
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (125 KB) | HTML iconHTML

    Pair programming (PP) is a common practice in Extreme programming, in which two programmers work together using a single computer. The close interaction required by PP makes it difficult to apply. The hypothesis is that certain personality traits are crucial for the success of PP, and PP partners should be chosen based on these personality traits. In this research, we first survey the programmers ... View full abstract»

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  • What lessons can the agile community learn from a maverick fighter pilot?

    Publication Year: 2006, Page(s):6 pp. - 99
    Cited by:  Papers (3)
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (132 KB) | HTML iconHTML

    For the agile software development community, agility is defined by the values expressed in the agile manifesto. But in concrete terms, what does it mean for a software project to be agile? US Air Force Colonel John Boyd defined agility as the ability to operate the observation-orientation-decision-action (OODA) loop faster than an adversary. Agility therefore depends on the tempo at which we can ... View full abstract»

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  • Reflections on reflection in agile software development

    Publication Year: 2006, Page(s):11 pp. - 112
    Cited by:  Papers (6)
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (268 KB) | HTML iconHTML

    This paper analyzes the reflections of an agile team, developing a large-scale project in an industry setting. The team uses an iteration summary meeting practice, which includes four elements: the customer's summary, a formal presentation of the system, review of metrics and a reflection. The technique for the entire meeting and for the reflection element in particular is described, and empirical... View full abstract»

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  • The deployment production line

    Publication Year: 2006, Page(s):6 pp. - 118
    Cited by:  Papers (3)  |  Patents (1)
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (191 KB) | HTML iconHTML

    Testing and deployment can be a difficult and time-consuming process in complex environments comprising application servers, messaging infrastructure and interfaces to external systems. We have seen deployments take several days, even in cases where teams have used automated builds to ensure their code is fully tested. In this paper we describe principles and practices which allow new environments... View full abstract»

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  • The cost of code quality

    Publication Year: 2006, Page(s):7 pp. - 125
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (1199 KB) | HTML iconHTML

    Using data from more than 80 development projects, this paper attempts to answer the question: how much effort should be invested into code quality? It is shown that a "quick and dirty" approach is actually preferable in some situations. Volatility of requirements, expected breadth of usage, customers' defect tolerance, cost of defect fixing and system lifespan are suggested as the main factors de... View full abstract»

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  • Appropriate agile measurement: using metrics and diagnostics to deliver business value

    Publication Year: 2006, Page(s):6 pp. - 134
    Cited by:  Papers (11)
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (135 KB) | HTML iconHTML

    Agile software development continually measures both our product and the process used to create it, to allow improvement. With increased popularity, more risk-averse groups are being drawn to agile, bringing with them modes of evaluation incompatible with agile values and principles. These outmoded metrics drive dysfunctional behaviors which threaten the integrity of an emerging agile culture. Thi... View full abstract»

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  • Introduction: Experience Reports

    Publication Year: 2006, Page(s): 135
    Cited by:  Papers (5)
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