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24-28 Aug. 2009

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Displaying Results 1 - 25 of 77
  • [Front cover]

    Publication Year: 2009, Page(s): C1
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  • [Title page i]

    Publication Year: 2009, Page(s): i
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  • [Title page iii]

    Publication Year: 2009, Page(s): iii
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  • [Copyright notice]

    Publication Year: 2009, Page(s): iv
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  • Table of contents

    Publication Year: 2009, Page(s):v - ix
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  • Message from the Research Stage Chairs

    Publication Year: 2009, Page(s): x
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  • Welcome to “Telling Our Stories” at Agile 2009

    Publication Year: 2009, Page(s): xi
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  • Organizing Committee

    Publication Year: 2009, Page(s):xii - xvi
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  • Examining the Foundations of Agile Usability with eXtreme Scenario-Based Design

    Publication Year: 2009, Page(s):3 - 10
    Cited by:  Papers (8)
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (414 KB) | HTML iconHTML

    The increasing use of agile methods to develop UI-intensive systems has led to a need to find ways of integrating usability into agile teams reconciling the convergence and divergent points between the two areas. Agile usability researchers at Virginia Tech have partnered with Meridium, Inc. to develop and implement an integrated approach known as extreme scenario based design (XSBD). Based on an ... View full abstract»

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  • The Importance of Identity and Vision to User Experience Designers on Agile Projects

    Publication Year: 2009, Page(s):11 - 18
    Cited by:  Papers (16)
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (287 KB) | HTML iconHTML

    User Experience (UX) practitioners and agile practitioners need to understand how user-centred design (UCD) and its techniques can be applied in an agile context. This paper presents the results of a study concerning the role of UX practitioners on agile projects, as perceived by UX practitioners themselves. We interviewed ten UX practitioners in a variety of settings, and following a qualitative ... View full abstract»

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  • Easing Team Politics in Agile Usability: A Concept Mapping Approach

    Publication Year: 2009, Page(s):19 - 25
    Cited by:  Papers (3)
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (272 KB) | HTML iconHTML

    Team politics complicate software projects. They cause internal conflicts that can not only cost a software team time and money, but may also detract from the needs of the productpsilas end users. In this paper, we explore the use of concept maps as a means of mitigating such team conflicts. Approaching agile usability through the lens of distributed cognition, concept mapping could improve team c... View full abstract»

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  • Supporting Program Comprehension in Agile with Links to User Stories

    Publication Year: 2009, Page(s):26 - 32
    Cited by:  Papers (2)
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (632 KB) | HTML iconHTML

    Agile software development involves continuously making iterative and incremental changes to source code. When making changes, developers quickly focus on parts of code that they consider to be important, and sometimes miss other relevant parts. Therefore, tool support is needed to help developers locate conceptually related sections of code. In this paper, we present Zelda, a tool designed to wor... View full abstract»

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  • XP Customer Practices: A Grounded Theory

    Publication Year: 2009, Page(s):33 - 40
    Cited by:  Papers (8)
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (293 KB) | HTML iconHTML

    The customer is a critical role in XP, but almost all XP practices are presented for developers by developers. While XP calls for real customer involvement, it does not explain what XP customers should do, nor how they should do it. Using grounded theory, we discovered eight customer practices used by successful XP teams: customer boot camp, customerpsilas apprentice, customer pairing, and program... View full abstract»

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  • Extreme Product Line Engineering: Managing Variability and Traceability via Executable Specifications

    Publication Year: 2009, Page(s):41 - 48
    Cited by:  Papers (4)
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (768 KB) | HTML iconHTML

    Extreme Programming (XP) has been reported to work well by valuing principles of simplicity, lightweight practices, effective feedback and continuous process and product improvement. This paper describes an approach towards managing software product lines in a setting where XP practices are common. The paper is an action research describing a case where we handled variability in the domain of inte... View full abstract»

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  • Improving General Knowledge in Agile Software Organizations: Experiences with Job Rotation in Customer Support

    Publication Year: 2009, Page(s):49 - 56
    Cited by:  Papers (1)
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (245 KB) | HTML iconHTML

    For many organizations the transition to agile methods is problematic due to history of bureaucratization and subsequent extensive specialization of knowledge among people. Specialist knowledge inhibits self-organization and role interchangeability which are key elements of agile development. Knowing that bureaucracies are hard to counteract once established, how can development of general knowled... View full abstract»

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  • The XP Customer Team: A Grounded Theory

    Publication Year: 2009, Page(s):57 - 64
    Cited by:  Papers (13)
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (282 KB) | HTML iconHTML

    The initial definition of XP resulted in many people interpreting the on-site customer to be a single person. We have conducted extensive qualitative research studying XP teams, and one of our research questions was ldquowho is the customerrdquo? We found that, rather than a single person, a customer team always exists. In this paper we outline the different roles that were typically on the team, ... View full abstract»

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  • Shock Therapy: A Bootstrap for Hyper-Productive Scrum

    Publication Year: 2009, Page(s):69 - 73
    Cited by:  Papers (5)
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (1211 KB) | HTML iconHTML

    A properly implemented Scrum framework enforces a few simple constraints that cause a team to self-organize into a state that achieves 5 to 10 times waterfall performance. Yet the majority of Scrum teams never achieve this design goal. Teams do not know how to sequence work to deliver working software at the end of a sprint. They do not know how to work with a Product Owner to get the backlog in a... View full abstract»

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  • Scrum 911! Using Scrum to Overhaul a Support Organization

    Publication Year: 2009, Page(s):74 - 78
    Cited by:  Papers (3)
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (208 KB) | HTML iconHTML

    The Support 2.0 team at our IT organization has recently completed Phase 1 of the Support 2.0 project. Phase 1 was a four month endeavor with a primary focus of collecting data to understand why support was so costly and identify the root cause for each support request. The team strongly believed that this initial phase would be critical to making significant impacts to the quality and supportabil... View full abstract»

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  • Covert Agile: Development at the Speed of… Government?

    Publication Year: 2009, Page(s):79 - 83
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (217 KB) | HTML iconHTML

    It is the late-80psilas and the U.S. Department of Defense is rolling out a new state-of-the-art system for scheduling satellite tracking stations that uses a text-driven display and communication over serial lines. Now 15 years, three failed replacements and over 20 million tax payer dollars later a final attempt at replacing the crippled system gets underway...using Agile. This experience report... View full abstract»

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  • A Peek into an Agile Infected Culture

    Publication Year: 2009, Page(s):84 - 89
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (958 KB) | HTML iconHTML

    What happens when your organization practices Agile software development for many years? Well, you get pretty good at Agile and you are able to apply Agile with reducing effort on challenging projects. But there is another interesting outcome which is that your people internalize Agile values, so much so that Agile becomes second-nature to everyone! In this paper we will show you how our culture i... View full abstract»

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  • Enterprise Agile Transformation: The Two-Year Wall

    Publication Year: 2009, Page(s):90 - 95
    Cited by:  Papers (2)
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (230 KB) | HTML iconHTML

    As Agile is adopted by large enterprises, the number of transformation success stories has grown. But, transformation is an ongoing process, and maintaining organizational change is difficult. So, what happens after the success stories have been told? What can IT leaders expect once the Agile transformation honeymoon is over? This paper addresses these questions head-on, sharing Borlandpsilas tran... View full abstract»

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  • How the FBI Learned to Catch Bad Guys One Iteration at a Time

    Publication Year: 2009, Page(s):96 - 100
    Cited by:  Papers (2)
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (231 KB) | HTML iconHTML

    Because the Federal Bureau of Investigation (FBI) never stops evolving, High Performance Technologies, Inc. (HPTi) found itself struggling to keep up with the changes while maintaining its CMMI III certification. Developers were complaining, clients were getting anxious, software releases were slipping. But what was the problem? Was it CMMI? Was it the environment? Was it HPTi? Through a disciplin... View full abstract»

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  • How Being Agile Changed Our Human Resources Policies

    Publication Year: 2009, Page(s):101 - 106
    Cited by:  Papers (1)
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (219 KB) | HTML iconHTML

    Menlo Innovations adopted agile software development practices in order to build highly effective software development teams that could produce software for Menlopsilas clients. As client needs changed during projects, it was often appropriate to change the size of the team working on the project. In order to accommodate the effective integration of new staff, and to remain productive when staffin... View full abstract»

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  • Weaponized Scrum

    Publication Year: 2009, Page(s):107 - 112
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (225 KB) | HTML iconHTML

    Scrum provides a framework for managing agile development projects. It encourages transparency at all times, which helps reinforce the cycle of trust that must exist between development teams, management and the customer. Over the course of two years, our team had used Scrum to successfully deliver three revisions of our product with a degree of predictability that had been unattainable prior to a... View full abstract»

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  • Agile at Yahoo! From the Trenches

    Publication Year: 2009, Page(s):113 - 118
    Cited by:  Papers (6)
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (227 KB) | HTML iconHTML

    Yahoo! is a great proving ground for Agile. Since the introduction of Agile methods and practices into the company over five years ago, many contests of the Agile process have played out across the expansive Yahoo! software development landscape. Throughout its history, the spirit of Agile has survived, often in surprising and unexpected ways. Whether being mandated from the executive-level or ari... View full abstract»

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