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Date 13-17 Aug. 2012

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Displaying Results 1 - 25 of 38
  • [Back cover]

    Publication Year: 2012 , Page(s): C4
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  • [Title page i]

    Publication Year: 2012 , Page(s): i
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  • [Title page iii]

    Publication Year: 2012 , Page(s): iii
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  • [Copyright notice]

    Publication Year: 2012 , Page(s): iv
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  • Table of contents

    Publication Year: 2012 , Page(s): v - vii
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  • Message from the Research Producers

    Publication Year: 2012 , Page(s): viii
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  • Message from the Insights Experience Reports Producers

    Publication Year: 2012 , Page(s): ix
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  • Organizing Committee

    Publication Year: 2012 , Page(s): x - xi
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  • User Experience Design Goes Agile in Lean Transformation -- A Case Study

    Publication Year: 2012 , Page(s): 1 - 10
    Save to Project icon | Request Permissions | Click to expandAbstract | PDF file iconPDF (268 KB) |  | HTML iconHTML  

    This paper describes the results of a single-case case study, exploring the role of user experience (UX) work in agile software development. The case study company is a large multinational telecommunication company undergoing a lean transformation process. In this case, lean transformation includes the adoption of agile software development practices. Transformation to agile practices had taken pl... View full abstract»

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  • Agile Development and User Experience Design Integration as an Ongoing Achievement in Practice

    Publication Year: 2012 , Page(s): 11 - 20
    Cited by:  Papers (3)
    Save to Project icon | Request Permissions | Click to expandAbstract | PDF file iconPDF (156 KB) |  | HTML iconHTML  

    Little is known about how Agile developers and UX designers integrate their work on a day-to-day basis. While accounts in the literature attempt to integrate Agile development and UX design by combining their processes and tools, the contradicting claims found in the accounts complicate extracting advice from such accounts. This paper reports on three ethnographically-informed field studies of the... View full abstract»

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  • Software Change in the Solo Iterative Process: An Experience Report

    Publication Year: 2012 , Page(s): 21 - 30
    Cited by:  Papers (3)
    Save to Project icon | Request Permissions | Click to expandAbstract | PDF file iconPDF (271 KB) |  | HTML iconHTML  

    This paper reports an experience of a solo programmer who added a new feature into an open source program called muCommander. The process is observed on two granularities: Granularity of software change (SC) and granularity of Solo Iterative Process (SIP). The experience confirms that both SC and SIP process models can be successfully enacted, are able to implement the described feature, and produ... View full abstract»

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  • Documentation Work in Agile Teams: The Role of Documentation Formalism in Achieving a Sustainable Practice

    Publication Year: 2012 , Page(s): 31 - 40
    Cited by:  Papers (1)
    Save to Project icon | Request Permissions | Click to expandAbstract | PDF file iconPDF (465 KB) |  | HTML iconHTML  

    As its second guiding principle, agile software development promotes working software over comprehensive documentation. In this paper we investigate alignment between two different documentation practices and agile development. We report upon an experiment conducted to explore the impact of formalism and media type on various dimensions of documentation practice in agile teams. 28 students in 8 te... View full abstract»

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  • Estimate of the Appropriate Iteration Length in Agile Development by Conducting Simulation

    Publication Year: 2012 , Page(s): 41 - 50
    Save to Project icon | Request Permissions | Click to expandAbstract | PDF file iconPDF (2564 KB)  

    Agile development refers to the group of software development methodologies based on an iterative and incremental process model. It divides the development period into short time frames called iterations and uses a body of knowledge obtained from past experience called practice to ensure agile software development Although the iteration length is an important factor in agile development however it... View full abstract»

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  • A Methodology for Assessing Agile Software Development Methods

    Publication Year: 2012 , Page(s): 51 - 54
    Cited by:  Papers (1)
    Save to Project icon | Request Permissions | Click to expandAbstract | PDF file iconPDF (271 KB) |  | HTML iconHTML  

    Agile methods provide an organization or a team with the flexibility to adopt a selected subset of principles and practices based on their culture, their values, and the types of systems that they develop. More specifically, every organization or team implements a customized agile method, tailored to better accommodate its needs. However, the extent to which a customized method supports the organi... View full abstract»

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  • Agile Testing: Past, Present, and Future -- Charting a Systematic Map of Testing in Agile Software Development

    Publication Year: 2012 , Page(s): 55 - 63
    Cited by:  Papers (2)
    Save to Project icon | Request Permissions | Click to expandAbstract | PDF file iconPDF (364 KB) |  | HTML iconHTML  

    Testing has been a cornerstone of agile software development methodologies since early in the history of the field. However, the terminology used to describe the field - as well as the evidence in existing literature - is largely inconsistent. In order to better structure our understanding of the field and to guide future work, we conducted a systematic mapping of agile testing. We investigated fi... View full abstract»

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  • Knowledge Management in Distributed Agile Software Development

    Publication Year: 2012 , Page(s): 64 - 73
    Cited by:  Papers (4)
    Save to Project icon | Request Permissions | Click to expandAbstract | PDF file iconPDF (162 KB) |  | HTML iconHTML  

    Software development teams need highly valuable knowledge to carry out knowledge-intensive development activities. Agile teams are cross-functional teams that promote sharing of project-specific knowledge through frequent faceto-face interaction, effective communication and customer collaboration. Knowledge sharing is difficult for distributed Agile teams due to spatial, temporal, and cultural bar... View full abstract»

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  • A Story about a Dinosaur Called Mainframe and a Small Fly Agile

    Publication Year: 2012 , Page(s): 74 - 78
    Save to Project icon | Request Permissions | Click to expandAbstract | PDF file iconPDF (164 KB) |  | HTML iconHTML  

    Once, long time ago, there was a very old dinosaur living on the planet Earth. Big yet invisible to most, living in the dark places full of cold, dust and cables; surrounded by several groups of faithful - very specialized software teams, the only ones who truly understood him. But the life on the planet Earth had never been steady and recently spinning faster and faster around, so it happen that ... View full abstract»

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  • Scaling Scrum Step by Step: "The Mega Framework"

    Publication Year: 2012 , Page(s): 79 - 85
    Cited by:  Papers (1)
    Save to Project icon | Request Permissions | Click to expandAbstract | PDF file iconPDF (129 KB) |  | HTML iconHTML  

    We report the experience of scaling Scrum from one single team to seven feature teams. Our case study is the leading online payment system in Brazil. We introduce the background of the experiment and describe how we were able to scale Scrum in a team that had been previously unsuccessful in implementing it. Then we present “The Mega Framework” - a consistent set of practices and meet... View full abstract»

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  • Embracing Nihilism as a Software Development Philosophy and the Birth of the Big Book of Dead Code

    Publication Year: 2012 , Page(s): 86 - 91
    Save to Project icon | Request Permissions | Click to expandAbstract | PDF file iconPDF (240 KB) |  | HTML iconHTML  

    Agile software practitioners often brag about how quickly they can change course with a project as the requirements evolve and change. What happens to the things we no longer need? Are projects removing functionality no longer needed by the project? Are we truly willing to abandon or even (gasp! delete) "dead" code. Do we know dead code when we see it? Even the most agile developer has left unnece... View full abstract»

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  • Agile's Role in Developing Robust Software Competency at Precor

    Publication Year: 2012 , Page(s): 92 - 98
    Save to Project icon | Request Permissions | Click to expandAbstract | PDF file iconPDF (657 KB) |  | HTML iconHTML  

    Precor has a history of innovation as a leader in the fitness equipment industry. Market forces caused new technology innovations, and traditional outsourcing strategies failed to deliver on the new vision. The decision to develop these new product capabilities in-house created the need for software competency that didn't currently exist. Cost of software was historically considered “free&#... View full abstract»

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  • Combining Kanban and Scrum -- Lessons from a Team of Sysadmins

    Publication Year: 2012 , Page(s): 99 - 102
    Save to Project icon | Request Permissions | Click to expandAbstract | PDF file iconPDF (162 KB) |  | HTML iconHTML  

    In 2010 the author had an opportunity to work with a team of fantastically intelligent system administrators. Their team dynamics and project was completely different from software projects the author have worked with before. We have tried Scrum which did not work at all due to too unstable environment. We also failed using Kanban because of the lack of boundaries, which led to coming back to guer... View full abstract»

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  • There and Back Again: From Iterative to Flow ... and Back to Iterative!

    Publication Year: 2012 , Page(s): 103 - 110
    Save to Project icon | Request Permissions | Click to expandAbstract | PDF file iconPDF (128 KB) |  | HTML iconHTML  

    Agile processes have been developed and used for a long time now as a guideline for teams to follow when they start a project - Scrum, eXtreme Programming, Kanban are well known examples. However, as the project evolves, it is natural that, as a response to its peculiarities, the process itself is tailored to satisfy that team's needs. This experience report tells the story of a team that chose to... View full abstract»

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  • Task Board Evolution

    Publication Year: 2012 , Page(s): 111 - 116
    Cited by:  Papers (2)
    Save to Project icon | Request Permissions | Click to expandAbstract | PDF file iconPDF (1792 KB) |  | HTML iconHTML  

    This paper describes the creation and evolution of various styles of task boards. It contains examples of how to create a board for both a greenfield project and an established legacy project. Additionally, it describes the forces which caused these boards to evolve over time. View full abstract»

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  • Agile Portfolio Management at NYSE

    Publication Year: 2012 , Page(s): 117 - 122
    Save to Project icon | Request Permissions | Click to expandAbstract | PDF file iconPDF (334 KB) |  | HTML iconHTML  

    In December of 2008, at the height of the financial crisis when the bottom-line was more important than ever and pressures at their highest, I took an opportunity at NYSE Technologies, a young division with the New York Stock Exchange. The Exchange was becoming less of a financial company and more of a technology firm that provides premiere products and services to players within the financial ind... View full abstract»

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  • Scaling Agile Product Ownership through Team Alignment and Optimization: A Story of Epic Proportions

    Publication Year: 2012 , Page(s): 123 - 130
    Save to Project icon | Request Permissions | Click to expandAbstract | PDF file iconPDF (1023 KB) |  | HTML iconHTML  

    Scaling Product Ownership isn't something that happens overnight. It is an intentional and thoughtful process. Many organizational considerations must be made and teams must be optimized and assembled correctly. The following is an experience report on how the Department of Defense and the United States Air Force scaled product ownership on a multimillion dollar program spanning multiple teams and... View full abstract»

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