Using agile methods for the development of green and sustainable software: Success factors for GSD vendors

2017 ◽  
Vol 30 (8) ◽  
pp. e1927 ◽  
Author(s):  
Nasir Rashid ◽  
Siffat Ullah Khan
Keyword(s):  
Success Factors ◽  
Agile Methods ◽  
Software Success

Implementation aspects of agile methods in large organizations

e-mentor ◽  
2021 ◽  
Vol 90 (3) ◽  
pp. 64-72
Author(s):  
Robert Pawlak ◽  
Keyword(s):  
Best Practices ◽  
Large Scale ◽  
Success Factors ◽  
Implementation Process ◽  
Business Practice ◽  
Organization Culture ◽  
Agile Methods ◽  
Implementation Challenges ◽  
Depth Analysis ◽  
Implementation Aspects

The aim of this article is to analyze the challenges and success factors on organizations’ path to agile transformation, as frequently discussed in the literature and encountered in business practice. The research conducted proved that large-scale agile transformations require a dedicated approach with set of tools and best practices in place. The implementation challenges and barriers have been categorized into method-, organization-, culture- and technology-oriented groups. As a result of an in-depth analysis carried on for the purpose of this paper, a dedicated methodology of agile transformation has been proposed to ease the implementation process.

Project Management

2010 ◽  
pp. 287-300
Author(s):  
Barbara Russo ◽  
Marco Scotto ◽  
Alberto Sillitti ◽  
Giancarlo Succi
Keyword(s):  
Project Management ◽  
Programming Languages ◽  
Success Factors ◽  
User Involvement ◽  
Project Managers ◽  
Software Project ◽  
Development Environment ◽  
Value Propositions ◽  
Technical Issues ◽  
Software Success

Surveys covering over 8000 projects indicate that the major sources of software project failure lie less with shortfalls in formal methods skills and more with shortfalls in skills to deal with stakeholder value propositions (Johnson, 1999). Five of the top six reasons of failure do not deal with programming languages, development environment or hardware choices, but are related to communications among developers and customers (Boehm, 2002). Moreover, the updated Standish Group study, conducted in 2000, identified 10 software success factors. The second factor is user involvement and the third is experienced project manager. This means that most projects fail because of people and project management issues rather than technical issues (Thomsett, 1993). Several recent studies (Philips, 1998) indicate that project managers are learning how to become more successful at IT project management. To improve the software success, more highly skilled project managers are using improved management processes.

Agile Movement from IT Industry to Non-IT Industry: A Review and Analysis

2018 ◽  
Vol 6 (6) ◽  
pp. 285
Author(s):  
Shah Imran Alam ◽  
Syed Shahabuddin Ashraf ◽  
Faria Iqbal
Keyword(s):  
Project Management ◽  
Software Engineering ◽  
High Speed ◽  
Success Factors ◽  
Development Process ◽  
Working Environment ◽  
Agile Methods ◽  
It Industry ◽  
Agile Project Management ◽  
Agile Process

Software engineering is comparatively a new addition in the vocabulary of traditional engineering discipline. Being a late joiner, software engineering obtained many of its process foundation from traditional engineering domains. But the ever-changing business needs and the growing complexity that are required to be addressed in a software application, have kept software engineers on their toes to continuously improve the development process to meet and to manage the challenges in it. Agile project management has been the most significant development in IT industry to manage software development process that could deliver quality software product at an extremely high speed compared to any of the predecessor methods. The key abstraction of all the flavors of agile methods is adaptability towards change. This adaptability is achieved by the use of quality practices and practitioners in a closely integrated working environment that also involves the customers in the development process more than ever before. IT industry has acknowledged the significant success of the agile process and has been a buzz-word for a decade in the IT industry. The paper is built upon a comparative study of the application of Agile project management in both IT and non-IT industries. It further discusses the adaptability of agile methods and its potential to benefit the Non-IT industry in managing the quality of deliverables while maintaining high delivery speed. The discussion extends its boundaries to cover the reason for less acceptance of Agile process in non-IT industry and put forth an argument against the suitability of some of the success-factors in the case of non-IT industries, while they enabled a high acceptance of the Agile process in IT-industry.

scholarly journals Organizational issues in embracing Agile methods: an empirical assessment

2021 ◽  
Author(s):  
Alok Mishra ◽  
Samia Abdalhamid ◽  
Deepti Mishra ◽  
Sofiya Ostrovska
Keyword(s):  
Organizational Culture ◽  
Success Factors ◽  
The Body ◽  
Agile Methods ◽  
Medium Size ◽  
Management Support ◽  
Large Organization ◽  
Empirical Assessment ◽  
Small Organizations ◽  
Organizational Issues

AbstractThis study provides empirical evidence to the body of knowledge in Agile methods adoption in small, medium and large organizations in international context. This research explores the factors involved in the adoption of Agile methods in software development organizations. A survey was conducted among Agile professionals to gather survey data from 52 software organizations in seven countries across the world. Statistical techniques are applied towards empirical assessment. Organizational culture, team structure and management support are found to be crucial success factors whereas lack of management support, a large organization size and traditional organizational culture are found to be detrimental for the adoption of Agile approach in an organization. The selection of an appropriate Agile method depends on the project size and, for each size, there are specific methods preferred by different enterprises. Providing better control over the work is viewed as the primary advantage of the Agile methods within large and small organizations, while for the medium-size organizations, the priority is switched to coping with changing user requirements. Majority of the respondents did not consider embracing agile methods as a reason for project failure which indicates that Agile methods are, indeed, beneficial.

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