Combining Lean Thinking and Agile Methods for Software Development: A Case Study of a Finnish Provider of Wireless Embedded Systems Detailed

Context: The concept of software craftsmanship has early roots in computing, and in 2009, the Manifesto for Software Craftsmanship was formulated as a reaction to how the Agile methods were practiced and taught. But software craftsmanship has seldom been studied from a software engineering perspective. Objective: The objective of this article is to systematize an anatomy of software craftsmanship through literature studies and a longitudinal case study. Method: We performed a snowballing literature review based on an initial set of nine papers, resulting in 18 papers and 11 books. We also performed a case study following seven years of software development of a product for the financial market, eliciting qualitative, and quantitative results. We used thematic coding to synthesize the results into categories. Results: The resulting anatomy is centered around four themes, containing 17 principles and 47 hierarchical practices connected to the principles. We present the identified practices based on the experiences gathered from the case study, triangulating with the literature results. Conclusion: We provide our systematically derived anatomy of software craftsmanship with the goal of inspiring more research into the principles and practices of software craftsmanship and how these relate to other principles within software engineering in general.

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Learning from the Case Studies, How Global Software Development Process is executed in an Agile Method Environment

Jurnal Buana Informatika ◽

10.24002/jbi.v1i2.297 ◽

2010 ◽

Vol 1 (2) ◽

Author(s):

Ridi Ferdiana ◽

Lukito Edi Nugroho ◽

Paulus Insap Santoso ◽

Ahmad Ashari

Keyword(s):

Software Development ◽

Extreme Programming ◽

Global Software Development ◽

Agile Methods ◽

Analysis Method ◽

Agile Method ◽

Development Lifecycle ◽

Software Development Lifecycle ◽

Unified Process

Abstrak. Belajar dari Studi Kasus, Bagaimana Proses Pengembangan Perangkat Lunak Global Dieksekusi Pada Lingkungan Metode Agile. Tantangan terbesar dalam Software Development Global (GSD) adalah efisiensi waktu untuk mengembangkan. GSD menyediakan panduan untuk menggunakan proses bersama dengan muka seperti proses metode analisis terpadu atau metode air terjun. Meskipun, itu memberikan manfaat melalui dokumentasi yang komprehensif dan kejelasan, ia memberikan menghambat organisasi yang ingin menggunakan GSD tetapi dalam terburu-buru. Metode Agile mengklaim efisien dan pendekatan yang efektif untuk pengembangan perangkat lunak. Makalah ini laporan tentang bagaimana organisasi menggabungkan proses GSD dengan metode tangkas seperti eXtreme Programming (XP), Scrum, Agile Unified Process (UP Agile), Pengembangan Fitur Driven (FDD), dan Microsoft Solusi Kerangka Agile (MSF Agile). Makalah ini menggunakan studi kasus untuk mendapatkan pengalaman organisasi dan menjelaskan praktek yang berguna untuk organisasi yang ingin menerapkan GSD dengan metode tangkas.Â Kata Kunci: Siklus Hidup Pengembangan Perangkat Lunak, Agile, GSDÂ Abstract. The biggest challenge in Global Software Development (GSD) is the efficiency of time to develop. GSD provides a guidance to use the process along with up-front analysis method like unified process or waterfall method. Although, it gives a benefit through comprehensive documentation and its clearness, it gives inhibits the organization which wants use GSD but in a rush. Agile methods claim an efficient and the effective approach to software development. This paper reports on how organizations combine the GSD process with agile methods like eXtreme Programming (XP), Scrum, Agile Unified Process (Agile UP), Feature Driven Development (FDD), and Microsoft Solution Framework Agile (MSF Agile). The paper uses case study to get organization experiences and describe useful practices for the organization that want to implement GSD with an agile method.Â Keywords: Software Development Lifecycle, Agile, GSD

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Implementing lean thinking in software development - a case study from India

International Journal of Services Technology and Management ◽

10.1504/ijstm.2019.10017175 ◽

2019 ◽

Vol 25 (1) ◽

pp. 68

Author(s):

Anand Gurumurthy ◽

Shyam Prasath Balagangatharan ◽

Gopalakrishnan Narayanamurthy

Keyword(s):

Software Development ◽

Lean Thinking

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Implementing lean thinking in software development - a case study from India

International Journal of Services Technology and Management ◽

10.1504/ijstm.2019.096614 ◽

2019 ◽

Vol 25 (1) ◽

pp. 68

Author(s):

Gopalakrishnan Narayanamurthy ◽

Anand Gurumurthy ◽

Shyam Prasath Balagangatharan

Keyword(s):

Software Development ◽

Lean Thinking

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Shifting Conceptualization of Control in Agile Transformations

Agile Processes in Software Engineering and Extreme Programming – Workshops - Lecture Notes in Business Information Processing ◽

10.1007/978-3-030-58858-8_18 ◽

2020 ◽

pp. 173-181

Author(s):

Marius Mikalsen ◽

Viktoria Stray ◽

Nils Brede Moe ◽

Idun Backer

Keyword(s):

Software Development ◽

Functional Unit ◽

Financial Institution ◽

Hierarchical Control ◽

Agile Methods ◽

Control Mechanisms ◽

Digital Era ◽

New Challenges ◽

Functional Software

Abstract Agile transformation implies that organizations apply agile methods also outside of software development units. One particular way of doing such transformations is to create cross-functional software development units. This represents new challenges for control for organizations as the unformal agile control mechanisms from the software units meet the more formal, bureaucratic and hierarchical control from other units. The research on how to manage control in agile transformations, however, is scarce. Through a case study of a new, cross-functional unit in a financial institution, we report on their work to implement control in agile transformations. To analyze our results, we draw on new perspectives for control in the digital era, which challenges existing presumptions on control. Our findings indicate how agile transformations require rethinking traditional control mechanisms and experiment with new control perspectives more suitable for the digital era.

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