scholarly journals The Theory of One Team: Agile Software Development with Distributed Teams

2021 ◽  
Author(s):  
◽  
Siva Dorairaj

<p>Team co-location is a hallmark of Agile software development that advocates face-to-face interaction and close collaboration among team members. Distributed teams, however, use Agile methods despite the separation of team members through space, time and culture. Little is known about how distributed teams use Agile methods for software development. A Grounded Theory research study that involved 55 participants from 38 different software companies in the USA, India, and Australia was carried out to investigate the key concern of distributed teams in Agile software development. This thesis proposes “The Theory of One Team” which explains how a distributed team in Agile software development adopts explicit strategies for bridging spatial, temporal, and socio-cultural distances, while facing critical impact factors, in order to become one team. This thesis primarily describes how a distributed team resolves the key concern of becoming one team. This thesis also provides the members of a distributed team with techniques for building trust with one another. In addition, this thesis serves to inform senior managers about the importance of supporting distributed teams in Agile software development.</p>

2021 ◽  
Author(s):  
◽  
Siva Dorairaj

<p>Team co-location is a hallmark of Agile software development that advocates face-to-face interaction and close collaboration among team members. Distributed teams, however, use Agile methods despite the separation of team members through space, time and culture. Little is known about how distributed teams use Agile methods for software development. A Grounded Theory research study that involved 55 participants from 38 different software companies in the USA, India, and Australia was carried out to investigate the key concern of distributed teams in Agile software development. This thesis proposes “The Theory of One Team” which explains how a distributed team in Agile software development adopts explicit strategies for bridging spatial, temporal, and socio-cultural distances, while facing critical impact factors, in order to become one team. This thesis primarily describes how a distributed team resolves the key concern of becoming one team. This thesis also provides the members of a distributed team with techniques for building trust with one another. In addition, this thesis serves to inform senior managers about the importance of supporting distributed teams in Agile software development.</p>


Author(s):  
Vinay Kukreja ◽  
Amitoj Singh

In the globalization of fast changing business and technology environment, it becomes very important to respond quickly to changing user requirements. Traditional methodologies are not appropriate for the projects where user requirements are not fixed. Agile methodologies have been developed to cope up with user changing requirements and emphasize more on working software and customer collaboration. Agile is an umbrella term and it is used for many software development methodologies which shares common characteristics. This chapter mainly focuses on the working methodology of agile development and the usage areas of industry where agile development is implemented. Agile software development is difficult in distributed environment as the team members are at distributed locations. This chapter discusses agile industry applicability enablers which are useful for agile software development in distributed environment.


Author(s):  
Michal Dolezel ◽  
Alena Buchalcevova

People rely on structures to make their worlds orderly. This chapter conceptually probes into the problem of the differences between organizational structures deployed in traditional and agile environments. The authors develop an argument that all common forms of organizational entities can be classified by involving a two-dimensional classification scheme. Specifically, they constructed a typology to examine the issues of formal vs. informal authority, and disciplinarity vs. cross-functionality in terms of their significance for traditional and agile software development workplaces. Some examples of concrete organizational forms—including traditional project team, independent test team, self-organizing agile team and developers' community of practice—are discussed. In sum, they argue that by employing this classification scheme, they can theorize the nature of the on-going structural shift observed in conjunction with deploying agile software development methods. They acknowledge that the structures have fundamentally changed, terming the move “democratization” in the software development workplace.


2011 ◽  
Vol 19 (3) ◽  
pp. 1-29
Author(s):  
Suranjan Chakraborty ◽  
Saonee Sarker ◽  
Sudhanshu Rai ◽  
Suprateek Sarker ◽  
Ranganadhan Nadadhur

This research uses configuration theory and data collected from a major IT vendor organization to examine primary configurations of distributed teams in a global off-shoring context. The study indicates that off-shoring vendor organizations typically deploy three different types of configurations, which the authors term as thin-at-client, thick-at-client, and hybrid. These configurations differ in terms of the size of the sub-teams in the different distributed locations and the nature of the ISD-related tasks performed by the distributed team members. In addition, the different configurations were compared on their inherent process-related and resource-related flexibilities. The thick-at-client configuration emerged as the one that offers superior flexibility (in all dimensions).However, additional analysis also revealed contingencies apart from flexibility that may influence the appropriateness of the distributed ISD team configuration, including the volatility of the client organization’s environment and the extent to which the ISD tasks can be effortlessly moved to the vendor’s home location.


Author(s):  
M. Siponen ◽  
R. Baskerville ◽  
R. Kuivalainen

Software developers can use agile software development methods to build secure information systems. Current agile methods have few (if any) explicit security fea-tures. While several discrete security methods (such as checklists and management standards) can supplement agile methods, few of these integrate seamlessly into other software development methods. Because of the severe constraints imposed by agile methods, these discrete security techniques integrate very poorly into agile approaches. This chapter demonstrates how the security features can be integrated into an agile method called feature driven development.


Author(s):  
M. Siponen ◽  
R. Baskerville ◽  
T. Kuivalainen

Software developers can use agile software development methods to build secure information systems. Current agile methods have few (if any) explicit security fea-tures. While several discrete security methods (such as checklists and management standards) can supplement agile methods, few of these integrate seamlessly into other software development methods. Because of the severe constraints imposed by agile methods, these discrete security techniques integrate very poorly into agile approaches. This chapter demonstrates how the security features can be integrated into an agile method called feature driven development.


2014 ◽  
Vol 16 (1) ◽  
pp. 64-70 ◽  
Author(s):  
Gusts Linkevics

Abstract Agile software development can be made successful, but there is no well-defined way how to achieve this. The problem is that the successful adoption of agile methods and practices is a complex process and this process should be customizable for a particular organization or a team. This research focuses on identification of agile methods and practices. Result of the research is the ranking of agile methods, practices and their usage trends. As some terms of agile software development are interpreted differently in different organizations and teams, terminology used is analyzed. Results of the research can be used as a reference material for those who are planning to adopt agile methods or are looking for the next agile practice to implement. Results will be used for the development of an expert system to support agile adoption.


2020 ◽  
Vol 14 ◽  
pp. 8-13
Author(s):  
Tomasz Bławucki ◽  
Siarhei Ramanovich ◽  
Maria Skublewska-Paszkowska

The article presents a comparison in terms of hardware requirements of applications that supports the agile software development processes. For research purposes, popular mobile and internet applications supporting agile software development were chosen. In order to determine the significance of individual technical requirements for end-users, a series of research experiments, based on scenarios of typical and boundary use was conducted. In addition to research, the application supporting agile software development process was implemented. The results of research were recorded by specialized monitoring and profiling tools. The results of performed work are presented in tabular form.


Author(s):  
Suranjan Chakraborty ◽  
Saonee Sarker ◽  
Sudhanshu Rai ◽  
Suprateek Sarker ◽  
Ranganadhan Nadadhur

This research uses configuration theory and data collected from a major IT vendor organization to examine primary configurations of distributed teams in a global off-shoring context. The study indicates that off-shoring vendor organizations typically deploy three different types of configurations, which the authors term as thin-at-client, thick-at-client, and hybrid. These configurations differ in terms of the size of the sub-teams in the different distributed locations and the nature of the ISD-related tasks performed by the distributed team members. In addition, the different configurations were compared on their inherent process-related and resource-related flexibilities. The thick-at-client configuration emerged as the one that offers superior flexibility (in all dimensions).However, additional analysis also revealed contingencies apart from flexibility that may influence the appropriateness of the distributed ISD team configuration, including the volatility of the client organization’s environment and the extent to which the ISD tasks can be effortlessly moved to the vendor’s home location.


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