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- Alahyari, Hiva, 1979, et al.
(författare)
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A study of value in agile software development organizations
- 2017
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Ingår i: Journal of Systems and Software. - : Elsevier BV. - 0164-1212 .- 1873-1228. ; 125, s. 271-288
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Tidskriftsartikel (refereegranskat)abstract
- The Agile manifesto focuses on the delivery of valuable software. In Lean, the principles emphasise value, where every activity that does not add value is seen as waste. Despite the strong focus on value, and that the primary critical success factor for software intensive product development lies in the value domain, no empirical study has investigated specifically what value is. This paper presents an empirical study that investigates how value is interpreted and prioritised, and how value is assured and measured. Data was collected through semi-structured interviews with 23 participants from 14 agile software development organisations. The contribution of this study is fourfold. First, it examines how value is perceived amongst agile software development organisations. Second, it compares the perceptions and priorities of the perceived values by domains and roles. Third, it includes an examination of what practices are used to achieve value in industry, and what hinders the achievement of value. Fourth, it characterises what measurements are used to assure, and evaluate value-creation activities. (C) 2016 Elsevier Inc. All rights reserved.
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| 2. |
- Ouriques, Raquel, et al.
(författare)
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Knowledge Management Strategies and Processes in Agile Software Development: A Systematic Literature Review
- 2019
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Ingår i: International Journal of Software Engineering and Knowledge Engineering. - : World Scientific. - 0218-1940. ; 29:3
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Tidskriftsartikel (refereegranskat)abstract
- Knowledge-intensive companies that adopt Agile Software Development (ASD) rely on efficient implementation of Knowledge Management (KM) strategies to promote different Knowledge Processes (KPs) to gain competitive advantage. This study aims to explore how companies that adopt ASD implement KM strategies utilizing practices that promote the KPs in the different organizational layers. Through a systematic literature review, we analyzed 32 primary studies, selected by automated search and snowballing in the extant literature. To analyze the data, we applied narrative synthesis. Most of the identified KM practices implement personalization strategies (81%), supported by codification (19%). Our review shows that the primary studies do not report KM practices in the strategic layer and two of them in the product portfolio layer; on the other hand, in the project layer, the studies report 33 practices that implement personalization strategy, and seven practices that implement codification. KM strategies in ASD promote mainly the knowledge transfer process with practices that stimulates social interaction to share tacit knowledge in the project layer. As a result of using informal communication, a significant amount of knowledge can be lost or not properly transferred to other individuals and, instead of propagating the knowledge, it remains inside a few individuals' minds.
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