敏捷软件开发中的风险管理

敏捷软件开发的诞生源于对高失败率的传统软件开发方法的改进和探索,是一种处理软件开发过程中各个级别上风险的软件开发方法。但是敏捷软件开发很少明确地看到风险管理的内容,经常缺乏对风险的关注。本文根据敏捷软件开发的特点和项目风险管理理论,从人、过程、产品和技术四个纬度就如何防范和缓解敏捷软件开发风险进行了探析。     

敏捷开发在软件开发中的应用

敏捷开发能够使项目团队的工作效率得到极大提升,以最快的速度获得投资回报,同时还可以产生高质量的工作成果,敏捷开发在实际的软件开发工作中的应用十分广泛.本文介绍了敏捷开发在软件开发中的应用,希望可以为同行业人士提供参考.     

维护开发中敏捷方法的应用

该文主要介绍了敏捷软件开发的几种主要方法以及在维护性开发中的实际应用，并与传统重型开发法进行了对比，表明敏捷软件开发方法在软件开发中的一些先进之处及存在的一些问题；同时介绍了软件的维护及维护性开发的重要意义，在此基础上提出将敏捷方法用于软件的维护性开发中，对该应用的可行性和具体的实现过程给出了分析，并给出开发过程的实例说明，证明了该方法的有效性，说明敏捷方法在软件维护性开发中的应用具有非常强的实际应用研究价值。     

敏捷开发与传统瀑布模型的比较及教学

敏捷开发是软件工程领域中新兴的一种软件开发模式,作为一种流行趋势的新兴技术,不少公司都在尝试实施敏捷开发转型。本文对这种新兴的敏捷开发与传统软件开发模式作了比较,通过比较阐述敏捷开发思想的优越性,并给出了敏捷开发在教学中的一些建议。     

软件开发生命周期法比较之敏捷与传统

敏捷开发是近十年来兴起的软件开发模式,2012年11月第七届中国敏捷软件开发大会在北京、深圳、上海三地举办,为国内外敏捷实践者提供了开放的交流平台。从软件开发生命周期的角度分析比较了敏捷方法与传统方法的优劣,并提出敏捷方法在实践中的改进建议。     

对于敏捷软件开发重要元素的思考

通过对比传统软件开发方法,简要介绍了敏捷软件开发的优点,从不同角度对各个元素敏捷内容进行了说明,对敏捷软件的开发基本要领进行了阐述,分析并得出了敏捷开发的高质量、高效率、高收益结果。     

敏捷型软件开发方法与极限编程概述

在当前需求快速变动的背景下，传统的软件工程方法显得难以适应。近年来出现了一类新的轻量级的软件开发方法，它们被统称为敏捷型软件开发方法。介绍了敏捷型软件开发方法的背景、原则和特点，将其与传统软件工程方法作了比较；还重点介绍了当前国外流行的敏捷型软件开发方法：XP(eXtreme Programming——极限编程)的开发流程和实践准则。     

浅谈敏捷软件开发中Scrum方法的运用

目前软件开发除了强调产品质量,同时对产品能够快速发布并且迅速适应市场变化的要求也日益强烈。为适应这种开发环境和市场需求,传统的软件开发模式已被敏捷开发模式所替代。本文介绍敏捷软件开发中的Scrum方法,并结合实际问题,分析Scrum方法在实践中的运用。     

敏捷开发:极限编程在管理信息系统开发中的实践探讨

极限编程是敏捷的和基于实践的软件开发方法学。通过介绍极限编程的特点及其在一个管理信息系统项目实际开发中的成功实践，探讨研究了极限编程对于中小型需求易变的软件开发项目应用的优势和不足。     

敏捷软件开发的认识偏误与推广瓶颈浅析

本文概述了敏捷开发的五大架构主导性理念与四大核心价值观，揭示了敏捷软件开发方法的思想本质；分析了人们对敏捷软件开发的某些认识偏误与进一步推广应用的主要瓶颈，并提出了解决这两大问题的若干对策建议。     

Understanding agile software development practices using shared mental models theory

ContextAgile software development is an alternative software development methodology that originated from practice to encourage collaboration between developers and users, to leverage rapid development cycles, and to respond to changes in a dynamic environment. Although agile practices are widely used in organizations, academics call for more theoretical research to understand the value of agile software development methodologies.ObjectiveThis study uses shared mental models theory as a lens to examine practices from agile software methodologies to understand how agile practices enable software development teams to work together to complete tasks and work together effectively as a team.MethodA conceptual analysis of specific agile practices was conducted using the lens of shared mental models theory. Three agile practices from Xtreme Programming and Scrum are examined in detail, system metaphor, stand-up meeting, and on-site customer, using shared mental models theory.ResultsExamining agile practices using shared mental models theory elucidates how agile practices improve collaboration during the software development process. The results explain how agile practices contribute toward a shared understanding and enhanced collaboration within the software development team.ConclusionsThis conceptual analysis demonstrates the value of agile practices in developing shared mental models (i.e. shared understanding) among developers and customers in software development teams. Some agile practices are useful in developing a shared understanding about the tasks to be completed, while other agile practices create shared mental models about team processes and team interactions. To elicit the desired outcomes of agile software development methods, software development teams should consider whether or not agile practices are used in a manner that enhances the team’s shared understanding. Using three specific agile practices as examples, this research demonstrates how theory, such as shared mental models theory, can enhance our understanding regarding how agile practices are useful in enhancing collaboration in the workplace.     

Categorization of risk factors for distributed agile projects

ContextOrganizations combine agile approach and Distributed Software Development (DSD) in order to develop better quality software solutions in lesser time and cost. It helps to reap the benefits of both agile and distributed development but pose significant challenges and risks. Relatively scanty evidence of research on the risks prevailing in distributed agile development (DAD) has motivated this study.ObjectiveThis paper aims at creating a comprehensive set of risk factors that affect the performance of distributed agile development projects and identifies the risk management methods which are frequently used in practice for controlling those risks.MethodThe study is an exploration of practitioners’ experience using constant comparison method for analyzing in-depth interviews of thirteen practitioners and work documents of twenty-eight projects from thirteen different information technology (IT) organizations. The field experience was supported by extensive research literature on risk management in traditional, agile and distributed development.ResultsAnalysis of qualitative data from interviews and project work documents resulted into categorization of forty-five DAD risk factors grouped under five core risk categories. The risk categories were mapped to Leavitt’s model of organizational change for facilitating the implementation of results in real world. The risk factors could be attributed to the conflicting properties of DSD and agile development. Besides that, some new risk factors have been experienced by practitioners and need further exploration as their understanding will help the practitioners to act on time.ConclusionOrganizations are adopting DAD for developing solutions that caters to the changing business needs, while utilizing the global talent. Conflicting properties of DSD and agile approach pose several risks for DAD. This study gives a comprehensive categorization of the risks faced by the practitioners in managing DAD projects and presents frequently used methods to reduce their impact. The work fills the yawning research void in this field.     

敏捷方法在企业应用系统开发中的应用与改进

面对传统方法在适应需求变化方面的不足，近年来出现了一些敏捷型软件开发方法，它灵活的开发机制能有效控制需求变化带来的风险。本文以极限编程为例介绍了敏捷方法的思想、价值观和过程实践规则。另外，本文还分析了企业应用系统开发的特点和难点，并结合ERP项目开发的实践经验，介绍了敏捷方法在企业应用系统开发中的应用和改进过程。     

敏捷方法在软件项目开发中的实践

目前很多企业内中小型软件项目面临开发时间紧迫、人手不足、需求不断变化的困难,传统重量级的软件开发方法无法应对这样的挑战.敏捷方法是基于实践的软件开发方法学,为解决这类轻量级项目管理和开发所碰到的问题提供了新的思路.通过分析敏捷方法的主要目标、观点和原则,并结合一个实际的管理信息系统项目开发,从项目计划、项目文档、重构的改进和项目维护的4个方面探讨了敏捷方法的实践应用.实践证明,采用敏捷方法的观点和原则进行必要的改进,能取得项目开发的成功.     

敏捷组织的复杂适应性及其行为模式研究

从CAS理论出发,分析了敏捷软件开发方法的复杂适应性,指出敏捷开发组织是一个复杂适应性系统,并建立敏捷开发组织的个体与环境关系的回声模型以及主体行为模式的刺激-反应模型,为敏捷软件开发方法的运行机制和持续改进提供理论依据。     

Usability in agile software development: A tertiary study

In the last years the interest in developing research on integration of usability and agile software development has been increasing. The number of systematic literature reviews, systematic mapping studies and non-systematic reviews, related to this thematic has also increased. Nevertheless, there is no analysis on the quality of these published secondary studies, nor is there a consolidated research that brings the answer of how to integrate these two areas. The goal of this paper is to categorize secondary studies related to the integration of usability and agile software development and present a critical analysis on the quality of the selected studies. To accomplish this goal a tertiary study was performed to categorize the related studies selected. Initially 3,065 papers were identified and further narrowed to 14 by applying exclusion criteria and analysis. We classified the selected studies as systematic literature reviews, systematic mapping studies and non-systematic literature reviews to report the data analysis. As a result of this study different forms to integrate usability and agile software development were detected as well as the various challenges that must be overcome for the integration success. Six main categories were identified to represent ways of integrating usability into agile development: processes, techniques, practices, recommendations, principles and different approaches. Regarding to the challenges for the integration seven main categories were also identified: issues related to tests, time, work balance, modularization, feedback, prioritization, and documentation. Although the interest in researching the integration of usability and agile software development has increased in the last years, mostly of the analyzed studies neglected the quality criteria and presented difficulties to use methods to synthetize the research results. Despite this, it has been realized that the integration of usability with agile software development is possible and is strongly aligned with user-centered design. The initial studies indicated a separation of activities and roles into specific tracks with parallel work to treat usability in agile software development, but the trend is no longer to manage and control these activities in separate ways, so new challenges are becoming to appear. Although we have identified several points of tension, the integration does not become unfeasible.     

“Leagile” software development: An experience report analysis of the application of lean approaches in agile software development

In recent years there has been a noticeable shift in attention from those who use agile software development toward lean software development, often labelled as a shift “from agile to lean”. However, the reality may not be as simple or linear as this label implies. To provide a better understanding of lean software development approaches and how they are applied in agile software development, we have examined 30 experience reports published in past agile software conferences in which experiences of applying lean approaches in agile software development were reported. The analysis identified six types of lean application. The results of our study show that lean can be applied in agile processes in different manners for different purposes. Lean concepts, principles and practices are most often used for continuous agile process improvement, with the most recent introduction being the kanban approach, introducing a continuous, flow-based substitute to time-boxed agile processes.     

Large-scale agile transformation at Ericsson: a case study

Many large organizations are adopting agile software development as part of their continuous push towards higher flexibility and shorter lead times, yet few reports on large-scale agile transformations are available in the literature. In this paper we report how Ericsson introduced agile in a new R&D product development program developing a XaaS platform and a related set of services, while simultaneously scaling it up aggressively. The overarching goal for the R&D organization, distributed to five sites at two continents, was to achieve continuous feature delivery. This single case study is based on 45 semi-structured interviews during visits at four sites, and five observation sessions at three sites. We describe how the organization experimented with different set-ups for their tens of agile teams aiming for rapid end-to-end development: from component-based virtual teams to totally cross-functional, cross-component, cross-site teams. Moreover, we discuss the challenges the organization faced and how they mitigated them on their journey towards continuous and rapid software engineering. We present four lessons learned for large-scale agile transformations: 1) consider using an experimental approach to transformation, 2) consider implementing the transformation step-wise in complex large-scale settings, 3) team inter-changeability can be limited in a complex large-scale product — specialization might be needed, and 4) not using a common agile framework for the whole organization, in combination with insufficient common trainings and coaching may lead to a lack of common direction in the agile implementation. Further in-depth case studies on large-scale agile transformations, on customizing agile to large-scale settings, as well as on the use of scaling frameworks are needed.     

基于敏捷开发的高校网络评教系统

高校评教正逐步从传统手工问卷升级到网络评教,针对高校专业软件人员不足、开发周期长的问题,讨论使用敏捷开发的思维,利用开源软件和成熟软件开发框架进行高校网络评教系统设计的方法,解决网络评教系统在高校开发的瓶颈.