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.     

浅谈在敏捷开发中QA的质量管理

敏捷开发是当前比较热门的开发模式,本文主要探讨QA如何转变观念从而更好地开展敏捷开发模式下的质量管理工作.     

敏捷开发中软件架构设计与实践

软件架构在软件开发中起着非常关键的作用.在传统软件开发中,软件架构难以改变,对架构的调整需要付出较大成本.与此相比,敏捷开发(Agile Development)是轻量级的,拥抱变化的,能快速响应变化的开发方法.在对敏捷软件开发及架构分析的基础上,提出一套敏捷开发中架构设计的方法论.结合实际项目中的架构设计验证该方法论的有效性.     

敏捷开发在软件工程实践教学中的应用探索

分析敏捷开发方法的优势,从软件工程课程教学现状、教学要求以及国家相关政策动向出发,论述敏捷开发在软件工程实践教学项目实训中的可行性,并介绍相应的实施方法和基于敏捷开发的软件工程实践教学项目开发的实施过程.     

敏捷测试管理探讨

信息技术的发展日新月异,市场的快速变化对软件产品的开发过程要求既能快速发布又要能够迅速适应市场变化以便赢得市场,由此敏捷开发孕育而生。软件测试作为产品质量保证的一个重要环节,敏捷过程中的测试改进逐渐得到更多的关注。本文针对敏捷过程中由于快速应对变化导致的测试覆盖充分性与测试时间压力的矛盾冲突,从测试管理的角度,重点分析敏捷测试中的组织、策略和过程管理流程,以确保缩短测试时间,提高测试中对过程和状态的监控能力,保证测试覆盖率、测试有效性和产品质量。     

敏捷测试理论与实践

介绍了敏捷开发和敏捷测试的相关理论,并重点阐述了一套针对敏捷方法中最著名的XP方法的敏捷测试实施流程。     

敏捷型需求工程实践探索,拥抱变化

作为软件工程最重要的子领域之一,需求工程在自20世纪80年代以来就一直是相关方向的研究热点之一。近年来随着敏捷开发的越来越流行,对传统的需求工程方法也做出了巨大的挑战。敏捷开发以快速响应变化为特点与优势,与此相应地,如何制定新的需求工程策略以适合敏捷过程,拥抱变化,成为了敏捷开发实践所不容回避的一个话题。本文对敏捷开发的过程进行了深入分析,提出了一套较可行的敏捷型需求工程实践方法,希望为中小型团队实践敏捷开发提供一些参考与建议。     

敏捷软件开发图书概览

“敏捷软件开发宣言:我们正在通过亲身实践和帮助其他人实践,揭示更好的软件开发方法,通过这项工作,我们认为:人和交流胜过过程和工具可工作的软件胜过面面俱到的文档客户协作胜过合同谈判响应变化胜过遵循计划虽然右项也有价值,但是我们认为左项更重要。”——Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern, Brian Marick, Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland, Dave Thomas敏捷软件开发这个词在2006年的中国软件界听起来仍然显得有些陌生。自2001年敏捷联盟被发起以来,     

面向敏捷询单处理的订单优先级排序方法

在分析了企业敏捷询单中订单排程问题的基础上,构建了面向敏捷询单处理的订单排程框架.对订单排程阶段中的关键问题——订单优先级排序方法进行了研究.结合电子行业的具体应用,从顾客系数、订单价值和订单复杂程度3个维度构建了订单优先级排序的评价指标体系,采用基于新标度法的层次分析法计算出订单优先级的排序.分析结果表明,该方法能有效解决实际订单评审阶段的订单排程问题,对提高企业询单的敏捷性和准确性具有较好的指导意义.     

敏捷开发过程与CMMI实施融合研究

介绍敏捷开发过程的基本特征,比较敏捷开发与传统项目管理之间的差别,提出敏捷开发过程与CMMI实施的融合策略。     

“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.     

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.     

Processes versus people: How should agile software development maturity be defined?

Maturity in software development is currently defined by models such as CMMI-DEV and ISO/IEC 15504, which emphasize the need to manage, establish, measure and optimize processes. Teams that develop software using these models are guided by defined, detailed processes. However, an increasing number of teams have been implementing agile software development methods that focus on people rather than processes. What, then, is maturity for these agile teams that focus less on detailed, defined processes? This is the question we sought to answer in this study. To this end, we asked agile practitioners about their perception of the maturity level of a number of practices and how they defined maturity in agile software development. We used cluster analysis to analyze quantitative data and triangulated the results with content analysis of the qualitative data. We then proposed a new definition for agile software development maturity. The findings show that practitioners do not see maturity in agile software development as process definition or quantitative management capabilities. Rather, agile maturity means fostering more subjective capabilities, such as collaboration, communication, commitment, care, sharing and self-organization.     

Strengths and barriers behind the successful agile deployment—insights from the three software intensive companies in Finland

The number of success stories being reported concerning agile software development has led to an increase in interest among industries and research communities. The purpose of this paper is to identify strengths and barriers for ‘successful agile deployment’ in the software companies. This knowledge can benefit software companies planning their current strategy for agile deployment. Analysis of 57 developers, architects, project managers, customers, quality managers, and line and product managers in three case companies identifies 71 strengths and 169 barriers of agile deployment. The analysis revealed the importance of management providing the necessary goals and support for agile development. It also indicated the significance of defining a tailored process model and giving developers the freedom to improve their own agile development process continuously during agile deployment. The identified barriers, strengths and recommendations can be used as a checklist for planning and/or monitoring the effectiveness of agile deployment in software companies. By identifying the barriers and strengths of agile deployment, the paper deepens understanding of this highly relevant but relatively under-researched phenomenon and contributes to the literature on agile deployment and software process improvement.     

Coordination in co-located agile software development projects

Agile software development provides a way to organise the complex task of multi-participant software development while accommodating constant project change. Agile software development is well accepted in the practitioner community but there is little understanding of how such projects achieve effective coordination, which is known to be critical in successful software projects. A theoretical model of coordination in the agile software development context is presented based on empirical data from three cases of co-located agile software development. Many practices in these projects act as coordination mechanisms, which together form a coordination strategy. Coordination strategy in this context has three components: synchronisation, structure, and boundary spanning. Coordination effectiveness has two components: implicit and explicit. The theoretical model of coordination in agile software development projects proposes that an agile coordination strategy increases coordination effectiveness. This model has application for practitioners who want to select appropriate practices from agile methods to ensure they achieve coordination coverage in their project. For the field of information systems development, this theory contributes to knowledge of coordination and coordination effectiveness in the context of agile software development.     

基于敏捷思想的iOS平台软件的设计与实现

软件的开发过程与最初的计划保持一致已经不再是当今软件开发的主要目标了,如何应对客户对于需求的不断变化,快速地交付高质量的软件并做到让客户满意,已经成为了一个软件开发公司能否在当今竞争激烈的软件行业中得以生存的关键。文中在对统一软件过程以及敏捷方法的优势和局限性研究与分析的基础上,利用敏捷思想对统一过程进行适当裁剪并利用统一思想对敏捷开发进行合理扩充,提出了一种基于统一过程和敏捷方法的软件开发过程,成功地将敏捷过程应用到iOS智能手机操作系统开发这一实际的项目中。实践证明,敏捷开发方法在应对需求频繁变化和提高软件开发效率方面均起到了很好的效果。     

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。     

Applying agile methods to aircraft embedded software: an experimental analysis

This paper discusses the applicability of agile methods to aircraft embedded software development. It presents the main results of an experiment that combines agile practices from Scrum with model‐based development and distributed development. The experiment consists of the development of an aircraft cockpit display system divided in five distributed teams. Three features are analysed and quantified, using the output artefacts of each team: the artefacts' quality, the adherence to agile methods, and the adherence to standard DO‐178C. The main conclusion of the experiment is that there is a high correlation between the adherence to agile methods and the artefacts' quality, motivating the use of agile methods in aircraft industry. Also, the experiment evinced that agile methods does not specifically address the integration of distributed teams and the hardware/software integration. This lacuna affects the artefacts' quality. The results of the experiment emphasize the importance of concentrating future work in the proposal of specific agile practices for these activities. Copyright © 2017 John Wiley & Sons, Ltd.     

A dependency taxonomy for agile software development projects

Agile software development is designed to achieve collaborative software development. A supporting pillar of collaboration is effective coordination, which is necessary to manage dependencies in projects. Understanding the dependencies arising in agile software development projects can help practitioners choose appropriate coordinative practices from the large number of practices provided by the various agile methods. To achieve this understanding, this article analyses dependencies in three typical cases of co-located agile software development and presents the dependencies as a taxonomy with decision rules for allocating dependencies into categories. Findings show that knowledge, process, and resource dependencies are present, with knowledge dependencies predominant. In addition, there are agile practices with a coordinative function that address multiple dependencies in these agile software development projects. These practices would be a good choice for coordinating a project and supporting collaboration in agile software projects.