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Most of the agile methods mainly concentrate on the development phase. None of them however is explicitly dedicated to the evolution and maintenance domain. In this paper, we outline an agile evolution and maintenance process model and evaluate it within two Canadian software organizations. We do this by comparing current agile development process models to the industrial evolution and maintenance...
Previous studies show that the agile development models implement very few risk management practices. In this paper, we present and evaluate a model integrating the risk management and agile processes. The results show that the model provides a valid solution to address the lack of risk management, however, only in certain types of agile projects.
Little is known about the compliance of risk management models with the industrial practice and vice versa. In this paper, we compare the industrial risk management practice against a risk management model that we have synthesized from a set of current risk management models. This comparison has resulted in several discrepancies observed. As a result, this paper suggests a list of issues that need...
In this paper, we investigate the status of the agile implementation phase within two Canadian organizations. We do this by comparing current agile process models to the industrial practice. Our results show that the organizations studied have adopted most of the activities as suggested in the agile models. However, they had to make some revisions, due to the fact that some of the guidelines as provided...
Structured and disciplined communication is a prerequisite for the effective management of risks. In this paper, we investigate what risk management information is communicated in traditional and agile development environments. Our goal is to find out whether there is any difference in the way risks are communicated. We do this by studying the management of risk information within three Canadian organizations...
On the surface, agile and risk management process models seem to constitute two contrasting approaches. Risk management follows a heavyweight approach whereas agile process models oppose it. In this paper, we identify commonalities in these two process models. Our results show that they have much in common, and that a merge between them is possible.
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