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This paper reports the experience of applying agile methods in the defense sector, characterized mostly by embedded and mission critical software. We describe the experience of creating a Command and Control system for the 4th Logistic Department of the Italian Army's General Staff. The project was approved by the Army as a pilot to determine whether it could be possible to reduce development costs...
In this paper, we attempt to understand what contributes to a successful process for managing legacy system evolution. We provide an analysis of a number of key performance indicators such as cost, duration, and defects. By normalizing through function points, we furthermore compare to a larger benchmark. To do so we performed a mixed, retrospective case study on a series of nine software releases...
Over the past few years there has been an increasing use of informatics means in the school, as an essential mechanism to make the much desired change and modernization. However, this not translated into a simplification of administrative procedures. This paper describes a project that aims to focus the entire evaluation process in a single web application, allowing create autonomous mechanisms of...
Key performance indicators are used by some large enterprises to alert executives to opportunities and dangers. Executives seek "leading indicators" to help them make decision early enough to make a difference. In large enterprises adopting agile practices, managers sometimes use behavioral compliance metrics to help teams self-assess or to gauge how practices are performed. These often...
IT executives initiate software development process methodology change with faith that it will lower development cost, decrease time-to-market and increase quality. Anecdotes and success stories from agile practitioners and vendors provide evidence that other companies have succeeded following a newly chosen doctrine. Quantitative evidence is scarcer than these stories, and when available, often unverifiable...
This paper describes different approaches to successfully conquering complacency and ruts in agile practice. It relates how a team on a slide, that was drifting away from the "spirit" of agile, changed itself to a "wow" team by seeing every problem as an opportunity, converting small thoughts into great ideas and finding innovative solutions for problems.
OpenView Venture Partners is a venture capital fund that uses Scrum as best practice in software development and for project management in all other parts of the organization. OpenView is the first high-performance non-software Scrums that has documented twice as much value produced in fewer working hours. The model at OpenView provides a working manual on how to do Scrum outside of software development...
The Scrum software development framework was designed for the hyperproductive state where productivity increases by 5-10 times over waterfall teams and many colocated teams have achieved this effect. In 2006, Xebia (The Netherlands) started localized projects with half Dutch and half Indian team members. After establishing a localized velocity of five times their waterfall competitors on the same...
Systematic is an agile company working at CMMI level 5, where the default way of working is based on Scrum and story based early testing development. Solid experiences in combining CMMI with Scrum and story based development, has shown that the mix provides strong synergies (Sutherland et al., 2007) and insights into what CMMI practices fit and amplify the execution of Scrum and story based early...
The authors describe BabyCenter.com's four-year journey from chaos to a relatively mature agile organization. From engineering teams tasked with more projects than developers, delivery dates set long before projects were scoped or staffed, and multitudinous business stakeholders deluging team members with new project requests, each more urgent than the previous, the team evolved into scrum sprints...
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