Helen Sharp, Tracy Hall's Agile Processes, in Software Engineering, and Extreme PDF

By Helen Sharp, Tracy Hall

This booklet includes the refereed complaints of the seventeenth overseas convention on Agile software program improvement, XP 2016, held in Edinburgh, united kingdom, in may perhaps 2016.

While agile improvement has already develop into mainstream in undefined, this box remains to be consistently evolving and keeps to spur an important curiosity either in and academia. To this finish, the XP convention draws a number of software program practitioners and researchers, delivering an extraordinary chance for interplay among the 2 communities.

The 14 complete papers accredited for XP 2016 have been chosen from forty two submissions. also, eleven adventure studies (from 25 submissions) five empirical reviews (out of 12 submitted) and five doctoral papers (from 6 papers submitted) have been chosen, and in each one case the authors have been shepherded by means of an skilled researcher. mostly, the entire submitted papers went via a rigorous peer-review process.

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Extra resources for Agile Processes, in Software Engineering, and Extreme Programming: 17th International Conference, XP 2016, Edinburgh, UK, May 24-27, 2016, Proceedings

Sample text

Such communi‐ cation is not as effective as face-to-face communication and can result in long response times. Coordination meetings (such as scrum-of-scrum (SoS)) are a potential solution, but were also criticized as boring or too short by our interviewees. They pointed out that in most of the SoS meetings it is difficult to have a thorough discussion and arrive at a good conclusion. Most of the times they have to close the meetings when they get into inter‐ esting technical discussion. One OPO mentioned that such discussions in the meetings might not be interesting to all participants.

This includes a potential lack of experience and knowledge about new features, starting with the area product owner. Another challenge is the unclear role of operational product owners and our inter‐ viewees mention slightly different challenges in the two different products. In Product A, our interviewees expressed confusion about to what level teams should be involved in planning. In contrast, the responsibilities of operational product owners in Product B where clearer. They interacted quite naturally with informal leaders in the teams during planning, thus allowing involvement of the team, without distracting the team members too much from their development tasks.

Se 3 Ericsson AB, Gothenburg, Sweden Abstract. One of the benefits of agile is close collaboration of customer and developer. This ensures good commitment and excellent knowledge flows of information about priorities and efforts. However, it is unclear if this benefit can be leveraged at scale. Clearly, it is infeasible to use practices such as planning game with several agile teams in the room. In this paper, we investigate how a large-scale agile organization manages, what challenges exist, and which oppor‐ tunities can be leveraged.

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