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Rashina Hoda, James Noble, Stuart Marshall
2010 Proceedings of the 32nd ACM/IEEE International Conference on Software Engineering - ICSE '10  
Understanding these roles will help software teams become selforganizing, and should guide Agile coaches in working with Agile teams.  ...  Through Grounded Theory research involving 24 Agile practitioners across 14 software organizations in New Zealand and India, we identified six informal roles that team members adopt in order to help their  ...  These story cards are meant to be broken down into tasks by the Agile team using their own technical terminology.  ... 
doi:10.1145/1806799.1806843 dblp:conf/icse/HodaNM10 fatcat:jceffhmpcjdglnlougmqnhbn2a

Coaching Global Software Development Projects

Maria Paasivaara
2011 2011 IEEE Sixth International Conference on Global Software Engineering  
vision in a collaborative workshop, to invite coaches as early as possible, to aim for a long-term coaching relationship, and to remember that the project team owns the change, coaches are there just to  ...  internal coaching team.  ...  The coaching team teaches their customer projects agile and lean ways of working, thus they feel it important to use the same practices they teach to the case projects also inside their own coaching team  ... 
doi:10.1109/icgse.2011.33 dblp:conf/icgse/Paasivaara11 fatcat:wpon7ywgxvglhomr24heyzwhpi

The Agile Coach Role: Coaching for Agile Performance Impact [article]

Viktoria Stray, Anastasiia Tkalich, Nils Brede Moe
2020 arXiv   pre-print
We suggest empirically based advice for agile coaching, for example companies giving their agile coaches the authority to implement the required organizational changes within and outside the teams.  ...  The most essential traits of an agile coach are being emphatic, people-oriented, able to listen, diplomatic, and persistent.  ...  We are also thankful to Comparative Agility and the many participants who shared their experiences with us.  ... 
arXiv:2010.15738v1 fatcat:ukfzvlc67fgu7inqrcbq674kme

Understanding Team Dynamics in Distributed Agile Software Development [chapter]

Siva Dorairaj, James Noble, Petra Malik
2012 Lecture Notes in Business Information Processing  
We present six eminent strategies that promote team interaction in distributed Agile teams.  ...  Team dynamics are patterns of interaction among team members that determine the performance of the team. Success of Agile software development depends on team interaction.  ...  Thanks to the Agile practitioners who participated in this study. Thanks to Dr.Rashina Hoda and Dr.George Allan for their help.  ... 
doi:10.1007/978-3-642-30350-0_4 fatcat:omxv2orq7fbjtm5clmpqqgfvxq

Assessing the Value of an Agile Coach in Agile Method Adoption [chapter]

Rory V. O'Connor, Natalia Duchonova
2014 Communications in Computer and Information Science  
In our research we surveyed three distinct groups: companies that used an Agile Coach for agile adoption, companies that adopted agile on their own and Agile Coaches themselves without the help of an Agile  ...  The data collected indicates that Agile Coaches can bring numerous benefits to companies, which in fact exceed the financial costs of using an Agile Coach.  ...  their own • success (failure) of a pilot project • ability to learn from pilot's failure • costs of using an Agile Coach references about successful implementations with/out the help of an Agile Coach  ... 
doi:10.1007/978-3-662-43896-1_12 fatcat:fxqqxz3gcbdlrdy7h4g5xjspqm

Teaching the Scrum Master Role using Professional Agile Coaches and Communities of Practice

Maria Paasivaara
2021 2021 IEEE/ACM 43rd International Conference on Software Engineering: Software Engineering Education and Training (ICSE-SEET)  
Students found the coaches extremely useful and wished they had utilized their coach more.  ...  Team-specific Agile coaches supported their Scrum Master first by example, then by observing the Scrum Masters in action and providing feedback and ideas, and finally by helping students to reflect.  ...  Coaching teams while they apply agile methods in practice was found to be essential for the success of an agile transformation [9] .  ... 
doi:10.1109/icse-seet52601.2021.00012 fatcat:om6veyi2ebhgbf2rmbm3cnqep4

Doing complexity leadership theory: How agile coaches at Spotify practise enabling leadership

Gisela Bäcklander
2019 Creativity and Innovation Management  
Some teams can enact constructive dialogue on their own, while others need more help in the form of structure giving, a few prompts, or more hands-on direction.  ...  Coaches can both provide, and help teams develop on their own, the level of structure they need in situations to gain transparency in and understanding for their own work, working through problems, and  ...  . | About agile software development The agile manifesto ( is the "founding document" of agile software development philosophy.  ... 
doi:10.1111/caim.12303 fatcat:27wc6ybfm5b75kakcnf5npf2ju

Rolling Out Agile in a Large Enterprise

Gabrielle Benefield
2008 Proceedings of the 41st Annual Hawaii International Conference on System Sciences (HICSS 2008)  
The adoption of Scrum and Agile practices has been steadily growing over the past two years, and now encompasses more than 150 Yahoo! teams in the United States, Europe, and Asia-Pacific.  ...  is a large enterprise with a $32 billion market cap and has one of the largest Agile implementations in the world.  ...  One team was fine with the data being shared, as they felt it was an accurate reflection of their situation, but another team felt it reflected badly on them.  ... 
doi:10.1109/hicss.2008.382 dblp:conf/hicss/Benefield08 fatcat:nyhierh3drglpfjmvunbqm5igi

Large-scale agile transformation at Ericsson: a case study

Maria Paasivaara, Benjamin Behm, Casper Lassenius, Minna Hallikainen
2018 Empirical Software Engineering  
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  ...  settings, 3) team inter-changeability can be limited in a complex large-scale product -specialization might Communicated by: Hakan Erdogmus  ...  The level of agile knowledge varied a lot from person to person, as some had used agile in their previous organizations while some had never used agile.  ... 
doi:10.1007/s10664-017-9555-8 fatcat:zudluwhrzbfahcikoyl5e7ftom

Issues in Scaling Agile Using an Architecture-Centric Approach: A Tool-Based Solution [chapter]

Kris Read, Frank Maurer
2003 Lecture Notes in Computer Science  
One way to scale agile methods is via an architecture-centric approach, in which a project is divided into smaller modules on which sub teams can use agile effectively.  ...  Agile software development processes are best applied to small teams on small to medium sized projects.  ...  Module teams define their own product backlog of user stories 7.  ... 
doi:10.1007/978-3-540-45122-8_16 fatcat:iilvsf2fhbgmfcscwn55iz5vxu

Exploring Facilitators of Transition and Adoption to Agile Methods: A Grounded Theory Study

Taghi Javdani Gandomani, Hazura Zulzalil, Abdul Azim Abdul Ghani, Abu Bakar Md. Sultan, Khaironi Yatim Shairf
2014 Journal of Software  
Thus, the main contribution of this article is providing eight major facilitators that should be used by Agile teams to support Agile transition and adoption.  ...  Some of these facilitators support team members in doing their jobs and empower them against challenges.  ...  ACKNOWLEDGMENT The authors wish to express their special thanks to all the participants. Also thank to anonymous reviewers that their comments led to better explaining and shaping of this study.  ... 
doi:10.4304/jsw.9.7.1666-1678 fatcat:vcsqyp474zhzrddz6ewtwj6jla

Establishing the Agile PMO: Managing variability across Projects and Portfolios

Ash Tengshe, Scott Noble
2007 AGILE 2007 (AGILE 2007)  
These teams were soon called 'Release Teams'. Each team had their own Product Backlog that was fed from the Portfolio Backlog.  ...  Once certified, the Agile coach not only continues to be a Scrum Master with their Project Team, they also have objectives to expand the usage and effectiveness of Agile in the organization.  ... 
doi:10.1109/agile.2007.24 dblp:conf/agiledc/TengsheN07 fatcat:nvdtofob25bsze4qbh6jbw5hja

Project Management Tasks in Agile Projects: A Quantitative Study

Gloria Miller
2019 Proceedings of the 2019 Federated Conference on Computer Science and Information Systems  
The study identifies that agile and traditional methodologies should be updated to clarify team, product owner, and agile coach responsibilities.  ...  The agile coach is not a substitute for the project manager.  ...  DISCUSSION First, while agile project methodologies are popular; nevertheless, traditional methodologies continue to be in widespread use.  ... 
doi:10.15439/2019f117 dblp:conf/fedcsis/Miller19 fatcat:djedr5oeifbj7cijfitzx32nja

Agile Usage: Refining a Theoretical Model

Mali Senapathi, Meghann Drury, Ananth Srinivasan
2013 Pacific Asia Conference on Information Systems  
While there is much research on the use of various agile methods and practices, there is very limited understanding on the critical factors that impact their continued and effective usage.  ...  The objective of this study is to use multiple data collection methods to further evaluate and refine the AUM.  ...  No participants sent edits or changes to the data, except to comment on the usefulness of having the data for their work at their own organisations.  ... 
dblp:conf/pacis/SenapathiDS13 fatcat:ztbio4emgvfcjjzu4w4tex53hu

Agile Undercover: When Customers Don't Collaborate [chapter]

Rashina Hoda, James Noble, Stuart Marshall
2010 Lecture Notes in Business Information Processing  
We present the causes and consequences of lack of customer involvement on Agile projects and describe the Agile Undercover strategies used to overcome them.  ...  "Agile Undercover" allows development teams to practice Agile despite insufficient or ineffective customer involvement.  ...  Participants found the Agile Undercover strategies to be largely useful and effective in their own contexts.  ... 
doi:10.1007/978-3-642-13054-0_6 fatcat:pp4nibpynbertemntf3b6playy
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