Transitioning from Distributed and Traditional to Distributed and Agile: An Experience Report
Global companies that experienced extensive waterfall phased plans are trying to improve their existing processes to expedite team engagement. Agile methodologies have become an acceptable path to follow because it comprises project management as part of its practices. Agile practices have been used with the objective of simplifying project control through simple processes, easy to update documentation and higher team iteration over exhaustive documentation, focusing rather on team continuous improvement and aiming to add value to business processes. The purpose of this chapter is to describe the experience of a global multinational company on transitioning from distributed and traditional to distributed and agile. This company has development centers across North America, South America and Asia. This chapter covers challenges faced by the project teams of two pilot projects, including strengths of using agile practices in a globally distributed environment and practical recommendations for similar endeavors.
KeywordsTeam Member Business Partner User Story Agile Method Global Software Development
Unable to display preview. Download preview PDF.
- 1.Beck, K. (2005). Extreme programming explained: Embrace change. Google Scholar
- 2.Bohem, B. (2006). A view of 20th and 21st century software engineering. In Proceedings of the 28th international conference on software engineering (ICSE), Shanghai. Google Scholar
- 4.Coding Dojo. Available online. http://codingdojo.org/.
- 5.Cohn, M. (2005). Agile estimating and planning (Robert C. Martin Series). Englewood Cliffs: Prentice Hall PTR. Google Scholar
- 6.Fowler, M. (2008). Using an agile software process with offshore development. Available online. www.martinfowler.com/articles/agileOffshore.html.
- 7.Glazer, H., Dalton, J., Anderson, D., Konrad, M. D., & Shrum, S. (2008). CMMI or agile: Why not embrace both! Available online. http://www.sei.cmu.edu/library/abstracts/reports/08tn003.cfm.
- 8.Herbsleb, J. D. (2007). Global software engineering: The future of socio-technical coordination. In Proceedings of the 29th international conference on software engineering (ICSE) (pp. 188–198). Minneapolis, USA. Google Scholar
- 10.Online planning poker. http://www.planningpoker.com.
- 11.Prikladnicki, R., Audy, J. L. N., & Evaristo, R. (2006). A reference model for global software development: Findings from a case study. In Proceedings of the int. conf. on global software engineering (ICGSE), Florianopolis, Brazil. Google Scholar
- 12.Prikladnicki, R., Audy, J. L. N., Damian, D., & Oliveira, T. C. (2007). Distributed software development: Practices and challenges in different business strategies of offshoring and onshoring. In Proceedings of the 2nd int. conf. on global software engineering (ICGSE) (pp. 262–271), Munich, Germany. Los Alamitos: IEEE Computer Society Press. CrossRefGoogle Scholar
- 13.Robinson, M., & Kalakota, R. (2004). Offshore outsourcing: Business models, ROI and best practices. Alpharetta: Mivar Press. Google Scholar
- 14.Sengupta, B., Chandra, S., & Sinha, V. (2006). A research agenda for distributed software development. In Proceedings of the 28th international conference on software engineering (ICSE) (pp. 731–740). Shanghai. Google Scholar
- 15.Sutherland, J., Viktorov, A., Blount, J., & Puntikov, N. (2007). Distributed Scrum: Agile project management with outsourced development teams. In Proceedings of the Hawaii int. conf. on system sciences (HICSS) (p. 274). Washington: IEEE Computer Society. Google Scholar