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Transitioning from Distributed and Traditional to Distributed and Agile: An Experience Report

Abstract

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.

Keywords

  • Team Member
  • Business Partner
  • User Story
  • Agile Method
  • Global Software Development

These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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Correspondence to Daniel Wildt .

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Wildt, D., Prikladnicki, R. (2010). Transitioning from Distributed and Traditional to Distributed and Agile: An Experience Report. In: Šmite, D., Moe, N., Ågerfalk, P. (eds) Agility Across Time and Space. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-12442-6_3

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  • DOI: https://doi.org/10.1007/978-3-642-12442-6_3

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