Skip to main content
SpringerLink
Log in

The impact of agile practices on communication in software development

  • Published:
Empirical Software Engineering Aims and scope Submit manuscript

Abstract

Agile software development practices such as eXtreme Programming (XP) and SCRUM have increasingly been adopted to respond to the challenges of volatile business environments, where the markets and technologies evolve rapidly and present the unexpected. In spite of the encouraging results so far, little is known about how agile practices affect communication. This article presents the results from a study which examined the impact of XP and SCRUM practices on communication within software development teams and within the focal organization. The research was carried out as a case study in F-Secure where two agile software development projects were compared from the communication perspective. The goal of the study is to increase the understanding of communication in the context of agile software development: internally among the developers and project leaders and in the interface between the development team and stakeholders (i.e. customers, testers, other development teams). The study shows that agile practices improve both informal and formal communication. However, it further indicates that, in larger development situations involving multiple external stakeholders, a mismatch of adequate communication mechanisms can sometimes even hinder the communication. The study highlights the fact that hurdles and improvements in the communication process can both affect the feature requirements and task subtask dependencies as described in coordination theory. While the use of SCRUM and some XP practices facilitate team and organizational communication of the dependencies between product features and working tasks, the use of agile practices requires that the team and organization use also additional plan-driven practices to ensure the efficiency of external communication between all the actors of software development.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Log in via an institution

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Institutional subscriptions

Fig. 1
Fig. 2
Fig. 3

Similar content being viewed by others

References

  • Abrahamsson P, Salo O, Ronkainen J, Warsta J (2002) Agile software development methods: review and analysis. Espoo 107. VTT Publications 408. Espoo

  • Anderson DJ (2003) Agile management for software engineering, applying the theory and constraints for business results. Prentice Hall, Upper Saddle River, NJ

    Google Scholar 

  • Bacharach SB (1989) Organizational theories: some criteria for evaluation. Acad Manage Rev 14(4):496–515

    Article  Google Scholar 

  • Beck K (1999) Embracing change with extreme programming. IEEE Comput 32(10):70–77

    MathSciNet  Google Scholar 

  • Beck K (2000) Extreme programming explained: embrace change. Addison-Wesley Longman, Boston, MA

    Google Scholar 

  • Beck K, Andres C (2004) Extreme programming explained, embrace change, 2nd edn. Addison-Wesley, Boston, MA

    Google Scholar 

  • Beck K, Beedle M, Bennekum van A, Cockburn A, Cunningham W, Fowler M, Grenning J, Highsmith J, Hunt A, Jeffries R, Kern J, Marick B, Martin R, Mellor S, Schwaber K, Sutherland J, Thomas D (2001) Manifesto for agile software development. Availale at: http://AgileManifesto.org. Accessed 17.7.2007

  • Boehm B (2003) Value based software engineering, AC, SieSoft, Software Engineering Notes, Vol 28, nro 2, p. 1–12

  • Boehm B, Turner D (2003) Using risk to balance agile and plan-driven methods. IEEE Comput 36(6):57–66

    Google Scholar 

  • Boehm B, Turner D (2005) Management challenges to implement agile processes in traditional development organizations. IEEE Softw 22(5):30–38

    Article  Google Scholar 

  • Boehm BW, Ross R (1989) Theory-W software project management principles and examples. IEEE Trans Softw Eng 15(7):902–916

    Article  Google Scholar 

  • Börjesson A, Mathiassen L (2004) Successful process implementation. IEEE Softw 21(4):36–44

    Article  Google Scholar 

  • Carmel E, Agarwal R (2001) Tactical approaches for alleviating distance in global software development. IEEE Softw 18:22–29

    Article  Google Scholar 

  • Cockburn A (2004) Crystal clear, a human-powered methodology for small teams. Addison-Wesley, Boston, MA

    Google Scholar 

  • Cohn M, Ford D (2003) Introducing an agile process to an organization. IEEE Comput Soc 36(6):74–78

    Google Scholar 

  • Coram M, Bohner S (2005) The impact of agile methods on software project management. In: 12th International conference and Workshops on the Engineering of Computer-based Systems, Maryland, USA

  • Crowston K, Kammerer E (1998) Coordination and collective mind in software requirements development IBM. Syst J 37(2):227–245

    Google Scholar 

  • Crowston K, Rybleske J, Howison J (2004) Coordination Theory. Draft for Human-Computer Interaction in Management Information Systems. Available at 14.4.2008: http://crowston.syr.edu/papers/coord2004.pdf

  • Damian D, Eberlein A, Shaw ML, Gaines BR (2000) Using different communication media in requirements negotiation. IEEE Softw 17(3):28–36

    Article  Google Scholar 

  • Dingsoyr T, Hanssen GK, Dyba T, Anker G, Nygaard JO (2006) Developing software with SCRUM in a small cross-organizational project. Developing software with SCRUM in a small cross-organizational project. In: Springer, EuroSPI 2006, LNCS 4257, pp 5–15

  • Drobka J, Noftz D, Raghu R (2004) Piloting XP on four mission-critical projects. IEEE Softw 21(6):70–75

    Article  Google Scholar 

  • Eisenhardt KM (1989) Building theories from case study research. Acad Manage Rev 14(4):532–550

    Article  Google Scholar 

  • Espinosa JA, Carmel E (2003) The impact of time separation on co-ordination in global software teams: a conceptual foundation. Softw Process Improv Pract 8(4):249–266

    Article  Google Scholar 

  • Fitzgerard B, Hartnett G, Conboy K (2006) Customising agile methods to software practices at Intel Shannon. Eur J Inf Syst 15(2):197–210

    Google Scholar 

  • Goles T, Chin WW (2005) Information systems outsourcing relationships factors: detailed conceptualization and initial evidence. Data Base Adv Inf Syst 36(4):47–62

    Google Scholar 

  • Grenning J (2001) Launching XP at a process-intensive company. IEEE Softw 18(6):3–9

    Article  Google Scholar 

  • Harbring C (2006) The effect on communication in incentive systems: an experimental study. Manag Decis Econ 27(5):333–353

    Article  Google Scholar 

  • Henttonen K, Blomqvist K (2005) Managing distance in a global virtual team: the evolution of trust trough technology-mediated relational communication. Strateg Change 14(2):107–119

    Article  Google Scholar 

  • Herbsleb D, Mockus A (2003) An empirical study of speed and communication in globally-distributed software development. IEEE Trans Softw Eng 29(6):1–14

    Article  Google Scholar 

  • Highsmith J (2004) Agile project management, creating innovative products. Addison-Wesley, Boston, MA

    Google Scholar 

  • Highsmith J, Cockburn A (2001) Agile software development: the business of innovation. Computer 34(9):120–122

    Article  Google Scholar 

  • Holström H, Fitzgerald B, Agerfalk PJ, Conchuir EO (2006) Agile practices reduce distance in global software development. Inf Syst Manage 23(3):7–18

    Article  Google Scholar 

  • Karlström D, Runeson P (2006) Integrating agile software development into stage-gate managed product development. Empir Softw Eng 11(2):203–225

    Article  Google Scholar 

  • Klein H, Myers M (1999) A set of principles for conducting and evaluating interpretive field studies in information systems. MIS Quarterly 23(3):67–94

    Article  Google Scholar 

  • Korkala M, Abrahamson P, Kyllönen P (2006) A case study on the impact of customer communication on defects in agile software development. In: Agile 2006, Minneapolis, pp 76–88

  • Kraut R, Streeter L (1995) Coordination in software development. Commun ACM 38(3):69–79

    Article  Google Scholar 

  • Layman L, Williams L, Damian D, Bures H (2006a) Essential communication practices for extreme programming in a global software development team. Inf Softw Technol 48(9):781–794

    Article  Google Scholar 

  • Layman L, Williams L, Cunningham L (2006b) Motivations and measurements in an agile case study. J Syst Archit 52(11):654–667

    Article  Google Scholar 

  • Leon G (1995) On the diffusion of software technologies: technological frameworks and adoption profiles. In: Proceedings of The Diffusion and Adoption of Information Technology, Oslo, pp 97–116

  • Lindvall M, Muthig D, Dagnino A, Walling C, Stupperich M, Kiefer D (2004) Agile software development in large organizations. Computer 37(12):26–34

    Article  Google Scholar 

  • Lippert M, Becker-Pechau P, Breitling H, Koch J, Kornstadt A, Roock S, Schmolitzky A, Wolf H, Zullighoven H (2003) Developing complex projects using XP with extensions. Computer 36(6):1–7

    Article  Google Scholar 

  • Lycett M, Macredie R, Pateil C, Paulk R (2003) Migrating agile methods to standardized development practice. IEEE Comput Soc 36(6):79–85

    Google Scholar 

  • Mann C, Maurer F (2005) A case study on the impact of SCRUM on overtime and customer satisfaction. Agile, Denver

    Google Scholar 

  • Malone T, Crowston K (1994) The interdisciplinary study of coordination. ACM Comput Surv 26(1):87–119

    Article  Google Scholar 

  • Miles M, Huberman A (1999) Qualitative data analysis. Sage, London

    Google Scholar 

  • Murru O, Deias R, Mugheddu G (2003) Assessing XP at a European Internet Company. IEEE Softw 20(3):37–43

    Article  Google Scholar 

  • Paasivaara M, Lassenius G (2003) Collaboration in inter-organizational software development. Softw Process Improv Pract 8(4):183–199

    Article  Google Scholar 

  • Parnas DL, Clements PC (1986) A rational design process: how and why to fake it. IEEE Trans Eng Manage 12(2):251–256

    Google Scholar 

  • Pikkarainen M, Mäntyniemi A (2006) An approach for using CMMI in agile software development assessments: experiences of three case studies. Spice, Luxenburg

    Google Scholar 

  • Pikkarainen M, Wang X, Conboy C (2007) Agile practices in use an innovation assimilation perspective: a multiple case study. ICIS, Montreal

    Google Scholar 

  • Rasmusson J (2003) Introducing XP into greenfield projects: lessons learned. IEEE Softw 20(3):21–28

    Article  Google Scholar 

  • Rising L, Janoff NS (2000) The SCRUM software development process for small teams. IEEE Softw 17(4):26–32

    Article  Google Scholar 

  • Salo O, Abrahamsson P (2006) An iterative improvement process for agile development. Softw Process Improv Pract 12(1):81–100

    Article  Google Scholar 

  • Schwaber K, Beedle M (2002) Agile software development with SCRUM. Prentice-Hall, Upper Saddle River, NJ

    Google Scholar 

  • Shukla A, Williams L (2002) Adapting extreme programming for a core software engineering course. In: Software Engineering Education and Training (CSEET’02), Kentucky, USA

  • Smite D (2006) Global software development projects in one of the biggest companies in Latvia: is geographical distribution an problem? Softw Process Improv Pract 11(1):61–76

    Article  Google Scholar 

  • Stelzer D, Mellis W (1998) Success factors of organizational change in software process improvement. Softw Process Improv Pract 4(4):227–250

    Article  Google Scholar 

  • Sutherland J (2001) Agile can scale: inventing and reinventing SCRUM in five companies. Cutter IT J 14(12):5–11

    Google Scholar 

  • Svensson H, Höst M (2005) Views from an organization on how agile development affects its collaboration with a software development team. In: Proceedings of Product Focused Software Process Improvement, Lecture Notes in Computer Science. PROFES 2005, 487–501. Oulu, Finland

  • Turner R (2003) People factors in software management: lessons from comparing agile and plan-driven methods. J Def Softw Eng 22(4):4–8

    Google Scholar 

  • Vriens C (2003) Certifying for CMM Level 2 and ISO9001 with XP@SCRUM. In; Agile 2003, Salt Lake City, UT

  • Weick K (1995) What theory is not, theorising is. Adm Sci Q 40(1):385–390

    Article  Google Scholar 

  • Williams L, Cockburn A (2003) Agile software development: it’s about feedback and change. Computer 36(6):39–42

    Article  Google Scholar 

  • Yin RK (1994) Case study research design and methods, 3rd edn. Sage, Newbury Park, CA

    Google Scholar 

  • Yin RK (2003) Case study research: design and methods, Saga, Thousand Oaks, CA

Download references

Acknowledgements

Acknowledgements are given to the employees of VTT and F-Secure Corporation who have participated in this research. The research was conducted within the Agile ITEA project funded by the National Technology Agency of Finland (TEKES) and Nokia Foundation. A special acknowledgement to Brian Fitzgerald for his valuable advice during the writing of this paper. A special thanks also to Xiaofeng Wang, Gary Gaughan and Eoin Ó Conchúir for their comments and support during the writing of this paper.

Author information

Authors and Affiliations

  1. Technical Research Centre of Finland, Kaitoväylä 1, Box 1100, 90571, Oulu, Finland

    M. Pikkarainen, O. Salo & P. Abrahamsson

  2. Polar Electro Oy, Professorintie 5, FIN-90440, Kempele, Finland

    J. Haikara

  3. F-Secure Corporation, Elektroniikkatie 3, 90570, Oulu, Finland

    J. Still

Authors
  1. M. Pikkarainen
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. J. Haikara
    View author publications

    You can also search for this author in PubMed Google Scholar

  3. O. Salo
    View author publications

    You can also search for this author in PubMed Google Scholar

  4. P. Abrahamsson
    View author publications

    You can also search for this author in PubMed Google Scholar

  5. J. Still
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to M. Pikkarainen.

Additional information

Editor: Tore Dybå

Rights and permissions

Reprints and permissions

About this article

Cite this article

Pikkarainen, M., Haikara, J., Salo, O. et al. The impact of agile practices on communication in software development. Empir Software Eng 13, 303–337 (2008). https://doi.org/10.1007/s10664-008-9065-9

Download citation

  • Received:

  • Accepted:

  • Published:

  • Issue Date:

  • DOI: https://doi.org/10.1007/s10664-008-9065-9

Keywords

Search

Navigation