Agile Processes in Software Engineering and Extreme by Normand Séguin, Guy Tremblay, Houda Bagane (auth.), Claes

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By Normand Séguin, Guy Tremblay, Houda Bagane (auth.), Claes Wohlin (eds.)

This publication comprises the refereed court cases of the thirteenth overseas convention on Agile software program improvement, XP 2012, held in Malmö, Sweden, in may perhaps 2012.

In the decade, we've seen agile and lean software program improvement strongly effect the way in which software program is built. Agile and lean software program improvement has moved from being a manner of operating for a few pioneers to turning into, roughly, the anticipated manner of constructing software program in undefined. the subjects coated via the chosen complete papers contain common elements of agility, agile groups, reports relating to the discharge and upkeep of software program, and examine on particular practices in agile and lean software program improvement. they're complemented by way of 4 brief papers taking pictures extra points of agile and lean projects.

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Additional resources for Agile Processes in Software Engineering and Extreme Programming: 13th International Conference, XP 2012, Malmö, Sweden, May 21-25, 2012. Proceedings

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Seldom: Used by < 1/3 of the respondents (represented by white bars). + /+ 0+ 1+ 2+ (a) Use of Agile Practices Project Level (b) Use of Agile Practices Organizational (33 respondents) Level (76 respondents) Fig. 2. Frequeny of Agile Practice Usage Project: Common practices are stand-ups, sprint and iteration, stories and features, continuous integration, communication, collective ownership, testing, tracking progress, short releases, configuration and change management, sprint planning meeting, retrospectives, and team.

6 #  -- 5 #  ,0 #  ,4 6 #  ,1 5 /+ #  #  -- 6 #  -, 5 #  ,. #  -- 6 #  -+ 5 #  ,4 #  -, 6 #  -+ 5 #  ,3 #  -. 6 #  -- 5 #  -, #  -/ 6 #  -. 5 #  ,1 #  -/ 6 #  -. +   + -+ /+ 1+ (b) Organizational Level (76 respondents) Fig. 3. 4 Compliance to Agile Development Processes (XP and Scrum) The compliance is measured as the number of practices adopted belonging to the XP and Scrum methodologies, both containing a different number of practices (see Table 1).

The setup of the teams changed in the middle of the project, from being focused on component development to being focused on feature development with cross-functional teams. It was difficult to plan and manage the integration occasions necessary for validation and verification since there was no overall view of feature realisation and development at both VCC and the involved suppliers was based on incorrect assumptions about the architecture. The project also started midway with shorter sprints with a limited set of features verified after each sprint rather than planning against large integration occasions.

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