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Software development methodologies are constantly evolving due to the appearance of new technologies and increasingly demanding user requests. Organizations seek to respond to these new challenges by changing their work practices, both at the technical and organizational levels. Agile methodologies thus emerge as a new development model characteriz...
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The field of software engineering is growing rapidly due to
increased change of customers’ requirements and progress in
technologies. Agile software development (ASD) have
substituted the conventional Software development
methodologies to enhance the software productivity through
short increments and increased user satisfaction. The purpose
of this...
Citations
... Thus, it takes a longer time in the adaptation process (MacCarthaigh et al., 2012). Almeida (2017) also stated that the transition to an agile process affects all structures in an organization, e.g., the development team, the departments, and the management. Resistance may then be found in all of these elements because, from the implementation, there are different structures and layers of people who are used to their daily habits at work and cannot adapt to the sudden rapid changes. ...
... This shows that the application of agility can improve organizational performance (Haro, 2020;Mrugalska & Ahmed, 2021;Rialti et al., 2019). In addition, Almeida (2017) found that the transition to an agile process affects all aspects of a company's structure, including the development team, departments, and management. Resistance can be found in all of these elements because the structure becomes different, and people are typically used to spending a lot of time adopting strict work processes. ...
The organization competes to increase its productivity by implementing a form of governance that is agile to technological changes. However, in its implementation, challenges inevitably arise, such as resistance to change, especially in terms of organizational structure. This study aims to examine the effect of agile governance, as proposed by Luna et al. (2015), consisting of six sub-variables (environmental factors, moderator factors, agile capabilities, governance capabilities, business operations, value delivery), on structural resistance (Kumar & Kant, 2006). This study uses a quantitative approach. Data were obtained by distributing questionnaires to 400 civil servants in Indonesia. Data were analyzed using partial least squares structural equation modeling (SEM-PLS) with the help of R software. The results showed that environmental factors, moderator factors, and agile capabilities have a negative and significant effect on structural resistance. On the other hand, business operations and value delivery have a positive and significant effect on structural resistance. Meanwhile, governance capabilities do not have a significant effect on the structural resistance of public-sector organizations. These findings contribute to the understanding of the challenges associated with implementing agile governance and highlight the importance of addressing resistance to change, particularly in terms of organizational structure.
... Metodologija vođenja projekata vodopadnim pristupom pogodna je za projekte koji su financirani od strane državnih tijela ili različitih agencija koje striktno zahtijevaju točnost i ograničenost u vremenu, financijskim i materijalnim resursima i da je za sve isporuke unaprijed točno definirana dinamika koja se treba poštovati od strane isporučitelja. Iako ovaj pristup ubrajamo u tradicionalne metodologije vođenja projekata on se još uvijek uvelike koristi za specifične projekte kod kojih se najčešće zahtijeva da jedna faza projekta mora biti završena da bi druga mogla započeti (Almeida, 2017;Andrei i dr., 2019). Osnovna karakteristika ovog pristupa je da nema fleksibilnosti u dodjeljivanju zadataka članovima tima te se oni na početku trebaju strogo definirati za cijelo vrijeme trajanja projekta. ...
Razvojem novih metodologija za upravljanje projektima otvaraju se mogućnosti za bolje planiranje, nadzor i kontrolu projekata i ostvarenja krajnjeg cilja izvođenja svakog projekta što podrazumijeva i njegovu uspješnu realizaciju. U ovom radu fokus je na četiri najpopularnije metodologije za upravljanje projektima u IKT sektoru: agilne metodologije Scrum i Kanban, nešto tradicionalnija ali uvelike korištena metodologija vodopadnog pristupa te novija OpenPM² metodologija. Cilj rada je temeljem analize literature o navedenim metodologijama napraviti usporednu analizu te tako identificirati kriterije usporedbe metodologija i izraditi hijerarhijsku strukturu problema odlučivanja kako bi se potom mogla primijeniti metoda analitički hijerarhijski proces i moglo odlučiti o najpogodnijoj metodologiji za konkretnu organizaciju u IKT sektoru u kojoj se planira provoditi projekt. Razvijeni opći model odlučivanja o metodologijama za upravljanje projektima može se dopuniti specifičnim zahtjevima organizacije ukoliko je to potrebno.
... McCormick [13] states that using an agile method in the software engineering process results in faster delivery of a software solution. Almeida [1] adds that implementing agile methods allows greater flexibility and responsiveness to changing requirements. The most widely adopted framework implementing agile principles is Scrum [18]. ...
In Scrum, teams working collaboratively on interdependent pieces of software face alignment issues as they need to coordinate their work. Organisations aim to minimise time to market of their products, which makes it relevant to identify how alignment issues affect time to market. Currently, empirical evidence of the effect of implementing alignment activities on delivering software is scarce. This research aims to identify those alignment activities that shorten the time to market of backlog items. First, examination of key concepts led to a grounded choice of alignment activities taken into account. Use of alignment activities in development of features was identified by sending feature owners a close-ended questionnaire on the alignment of their collaborating Scrum teams. The cycle times of backlog items were measured by using the application programmable interface of the agile tool used for tracking backlog items. Results show that when user stories were developed using a shared Definition of Ready, process and lead time decreased significantly. Process and lead time also differed between user stories implementing a different number of shared feedback sessions, where using two shared feedback sessions per sprint resulted in the lowest process and lead time.KeywordsAgileAgile toolsAlignmentScrumScrum collaborationTime to market
... They discovered that agile methodologies will remain popular because they address both quality and agility criteria of software development projects. As described in the Agile Manifesto, agile software methodologies are XP, Scrum, Lean, Kanban, and so on (Almeida, 2017;Himmat & Osman, 2020;Joseph et al., 2016;Shaydulin & Sybrandt, 2017), and the traditional software development methodologies are known as Waterfall, RUP, and Spiral model and the likes (Sommerville, 2016). Currently in 2020, Himmat and Osman (2020) also indicated that traditional software development models are still dominating the software industry. ...
Irrespective of the software development methodology, projects still fail at any development stage. Some of the factors that may affect project success or failure include process-related factors, such as an unrealistic budget and schedule, or technical-related factors like the methodology. The study aims to determine the influence of the most critical success factors of each category (people, process, and technical) on the overall outcome of software projects in the South African context. This study surveyed members of software development teams from across South African organisations and gathered information about software development project success and factors that contribute to project outcomes. A structured questionnaire was used to collect the study data. According to the results, software development projects need: (1) a committed and motivated team; (2) the client must be involved all the time; (3) specifications/requirements must be clear; (4) leadership must be good; (5) the project’s goals and objectives must be well-defined. The critical success factors are ranked by their strength in relation to success criteria. The study further found that most of the perceived factors are related to non-technical factors. This research contributes to the current software industry debate about critical success factors categories in the South African context.
... The waterfall methodology (Ward and Legorreta, 2009) [12] was adopted in the digital management conference project after reviewing different alternatives. The use of waterfall methodology is justified by the fact that the project has well-defined requirement (Almeida, 2017) [1] that will not change as specified in the project mandate, such as fixed Project Budget of £350,000, the project scheduled to begin in April 2022 with the conference taking place on the 18th, 19th, and 20th of October 2022. Since there are no changes in requirement this will enhance consistent quality because this has been defined from the beginning and hence it will help to get desired outcome. ...
... The waterfall methodology (Ward and Legorreta, 2009) [12] was adopted in the digital management conference project after reviewing different alternatives. The use of waterfall methodology is justified by the fact that the project has well-defined requirement (Almeida, 2017) [1] that will not change as specified in the project mandate, such as fixed Project Budget of £350,000, the project scheduled to begin in April 2022 with the conference taking place on the 18th, 19th, and 20th of October 2022. Since there are no changes in requirement this will enhance consistent quality because this has been defined from the beginning and hence it will help to get desired outcome. ...
The aim of this research is to demonstrate understanding of waterfall methodology project management and critically evaluate it in a digital management conference project. There are five steps to waterfall methodology which include requirement, design, execution, verification and deployment. The project mandate from the digital delivery magazine was used to identify the requirement for a Digital Management conference, after which logical and physical design was completed before the project was executed and verified. The deployment phase will take place on October 18, 2022, the opening day of the conference. Through a detailed definition of the project quality at the start of the project, the Waterfall approach assisted in achieving the goal of enhancing the prominence of digital delivery magazine through the Digital Management Conference project. However, waterfall methodology still has some gaps such as unforeseen errors during the course of drafting the requirements which could change the methodology's dynamic whereas software-based methodologies, such as agile, have all the details embedded in the software. The author recommends that future work include an Agile approach-based methodology. This would enable for comparison and investigation of the consequences of an agile approach.
... To the extent that actors become subjects of those in power, boundaries of acceptable behavior are either strengthened or undermined, and a reflexive relationship exists between power, behavior, and organizational structure (Giddens, 1979). This reflexive relationship is echoed in the information systems literature, where the introduction of agile software development methodology was seen to influence, and be influenced by, organization culture (Almeida, 2017;Tanner & von Willingh, 2014). The focus of this research is resistance to power, because when someone resists their behavior can be silhouetted against the backdrop of expected compliance. ...
... Resistance has been identified as important for the success or otherwise of the adoption of new software development approaches such as agile (Dikert et al., 2016;Kalenda et al., 2018;Vijayasarathy & Turk, 2008). Culture too has been identified as a barrier to software adoption (see, e.g., Almeida, 2017;Chan & Thong, 2009;Stoica et al., 2016). ...
While the effect of power on organizations has been well researched, how power influences behavior in projects is less well understood. Taking a case-study approach and using the Theory of Planned Behavior (TPB), we traced the thoughts of project managers subject to power, particularly those who resisted. We discovered that power bore down on project managers through new injunctive norms, encouraging them either not to resist or eventually to compromise and yield to new norms that changed their experiential attitudes. The TPB brings a new perspective to project management research, illustrating how power affected project managers’ behavior and influenced project outcomes.
... Software development methodologies are continuously being challenged by the emergence of new technologies combined with increasingly demanding user requests. This is particularly true in the software industry as applications become larger, more complex, and demand higher quality patterns (Almeida, 2017). In recent years, the term "agile" has emerged in the software development area in opposition to the most traditional methodologies. ...
... For that reason, conventional methodologies inspired by the "waterfall" model are being replaced by the new agile methods. One of the critical success factors for a project is the adopted software development method (Govardhan, 2010;Bhuvaneswari and Prabaharan, 2013;Almeida, 2017). Choosing the proper method assumes is one of the major decisions in software companies. ...
... The transformation from a waterfall methodology to agile is a process that may face some issues due essentially to the lack of an agile mindset, thereby impacting the quality of deliveries (Almeida, 2017). According to Papadopoulos (2015), this process can also be challenging due to the adaptation of the team, change in the priority of requirements, change in scope, resources available, and lack of traditional documentation. ...
This study aims to address an emerging area of application of agile methodologies outside the traditional technological environment, particularly outside the context of software engineering. In this sense, it intends to understand and contextualise the problems and challenges that are posed by traditional methodologies and explore how agile methodologies can complement or substitute to traditional methodologies in non-technological environments. For this purpose, a qualitative study was performed through three case studies operating in different sectors of activity like digital marketing, management consulting, and tourism. The findings indicate that both traditional and agile methodologies can coexist, and it is common to find hybrid methodologies that are adopted and customised according to the needs of each project and client. Furthermore, it was possible to conclude that following agile practices that make sense to the cultural values of the organisation is more important than adopting a specific agile methodology.
... In 2001, the concept of agile methodology explained by the Agile Manifesto, there were twelve principles collected and considered for refining the philosophy captive in the principles by the manifesto's members who build an Agile Alliance or Agile Software Development Alliance which was considered as a non-profitable organization [1]. Following are the twelve principles of agile manifesto are [2][3] [4]. The foremost demand in agile methodology is to fulfil the customer requirement by initially and constant conveyance of valued software. ...
... The presentation of lithe procedures in an association carries with it various advantages getting from the qualities of these practices; however, there is a protection from its reception for an enormous scope by the managers, engineers, and developers. Likewise, it clarified the four dimensions of difficulties inside the setting of this work [2]. The three papers from different databases were gathered, after a survey of the considerable number of papers in the survey. ...
Software engineering strategies had been hired for decades to create software products. The most challenging task for the development of software is to select appropriate software development methodologies. Software developers use agile techniques to reduce the problems faced by the traditional waterfall process. These days, the motivation behind most programming associations is to give programming in a fast time, inside financial plan and changing situations that propelled the conveyance of Agile. The strategy that utilizes iterative expansion and prototyping is generally utilized in an assortment of industry ventures as a lightweight advancement method that could fulfil the alterations of necessities. Short cycles are utilized which can be required for proficient item delivery. In the paper, we become mindful of the impacts that the coordinated strategy has programming improvement strategies with prominence to decent inside the authoritative, efficient, and social system. Coordinated methods are not in every case great, they have a few restrictions too. In this paper, we likewise clarify the estimations of Agile, its points of interest, and its weaknesses.
... With teams contributing to the same product, it becomes challenging to deal with different speeds and quality measures from the different ways of working, especially with respect to Requirements Engineering (RE). While there is a growing body of literature on agile transformations [2,4,9], only a few studies address the coexistence of agile and traditional methods [16,18,28,30]. We are not aware of any empirical work that explores such coexistence from the development teams' perspective, especially in relation to requirements. ...
[Context & motivation] Driven by the need for faster time-to-market and reduced development lead-time, large-scale systems engineering companies are adopting agile methods in their organizations. This agile transformation is challenging and it is common that adoption starts bottom-up with agile software teams within the context of traditional company structures. [Question/Problem] This creates the challenge of agile teams working within a document-centric and plan-driven (or waterfall) environment. While it may be desirable to take the best of both worlds, it is not clear how that can be achieved especially with respect to managing requirements in large-scale systems. [Principal ideas/Results] This paper presents an exploratory case study at an automotive company, focusing on two departments of a large-scale systems company that is in the process of company-wide agile adoption. [Contribution] We present challenges related to requirements engineering that agile teams face while working within a larger plan-driven context and propose potential strategies to mitigate the challenges. Challenges relate to, e.g., development teams not being aware of the high-level requirement and dealing with flexibility of writing user stories. We found that strategies for overcoming most of these challenges are still lacking and thus call for more research.
