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Organisational changes in migration to agile development strategies

Organisational changes in migration to agile development strategies. A review of: Challenges of migrating to agile methodologies Sridhar Nerur, Radha Kanta Mahapatra, George Mangalaraj in Communications of the ACM, 2005, Vol 48 issue 5, pp 72 – 78. Introduction.

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Organisational changes in migration to agile development strategies

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  1. Organisational changes in migration to agile development strategies A review of: Challenges of migrating to agile methodologies Sridhar Nerur, Radha Kanta Mahapatra, George Mangalaraj in Communications of the ACM, 2005, Vol 48 issue 5, pp 72 – 78

  2. Introduction • Agile development methodologies becoming popular • Migration to agile development has been covered from developer point of view • Organisations need to manage this change

  3. What are agile methodologies? • Cope with changing requirements • Short iterations • Few artefacts • TDD • No central control • Feature-led, not task-led

  4. Why agile methodologies? • Development is a time-consuming process, and requirements change over time • Organisations need to adapt to change • Handle inaccurate requirements gracefully • Business-oriented

  5. Goals • Present impact of agile methods on the structure of an organisation • Compare traditional and agile methods from organisational viewpoint

  6. Change in management style • Traditional methods use command and control • Agile methods favour a collaborative environment • No central management • Minimal artefacts showing current state

  7. Power shift • Lack of central control removes power from managers • Tacit knowledge is not transparent • Critical decisions made by development team

  8. Elitist culture • Traditional methods don’t compare well • Agile development needs good staff • Teams left with traditional methods feel left out

  9. Harder decision making • Decision environment is diverse • Every stakeholder has a different agenda • No centralised control

  10. Cooperative customers • Agile development includes on-site customer • Opportunity to clarify requirements • Rapid feedback cycle • Expensive investment!

  11. C.R.A.C.K. customers • Collaborative • Representative • Authorised • Committed • Knowledgeable • Picky list of requirements!

  12. Cost of changes • All change requires costs • Planning • Procedures • Structures • Skills • Communication methods

  13. New tools • Agile technology favours OO • Potential cost of new development platform • Developmers need to acquire new language

  14. New procedures • Agile tech recommends procedures that may not be in place • Unit testing • Version control • Deployment • Refactoring

  15. Current literature • Relies on existing work • Mainly a collation • Older literature in the field exists • Managerial viewpoint is fairly unexplored

  16. Possible extensions • Case studies • Specific identification of pitfalls • Metrics • Examining general effect of organisational change

  17. Conclusions • Migrating to agile methodologies is costly • Both developers and managers need to plan change • Culture shift may occur • Opportunities for further investigation

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