Name
Abstract | ||
|---|---|---|
Agile software development involves self-managing teams that are empowered and responsible for meeting project goals in whatever way they deem suitable. Managers must place more trust in such teams than they do in teams following more traditional development methodologies. The authors highlight how the use of agile practices can enhance trust amongst agile team members. They also present challenges that agile teams can face as a result of using agile practices. Their results are based on the findings from three case studies of agile software development teams. |
Year | DOI | Venue |
|---|---|---|
2012 | 10.1109/MS.2011.118 | IEEE Software |
Keywords | Field | DocType |
agile software development,traditional development methodology,agile team member,agile team,present challenge,meeting project goal,self-managing team,software project teams,agile practices,agile practice,case study,agile software development team,project management,trust,culture,agile methodologies,interviews,planning,programming,agile methodology,cultural differences,software engineering,business | Systems engineering,Computer science,Lean software development,Extreme programming practices,Knowledge management,Software prototyping,Agile software development,Agile usability engineering,Software,Empirical process (process control model),Project management | Journal |
Volume | Issue | ISSN |
29 | 3 | 0740-7459 |
Citations | PageRank | References |
32 | 1.16 | 9 |
Authors | ||
3 | ||
Name | Order | Citations | PageRank |
|---|---|---|---|
| Orla McHugh | 1 | 46 | 2.84 |
| Kieran Conboy | 2 | 1017 | 74.64 |
| Michael Lang | 3 | 197 | 17.02 |