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Letteratura scientifica selezionata sul tema "Agile methods"

Autore: Grafiati

Pubblicato: 4 giugno 2021

Ultima modifica: 8 giugno 2024

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Articoli di riviste sul tema "Agile methods"

Reifer, D. J., F. Maurer e H. Erdogmus. "Scaling agile methods". IEEE Software 20, n. 4 (luglio 2003): 12–14. http://dx.doi.org/10.1109/ms.2003.1207448.

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Reece, Gloria. "Agile methods survey". Communication Design Quarterly Review 9, n. 1 (marzo 2008): 8–11. http://dx.doi.org/10.1145/2180835.2180836.

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Reece, Gloria. "Agile methods survey". Communication Design Quarterly Review 9, n. 2 (giugno 2008): 16–20. http://dx.doi.org/10.1145/2180838.2180840.

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Gotterbarn, Don. "UML and agile methods". ACM SIGCSE Bulletin 36, n. 2 (giugno 2004): 11–13. http://dx.doi.org/10.1145/1024338.1024344.

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Clear, Tony. "Documentation and agile methods". ACM SIGCSE Bulletin 35, n. 2 (giugno 2003): 12–13. http://dx.doi.org/10.1145/782941.782949.

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Beyer, Hugh. "User-Centered Agile Methods". Synthesis Lectures on Human-Centered Informatics 3, n. 1 (gennaio 2010): 1–71. http://dx.doi.org/10.2200/s00286ed1v01y201002hci010.

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DeMarco, T., e B. Boehm. "The agile methods fray". Computer 35, n. 6 (giugno 2002): 90–92. http://dx.doi.org/10.1109/mc.2002.1009175.

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SOLANGI, Y. A., Z. A. SOLANGI, A. MAITLO, S. CHANDIO e A. SHAH. "Agile Methods Acceptance Model: Understanding Factors for Implementing Agile Methods in Pakistan". SINDH UNIVERSITY RESEARCH JOURNAL -SCIENCE SERIES 51, n. 03 (18 settembre 2019): 381–84. http://dx.doi.org/10.26692/surj/2019.09.61.

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Bishop, David, Amit V. Deokar e Surendra Sarnikar. "On Understanding Preference for Agile Methods among Software Developers". Information Resources Management Journal 29, n. 3 (luglio 2016): 12–36. http://dx.doi.org/10.4018/irmj.2016070102.

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Agile methods are gaining widespread use in industry. Although management is keen on adopting agile, not all developers exhibit preference for agile methods. The literature is sparse in regard to why developers may show preference for agile. Understanding the factors informing the preference for agile can lead to more effective formation of teams, better training approaches, and optimizing software development efforts by focusing on key desirable components of agile. This study, using a grounded theory methodology, finds a variety of categories of factors that influence software developer preference for agile methods including self-efficacy, affective response, interpersonal response, external contingencies, and personality contingencies. Each of these categories contains multiple dimensions. Preference rationalization for agile methods is the core category that emerges from the data. It informs that while the very essence of agile methods overwhelmingly and positively resonates with software developers, the preference is contingent on external and personality factors as well.

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Känsälä, Marja, e Norio Tokumaru. "Interaction Between Agile Methods and Organizational Culture – A Qualitative Study". Pacific Asia Journal of the Association for Information Systems 15 (marzo 2023): 32–59. http://dx.doi.org/10.17705/1pais.15202.

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Background: Agile practices have gained popularity in the 21st century. There is also a growing body of research on agile methods. While some earlier research on agile practices and organizational culture exists with the assumption that the optimal combination of agile practices and organizational culture exists, we examine how agile methods and organizational culture interact and are mutually adjusted. Method: To find out how agile methods and organizational culture are related in practice, we conducted 50 semi-structured interviews with software and embedded software developers from five Japanese companies and three software teams from Finland. Results: Adopting agile methods does not necessarily cause convergence of organizational culture toward democratic which seems to be most compatible with archetypal agile practices. Agile methods can be adapted to organizational cultures that are sometimes challenging to modify. We demonstrate that companies tried to fit agile practices into hierarchical organizational cultures, demonstrating that organizational culture can occasionally be viewed as an exogenous variable influenced firm-, product-, and industry-specific features. Also, it is possible to transform organizational cultures to democratic. The examples demonstrate how companies alter their culture in part through HRM techniques. It should be noted, however, that these efforts to conform to culture can have some restrictions. Conclusion: There is not a single ideal combination of agile methods and organizational culture, despite what some earlier studies suggested. The results show how organizational culture and agile methods interact and adapt to one another in different ways. According to several earlier studies, different organizational cultures may support different facets of agile methods. They do not presuppose organizational culture diversity; in that it goes beyond the notion of a one-to-one relationship between agile methods and democratic organizational culture. While implementing agile practices in various organizational cultural contexts, practitioners must consider how agile methods and organizational culture are interconnected.

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Più fonti

Tesi sul tema "Agile methods"

Vaarala, Robert, e Johan Svernell. "Agila metoder i stora företag : Hinder och möjligheter under initiativfasenvid implementation av agila metoder". Thesis, Uppsala universitet, Industriell teknik, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-216493.

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Som svar på ökade krav på IT-relaterade produkter har de så kallade agilautvecklingsmetoderna uppfunnits. Förespråkare för agila metoder hävdar att bättreresultat kan uppnås genom minskning av tydliga, strikta kravspecifikationer,dokumentation och planering inom projekt till förmån för ett större fokus på småsjälvorganiserande arbetsgrupper och ett iterativt utvecklingssätt. De värderingar och den praxis som är förknippade med agila metoder ter sig vara meranpassade för små företag , på grund av den tunga betoningen på små självständigagrupper och brist på formell styrning och kontrakt. Syftet med detta examensarbete harsin grund i den oppositionen. Vilka omständigheter uppstår när en avdelning på ett stortföretag vill omvandla sin projektmetodik till en agil? Specifikt utförs en fallstudie på enutvecklingsavdelning ett stort IT-företag med över 69 000 anställda världen över. I det studerade fallet visar resultaten att intresset för agila metoder är korrelerat mednärheten till mjukvaruutvecklingsprocessen . Mjukvaruutvecklarna i studien anser att detfinns stora problem med dagens utvecklingsprocess och fann bristen av flexibilitet ikravhantering samt begränsat kundengagemang oerhört frustrerande. Andragruppmedlemmar var mindre bekymrade. Genom att anamma företagets lednings samtkundens synsätt blev det klart att mer agila utvecklingsprocesser försvårar strategiskplanering av företags totala projektportföljer. Författarna föreslår att en agil transformation inom ett stort företag kräver starkaförespråkare inte bara från utvecklarlaget utan även från företagets affärssida samtkunden. Anammandet av agila metoder ställer stora krav på tillit i relationen mellanutvecklingsteam och ledning samt mellan utvecklingsteam och kund, eftersomsamarbetet till lägre grad bör styras av strikta kravspecifikationer som speglas i fastakontrakt.

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Gkritsi, Aikaterini. "Agile game : a project management game for agile methods". Thesis, University of Southampton, 2010. https://eprints.soton.ac.uk/272766/.

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Since mid-1990s, companies have adopted agile methods and incorporated them in their development methodologies. For this reason, future project managers and developers need to have a full understanding of these methods. At present, the university’s approach to agile methods is theoretical and is not reflected during the development of a product and their practical use. The purpose of this project is the creation of a software system in the form of a game, named Agile Game, which simulates their use. The system is designed for use as supplementary material in lectures, to help students understand agile methods, to present their use within a project, and to demonstrate how they differ from traditional project management methodologies. The final system, which is web based, was implemented using PHP, MySQL and JavaScript. It was fully tested against the requirements and evaluated by peer students. The evaluation showed that the majority of users were satisfied with the system but they thought that it should contain more detailed information at every step of the game. For this reason, some parts of the design and the content were reviewed to meet user requirements.

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Jalali, Samireh. "Efficient Software Development Through Agile Methods". Licentiate thesis, Blekinge Tekniska Högskola, Sektionen för datavetenskap och kommunikation, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-00528.

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Context: Distributed teams characterize Global Software Engineering (GSE). GSE stakeholders are from different cultures, geographic places and potentially time zones. These conditions have significant consequences on communication, coordination and control of software projects. Given these constraints, distributed teams need to highly rely on each other. Trust is the glue that holds them together and enables more open communication, which increases their performance and quality of delivered products. Simultaneously, in striving for more efficient software development approaches, Agile values and principles were formulated. Agile methods encourage establishing close collaboration between customers and developers, continuous requirements gathering and frequent face-to-face communications. Objective: The major objective of the research is to study efficient software development approaches particularly in (globally) distributed settings. Thus, the dynamics of trust in GSE are investigated for bringing useful trust improvement suggestions to project managers. Furthermore, Agile practices that have been efficiently applied in GSE are identified through two different systematic literature review approaches (i.e. systematic literature review and backward snowballing). The differences identified in the use of Agile practices lead to a need to better understand and assess Agility. Method: The research methods, include systematic literature reviews and case studies, are applied in different empirical cases. Then, a variety of secondary data collection methods are utilized such as semi-structured interviews, questionnaires, open discussions and presentations. Result: Achieving trust was realized to be crucial and the success factor for trust was the “awareness” of particular GSE challenges, which shall be communicated properly to all distributed team members and proper actions shall be taken to address them. Besides, the literature indicated several successful combinations of Agile and GSE. However, despite utilizing two different literature search methods the identified patterns were similar. The most common practices were “standup meetings” and “sprints/iterations”. Nevertheless, the current literature reports “Agile” as a general term and “distributed team” as the most common team/organization setting, which motivated examining the applicability of existing Agile assessment tools in an industrial setting. We found one of the studied tools sufficiently applicable in the context of the case organization. Conclusions: Trust achievement is crucial for efficient GSE collaborations regardless of the applied software development approach. Although Agile promotes trust among team members, it was formulated without considering teams’ distribution. Hence, combining Agile and GSE is challenging. The literature contains several successful cases of implementing Agile in GSE while practitioners and researchers are not yet consistent regarding their perception of Agile practices and documenting them. Therefore, they need to collaborate closely, illustrate the practices, agree on the terminology, how to document the context, and how to profile/assess Agility. For this purpose, we examined the applicability of a set of Agile assessment tools and proposed one tool for the case organization.

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Wellme, Martin. "Architects working agile : Methods and challenges". Thesis, KTH, Skolan för elektroteknik och datavetenskap (EECS), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-253046.

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Enterprise Architecture (EA) is a discipline which is used for describing and designing anorganisation's infrastructure and business processes. Agile methods are known for providingflexibility and adaptability in software development but can be applied to other areas as well.Nowadays, almost all aspects of a business should advance quickly which creates new challengesthat did exist before and the agile way of working is very suitable these situations. This thesis looksinto the challenges employees currently face when working with EA and how agile methods can beused to solve these issues.To investigate this, 19 interviews have been done at an international manufacturer where itsemployees were asked about how they work, which agile practices they use and the challenges theyface. The results of those interviews are presented statistically and compared to the literature reviewas well as two additional interviews done outside of the company in order to find agile methods thatcould be possible solutions to the company's challenges.The interviews showed that the employees already work agile with most of them working iterative,incremental and implementing changes based on feedback from the business which are allprominent agile methods. A few challenges which can be solved through agile were found, one ofthose is better project prioritisation found in Kanban to solve the lack of resources. Another practiceis to have forums, inspired by SAFe ART, between different roles to address the lack ofcoordination and contact between them. The location of the EA office was a challenge which couldbe solved through a non-agile way, by moving it away from the IT department and closer to thebusiness or alternatively move it higher up within the IT organisation.
Enterprise arkitektur (EA) är en disciplin som används för att beskriva och designa en organisationsinfrastruktur och affärsprocesses. Agila metoder är kända för att ge flexibilitet ochanpassningsförmåga inom mjukvaruutveckling men kan också användas inom andra områden. Inuläget ska nästan alla aspekter av ett företag ska gå snabbt vilket skapar nya utmaningar och detagila arbetssättet är mycket lämpligt för dessa situationer. Den här avhandlingen undersöker deutmaningar som de anställda möter när de arbetar med EA and hur agila metoder kan användas föratt lösa dessa problem.För att undersöka det här, har 19 intervjuer gjorts hos en internationell tillverkare där deras anställdablivit frågade om hur de arbetar, vilka agila metoder de använder och vilka utmaningar de möter.Resultatet av intervjuerna presenteras statistiskt och jämförs med litteraturstudien samt med tvåytterligare intervjuer som har gjorts utanför företaget för att hitta agila metoder som kan varamöjliga lösningar till företagets problem.Intervjuerna visade att de anställda redan arbetar agilt med de flesta av dem arbetar iterativt,inkrementellt and implementerar förändringar baserat på feedback från verksamheten som alla äruppmärksamma agila metoder. Några av utmaningarna kan lösas med hjälp av agila metoder, en avdem är en bättre prioritering av projekt som finns i Kanban för att lösa bristen på resurser. En annanmetod är att ha forum, inspirerade av SAFe ART, mellan olika roller för att åtgärda bristen påkoordination och kontakt mellan dem. Placeringen av EA-kontoret var en utmaning som kundelösas på ett icke-agilt sätt, genom att flytta det bort från IT-avdelningen och närmare verksamheteneller alternativt flytta det högre upp inom IT-organisationen.

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Ollonqvist, K. (Kalle). "Moving from traditional software development methods to agile methods". Bachelor's thesis, University of Oulu, 2018. http://urn.fi/URN:NBN:fi:oulu-201806092553.

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In this literature review, using existing research and sources, benefits and challenges of agile software development methods were discussed. Agile methods were also compared to traditional software development methods. Agile was defined and its four points of value were listed. This provided a basis for discussing the benefits and challenges of agile compared to the traditional software development methods. Customer involvement was found to have a positive effect on customer satisfaction in agile. The development team that was using agile as their development method was able to deliver something of value for the customer faster. This was useful if the company had to race to market. However, a software project that was developed with waterfall was found to be more predictable, especially if the development team was experienced. This was in part due to the customer not being able to change the requirements of the product they had ordered, and in part of the progressive or onward-moving development process typical to waterfall. Also, planning is a big part of waterfall development and it affects the predictability and measurability of the project as well. One of the biggest challenges when moving to agile from a traditional development method was changing the fundamental mindset of the people working in the organization. Especially the management-style needed to change from command-and-control management to leadership-and-collaboration. One of the challenges was that customer involvement might become a burden if the customer is continuously changing the requirements. Moving to agile from a traditional development method is not easy and it could lead to adding more sprints to the software development process than was planned.

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Tamari, Matteo. "Scrum e Kanban: framework e strumenti di supporto. Prospettive di applicazione nel progetto Agile methods for Agile working". Bachelor's thesis, Alma Mater Studiorum - Università di Bologna, 2020. http://amslaurea.unibo.it/22159/.

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Da anni ormai, specialmente nel campo dell'ingegneria del software, vengono utilizzati modelli e framework Agili per lo sviluppo software. Essi hanno cambiato radicalmente il concetto di produzione, portandola a un livello più alto sia in termini di velocità rispetto alla consegna sia di qualità del prodotto consegnato; inoltre, tali modelli e framework vengono oggigiorno applicati anche al di fuori dello sviluppo software e questo dimostra che il loro impiego non ha limiti e barriere. In questo elaborato vengono presentati due tra i più conosciuti: Scrum e Kanban. Lo studio approfondito di entrambi ha permesso di cogliere i campi nei quali uno si applica meglio dell'altro, a seconda del contesto (natura della committenza, numero dei membri e background del team, dimensione del progetto, etc.) nel quale il prodotto richiesto si trova e degli strumenti dei quali Scrum e Kanban dispongono, come la "board", sia fisica sia virtuale. In riferimento a tali strumenti viene trattato dettagliatamente il funzionamento di Jira Software, il quale consente di migliorare la produttività dei team che collaborano anche a distanza, integrando perfettamente i modelli e framework Agili al suo interno. Successivamente, viene illustrata un’applicazione dei modelli Agili al di fuori dello sviluppo software; tale applicazione si divide in tre principali fasi: inception, construction e validation. In particolare, viene descritta come è stata affrontata la fase di inception, che consiste di un’analisi approfondita allo scopo di comprendere lo stato attuale del team, ovvero gli strumenti utilizzati, le metodologie applicate, la gestione delle commesse e dei servizi esterni, con il fine ultimo di far comprendere i vantaggi dati dall'essere Agili e di trasmetterli nei processi lavorativi che ogni elemento svolge ogni giorno sul posto di lavoro.

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Lindström, Lovisa. "Implementering av agila metoder : Varför företag väljer att införa agila metoder i projekt och verksamhet". Thesis, Karlstads universitet, Handelshögskolan (from 2013), 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:kau:diva-71456.

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Compared to traditional project management methods, agile methods are new. The use of project work keeps increasing, including the number of projects, with varying characteristics. In a world with a growing speed of change and with growing demands, there’s a need for adjustment, something which agile methods offer. However, agile methods are not suitable for all types of projects. The aim of the study was to broaden the understanding of what motivates implementation and usage of agile methods in projects and operations, challenges and advantages that can emerge through implementation and usage of agile methods, and if expectations of agile methods were confirmed. The study was qualitative and was made through semi-structured interviews, which were recorded and later transcribed. Collected data was analyzed based on thematic qualitative analysis. A total of three analyses were made - one per research question. All together the three analyses resulted in a total of thirteen themes. Motives for working agile varied, whereas primary motives for implementing and working with agile methods were increased efficiency, increased participation, and increased visualization of work. During on-going implementation, knowledge and training was crucial, including management, employees and customers. Agile methods were adjusted to reality and operations. Customers wanted to take part in working with agile methods, while their knowledge was inadequate. Expectations that existed before the implementation were confirmed. Agile methods hold what it promises.

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Ekström, Axel, e Emma Pettersson. "Agile project management in the design stage – Construction projects possibilities to apply agile methods". Thesis, KTH, Fastigheter och byggande, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-190210.

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The construction industry has a clear process it follows therefore the working method within it also has become rigid. Through long time the stage-gate model has been used by the project management. Construction projects are often complex, have long stages and long decisions routes. When a stage is completed questions have been raised and lead to that change is needed to be made before moving on to next stage. This takes time, costs more than calculated and the function gets compromised. The purpose with this thesis is to investigate if the current project management approach can be performed more efficiently by applying agile project management to the design stage. This thesis is performed with a qualitative research approach. It started with a thoroughly literature review of relevant topics such as agile project management, the construction process and change management. When a solid base of knowledge was gathered about the research area an interview study was conducted and a survey was sent out. The findings are a result from the interview study and the survey. The interview questions and findings are divided into four focus areas of agile project management which are project planning, meeting structure, group collaboration and communication. The discussion connects the literature with the information from the interviews and the discussion is presented with the reflections from the authors. The conclusions present the answers on the research questions. The final chapter about further research is presenting perspectives that have not been answered in this thesis. The thesis concludes that project management methods within construction projects are not as rigid as it is described in the literature. The lack of knowledge and awareness of other working methods creates a culture of "this is how it always has been done" within the four focus areas of agile project management. All of the reference projects were time pressured and it was in those situations where ii most tendencies to adjust management method was shown. The studied projects had fixed meeting structures and when emergency occurred, extra meetings were held. The project management teams had good collaboration due to that they were co-located and not too big groups. The co-location also facilitated the communication which was compared to team members that were not co-located and struggled with the communication. The communication generally worked well vertically and was struggling horizontally. Agile project management cannot be achieved to 100% and it is difficult to apply all of its characteristics on the construction industry since it was developed from the software industry which has other traits than construction. On the other hand, agile project management is a mindset of continuously improvement and flexibility of the used working methods which can be used by the construction industry. The construction industry has to follow some specific processes such as applying for building permits and is affected by political decisions. Therefore the current project management methods are restricted to follow certain frameworks. The framework is hard to change though it leaves space for changed methods and attitudes within the framework and the design stage. All types of construction projects can use the agile mindset and it is important that the whole organization relates to the agile mindset to achieve greatest outcome. Steps towards agile can be done in current projects by emphasis more on reconciliations and let the projects progression decide the meeting structure.
Byggprocessen är en väletablerad process inom byggindustrin som byggprojekt genomgår. Genom de tydliga och historiska riktlinjerna som processen följer har byggindustrin fått anseendet att vara stel och konservativ. För att hantera byggprocessen har projektledningen följt Stage-gate modellen med tydliga delmål och beslutsgrindar. Byggprojekt är ofta komplicerade och stora vilket leder till långa beslutsvägar. När ett projekt når en grind vid ett avslut av ett delmål uppstår ofta frågor som leder till förändringar av delmålet. För att behandla förändringarna så behöver processen genomgå ett omtag, att göra om delmålet innan processen kan gå vidare till nästa delmål. Omtagen tar tid, kostar pengar och det kompromissas med funktionen. Denna uppsats har som mål att undersöka om den aktuella projektledningsmetoden kan effektiviseras genom att introducera agil projektledning i projekteringen. Uppsatsen genomförs med en kvalitativ metod. Det första steget är att finna relevant litteratur om berörda ämnen som agil projektledning, byggprocessen och förändringsledning. Med fördjupad kunskap och förståelse inom ämnena genomfördes en intervjustudie och en enkät sändes ut. Resultaten identifierades från intervjuerna och svaren från enkäten. Intervjufrågorna och resultatet är uppdelat i fyra olika agila kategorier som anses gå att applicera på byggindustrin. Kategorierna är projektplanering, mötesstruktur, gruppsamarbete och kommunikation. Resultatet följs utav diskussionen som binder samman litteraturen med resultatet och författarnas reflektioner. Därefter presenteras slutsatsen och avslutningsvis rekommenderas frågeställningar till fortsatta undersökningar. Projektledningsmetoderna som används inom byggprojekt upplevdes inte lika stela som litteraturen beskriver dock fanns det lite kunskap och medvetenhet om andra typer av projektledningsmetoder. Avsaknaden är en bidragande faktor till att den upplevda kulturen anses vara konservativ. Inom de fyra kategorierna fanns det möjligheter till att arbeta mer agilt. När projekten är tidspressade visades mest benägenhet på att förändra projektledningsmetoden. Detta kunde ses tydligt på mötesstrukturen i projekten där den var fast ifrån början men blev mer rörlig då kritiska situationer uppstod. Gruppsamarbetet fungerade bra inom projektledningen för att de var samlokaliserade och inte för stora grupper. Detta underlättade även för en fungerande kommunikation då det märktes att de som inte var samlokaliserade hade svårigheter med kommunikationen. De horisontella kommunikationsvägarna hade generellt sett svårare att fungera än de vertikala kommunikationsvägarna. Eftersom agilt inte är en standard utan är ett arbetssätt som alltid strävar efter att förbättras är det svårt att uppnå ett 100 % agilt arbetssätt. Inom byggindustrin finns vissa ramverk som ska följas vilket gör att projektledningen begränsas. Med fasta ramverk finns lite utrymme för förändring men det finns möjlighet till att förändra processen och tankesättet inom ramverket. Alla typer av byggprojekt kan därför anamma delar av agil projektledning och för att uppnå största möjliga effekt gäller det att hela organisationen är engagerad. Andra enkla steg för att arbeta mer agilt inom projektledningen är att lägga mer vikt vid avstämningsmöten och låta projektets utveckling bestämma mötesstrukturen.

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Lagré, Mårten. "Varför arbetar vissa utvecklingsteam agilt med kravhantering och vissa inte? : En fallstudie på Lantmäteriet". Thesis, Högskolan Dalarna, Informatik, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:du-25514.

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Kravhantering inom systemutveckling utgör basen för vad som ska utvecklas. Agila systemutvecklingsmetoder blir vanligare för varje dag som går. Det har dock ofta visat sig finnas utmaningar med hur man anpassar just kravhanteringen till de agila metoderna. Verksamheter har olika förutsättningar för att arbeta agilt. Lantmäteriet i Gävle uttryckte ett behov att undersöka varför den agila praxis man hade inte följdes av alla utvecklingsteam i samband med kravhanteringen. Syftet med denna uppsats var därför att undersöka varför vissa utvecklingteam i en verksamhet arbetade agilt med sin kravhantering medan vissa inte gjorde det. För att undersöka detta utförde jag en fallstudie där jag med hjälp av enkäter och intervjuer samlade in data från både utvecklare och personer på verksamhetssidan som var inblandade i kravhanteringen. Resultaten visade att orsakerna till att en agil kravhantering fungerade så olika var flera. Genom att använda en tematisk analys kunde jag urskilja några framträdande orsaker. Kommunikation och flexibilitet samt kunskap och förståelse för olika perspektiv var teman som utgjorde positiva faktorer. De teman som istället utgjorde negativa faktorer var bland andra otydliga roller, brist på direktiv, en övertro till metoder och processer, osynk mellan verksamhet och IT, prioriteringsproblem, förvaltningsplaner, attityder och IT-arkitektur.
Requirements engineering within software development is the foundation of what needs to be developed. Agile methods in software development become more common every day. It has however often been shown that there are certain challenges with how to adopt the requirements engineering to the agile methodology. Businesses have different preconditions for agile methods. Lantmäteriet in Gävle had a need to examine why not all the developing teams followed agile methods within the requirements engineering process. The purpose with this thesis was thus to examine why some developing teams in an organization worked in an agile manner with the requirements engineering, and some did not. To do this I performed a case study where I collected data through questionnaires and interviews from both developers and people from the business side. The results showed that the reasons for these differences were multiple. Communication and flexibility, and knowledge and understanding for different perspectives were the positive factors. The themes that hindered an agile way of working were, among others, unclear roles, lack of direction, too much reliance on methods and processes, discrepancy between business and IT, prioritizing issues, management plans, attitudes and IT architecture.

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Soundararajan, Shvetha. "Agile Requirements Generation Model: A Soft-structured Approach to Agile Requirements Engineering". Thesis, Virginia Tech, 2008. http://hdl.handle.net/10919/34511.

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The agile principles applied to software engineering include iterative and incremental development, frequent releases of software, direct stakeholder involvement, minimal documentation and welcome changing requirements even late in the development cycle. The Agile Requirements Engineering applies the above mentioned principles to the Requirements Engineering process. Agile Requirements Engineering welcomes changing requirements even late in the development cycle. This is achieved by using the agile practice of evolutionary requirements which suggests that requirements should evolve over the course of many iterations rather than being gathered and specified upfront. Hence, changes to requirements even late in the development cycle can be accommodated easily. There is however, no real process to the agile approach to Requirements Engineering. In order to overcome this disadvantage, we propose to adapt the Requirements Generation Model (a plan-driven Requirements Engineering model) to an agile environment in order to structure the Agile Requirements Engineering process. The hybrid model named the Agile Requirements Generation Model is a soft-structured process that supports the intents of the agile approach. This model combines the best features of the Requirements Generation Model and Agile Software Development.
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Rico, David F., e Hasan H. Sayani. "Use of Agile Methods in Software Engineering Education". In 2009 Agile Conference (AGILE). IEEE, 2009. http://dx.doi.org/10.1109/agile.2009.13.

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