000 05670nam a22004815i 4500
001 978-3-642-12442-6
003 DE-He213
005 20140220084535.0
007 cr nn 008mamaa
008 100528s2010 gw | s |||| 0|eng d
020 _a9783642124426
_9978-3-642-12442-6
024 7 _a10.1007/978-3-642-12442-6
_2doi
050 4 _aQA76.758
072 7 _aUMZ
_2bicssc
072 7 _aCOM051230
_2bisacsh
082 0 4 _a005.1
_223
100 1 _aŠmite, Darja.
_eeditor.
245 1 0 _aAgility Across Time and Space
_h[electronic resource] :
_bImplementing Agile Methods in Global Software Projects /
_cedited by Darja Šmite, Nils Brede Moe, Pär J. Ågerfalk.
264 1 _aBerlin, Heidelberg :
_bSpringer Berlin Heidelberg,
_c2010.
300 _aXXXVI, 341p. 37 illus.
_bonline resource.
336 _atext
_btxt
_2rdacontent
337 _acomputer
_bc
_2rdamedia
338 _aonline resource
_bcr
_2rdacarrier
347 _atext file
_bPDF
_2rda
505 0 _aMotivation -- Fundamentals of Agile Distributed Software Development -- Transition -- Implementing Extreme Programming in Distributed Software Project Teams: Strategies and Challenges -- Transitioning from Distributed and Traditional to Distributed and Agile: An Experience Report -- Tailoring Agility: Promiscuous Pair Story Authoring and Value Calculation -- Scrum and Global Delivery: Pitfalls and Lessons Learned -- Onshore and Offshore Outsourcing with Agility: Lessons Learned -- Contribution of Agility to Successful Distributed Software Development -- Preparing your Offshore Organization for Agility: Experiences in India -- Management -- Improving Global Development Using Agile -- Turning Time from Enemy into an Ally Using the Pomodoro Technique -- MBTA: Management By Timeshifting Around -- The Dilemma of High Level Planning in Distributed Agile Software Projects: An Action Research Study in a Danish Bank -- Tools for Supporting Distributed Agile Project Planning -- Combining Agile and Traditional: Customer Communication in Distributed Environment -- Coordination Between Global Agile Teams: From Process to Architecture -- Considering Subcontractors in Distributed Scrum Teams -- Teams -- Using Scrum Practices in GSD Projects -- Feature Teams—Distributed and Dispersed -- Roles and Responsibilities in Feature Teams -- Getting Communication Right: The Difference Between Distributed Bliss or Miss -- A Task-Driven Approach on Agile Knowledge Transfer -- Architecture-Centric Development in Globally Distributed Projects -- Epilogue -- Agility Across Time and Space: Summing up and Planning for the Future.
520 _aRather than deciding whether or not to get involved in global sourcing, many companies are facing decisions about whether or not to apply agile methods in their distributed projects. These companies are often motivated by the opportunities to solve the coordination and communication difficulties associated with global software development. Yet while agile principles prescribe close interaction and co-location, the very nature of distributed software development does not support these prerequisites. Šmite, Moe, and Ågerfalk structured the book into five parts. In “Motivation” the editors introduce the fundamentals of agile distributed software development and explain the rationale behind the application of agile practices in globally distributed software projects. “ Transition” describes implementation strategies, adoption of particular agile practices for distributed projects, and general concepts of agility. “Management” details practical implications for project planning, time management, and customer and subcontractor interaction. “Teams” discusses agile distributed team configuration, effective communication and knowledge transfer, and allocation of roles and responsibilities. Finally, in the “Epilogue” the editors summarize all contributions and present future trends for research and practice in agile distributed development. This book is primarily targeted at researchers, lecturers, and students in empirical software engineering, and at practitioners involved in globally distributed software projects. The contributions are based on sound empirical research and identify gaps and commonalities in both the existing state of the art and state of the practice. In addition, they also offer practical advice through many hints, checklists, and experience reports. Questions answered in this book include: What should companies expect from merging agile and distributed strategies? What are the stumbling blocks that prevent companies from realizing the benefits of the agile approach in distributed environments, and how can we recognize infeasible strategies and unfavorable circumstances? What helps managers cope with the challenges of implementing agile approaches in distributed software development projects? How can distributed teams survive the decisions taken by management and become efficient through the application of agile approaches?
650 0 _aComputer science.
650 0 _aSoftware engineering.
650 0 _aInformation Systems.
650 0 _aTechnology.
650 1 4 _aComputer Science.
650 2 4 _aSoftware Engineering.
650 2 4 _aManagement of Computing and Information Systems.
650 2 4 _aTechnology Management.
700 1 _aMoe, Nils Brede.
_eeditor.
700 1 _aÅgerfalk, Pär J.
_eeditor.
710 2 _aSpringerLink (Online service)
773 0 _tSpringer eBooks
776 0 8 _iPrinted edition:
_z9783642124419
856 4 0 _uhttp://dx.doi.org/10.1007/978-3-642-12442-6
912 _aZDB-2-SCS
999 _c112078
_d112078