Search

Many organizations have adopted agile values and principles in their products and services to provide increasing value to their customers. Although agile started with software development, it has been applicable and used in different industries and disciplines, including the space industry. This article presents the practical implications of teams transitioning to be agile teams using a general inductive analysis of 33 individuals from different NASA agile teams. The findings and recommendations are part of a larger effort performed as part of the development of a model for agile leadership. Some organizations may see agile as very risky and costly, and this article provides some guidance derived from the data to help support planning for agile transformation efforts. • Agile transformations of NASA Agile teams. • Being Agile with a continuous learning mindset. • Ability to create sustainable value to the customer in a technology-driven organization. • Recommendations to becoming Agile organizations. [ABSTRACT FROM AUTHOR]

Effort estimation is fundamental for the development of software projects and critical to their success. The objective of this paper is to understand how Colombian agile practitioners perform effort estimates and to identify opportunities for improvement based on these results. For this purpose, we conducted an exploratory survey study using as instrument an on-line questionnaire answered by agile practitioners with experience in effort estimation. Data was collected from 60 agile practitioners and the main findings are: (1) Agile practitioners prefer non-algorithmic estimation techniques, mainly those based on Expert Judgment. (2) Most of the respondents perceive that their estimates have a medium accuracy level; however, in most cases, no formal analysis of the accuracy level is carried out. (3) The determining effort predictors/cost drivers are characteristics of the project team (size, experience, and skills) and attributes of the software to be built (complexity, type, and domain). (4) The use of datasets for estimation is not common; proprietary datasets predominate and are used for productivity comparisons within the company. (5) Most of the results of related studies are comparable with ours; however, there are significant differences in terms of the roles involved and the techniques used in the effort estimation process. Based on the results and findings of the survey, we identified key opportunities to improve estimation accuracy through (1) software measurement standardization, (2) use of effort datasets, (3) implementation of techniques for measuring accuracy levels, and (4) knowledge management in effort estimation. [ABSTRACT FROM AUTHOR]

Effort estimation based on user stories plays a pivotal role in agile software development, where accurate predictions of project efforts are vital for success. While various supervised ML tools attempt to estimate effort, the prevalence of estimation errors presents significant challenges, as evidenced by the CHAOS report by the Standish Group, which highlights incorrect estimations contributing to a substantial percentage of failed agile projects. This research delves into the domain of user story-based effort estimation in agile software development, aiming to explore the issues arising from inaccurate estimations. The primary goal is to uncover these issues comprehensively and propose potential solutions, thus enhancing the efficacy of the user story-based estimation method. To achieve the research objectives, a systematic literature review (SLR) is conducted, surveying a wide range of sources to gather insights into issues surrounding user story-based effort estimation. The review encompasses diverse estimation methods, user story attributes, and the array of challenges that can result from inaccurate estimations. The SLR reveals a spectrum of issues undermining the accuracy of user story-based effort estimation. It identifies internal factors like communication, team expertise, and composition as crucial determinants of estimation reliability. Consistency in user stories, technical complexities, and task engineering practices also emerge as significant contributors to estimation inaccuracies. The study underscores the interconnectedness of these issues, emphasizing the need for a standardized protocol to minimize inaccuracies and enhance estimation precision. In light of the findings, it becomes evident that addressing the multi-dimensional factors influencing user story-based effort estimation is imperative for successful agile software development. The study underscores the interplay of various aspects, such as team dynamics, task complexity, and requirement engineering, in achieving accurate estimations. By recognizing these challenges and implementing recommended solutions, software development processes can avoid failures and enhance their prospects of success in the agile paradigm. [ABSTRACT FROM AUTHOR]

Highly volatile, uncertain, complex and ambiguous environments (VUCA) complicate and condition project management. With the emergence of agile project management, it is proposed to co-construct it with the client's active participation. Two used agile methodologies are Scrum and Kanban. Scrum is based on executing fast, interactive cycles (Sprints) for the incremental construction of products. Kanban promotes the balance of the continuous workflow through synchronizing tasks and seeking perfection. The combined use of Scrum-Kanban facilitates the integration of the best of both approaches. The Theory of Constraints (TOC) proposes a method for managing constraints in a system (Constraint Management). The Drum-Buffer-Rope (DBR) method and Buffer Management are practical applications of this theory. This study seeks to maximize the continuous flow of value (Throughput) in agile project management by synergistically integrating the DBR method with Scrum-Kanban. The five-step process is implemented for the planning, executing, and controlling the Kanban board in a Scrum Sprint cycle. Four scenarios are evaluated: (1) Balanced Line; (2) Unbalanced Line; (3) Unbalanced Line Modification 1 - Stable, Robust and Fast; and (4) Unbalanced Line Modification 2 - Focusing and Elevation. Measurement of completed work (Kanban cards in the "Done" column) and final inventory for the Sprint cycle reveals that Simulation 4 is the optimal scenario, achieving the highest average "output" ("Done" cards) with reduced inventory ("Doing" cards). The integration of DBR with Scrum-Kanban maximizes the completed work (Throughput) and minimizes the final inventory of the Sprint cycle, which is corroborated by the principle of Little's Law. [ABSTRACT FROM AUTHOR]