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Abstract: This article addresses the relationships between agile development and entrepreneurship. The objective of the study is to verify that the adoption of agile practices can promote entrepreneurial skills in software developers. In this study, agile practices were related to entrepreneurial skills, and developers of the software industry and academia professors were invited to contribute. Questionnaires were sent to the participants to obtain their opinion regarding this research. Participants also opined about the possibility of entrepreneurial skills being an observable behavior in agile culture, ie, if they are visible artifacts of agile culture. As a result, the study found a set of agile practices that promote entrepreneurial skills in software developers. That is, it was found that agile practices promote entrepreneurial behavior in these professionals. These entrepreneurial skills are sustained by the same basic values and assumptions that were learned by developers to resolve internal integration and external adaptation issues during the adoption of agile practices. In this article, an integration model has been adapted from other areas, thereby opening a new field of study involving the relationships between academic research and professional practice on entrepreneurship in the software area and agile development. [ABSTRACT FROM AUTHOR]

The lack of user engagement, the absence of user feedback, incomplete and continuously changing user requirements are among the critical concerns that cause projects to fail. User-centered design (UCD) and agile software development are two iterative approaches that have been proposed to overcome such concerns. UCD is a design process focusing on user research, user interface design and usability evaluation. Introduced by software engineering practitioners, agile refers to a number of iterative and incremental software development practices that emphasize people's needs, communication between developers and stakeholders and the ability to adapt to change. In both the agile and UCD communities, however, a full understanding of user requirements is often seen as incompatible with early and quick development iterations. We performed a literature review aiming to identify how agile teams have integrated UCD tools into their agile software development process to a better understanding of the user requirements without losing sight of the agile values and principles. UCD tools adaptations and minimal-up-front design applied in agile development are among the approaches discovered in this study. The findings could lead to a comprehensive user-centric software engineering that will overcome inherent problems faced by agile teams to understand user needs, priorities and goals. [ABSTRACT FROM AUTHOR]

Agile methods have different practices that ultimately foster intra-team knowledge sharing (KS). However, they do not provide recommendations about coping with inter-team KS. Supporting inter-team KS is fundamental in scaling agility across the entire organization, and is regarded as the new horizon for agile software development. This study seeks to understand inter-team knowledge sharing effectiveness in agile software development organizations. Using grounded theory, we analyzed data from four Brazilian organizations and also from an expert in agile methods implementation. We observed that the companies employ different work practices that allow knowledge sharing to occur across team boundaries. Our main contribution is a conceptual model that explains how effective knowledge sharing across agile teams depends on applying purposeful practices, along with organizational conditions and stimuli. This understanding represents an innovative focus within the context of agile methods and suggests what one needs to take into account when striving on this path. Yet, it yields opportunities for further studies in refining and extending the model to other organizational contexts. Inter-team knowledge sharing reflects the way agile software development organizations are coping with enterprise agility and the way they consider knowledge as a resource for competitiveness. [ABSTRACT FROM AUTHOR]