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Coexistence of agile and SCM practices An exploratory study of Australian agile software development organizations

Coexistence of agile and SCM practices An exploratory study of Australian agile software... Purpose – The purpose of this paper is to present the findings of Phase 1 of the research and to identify Australian agile software development organizations having such coexistence of agile and software configuration management (SCM) practices. This study employed “organization size” variable to study the phenomenon and used theory of Lean Thinking as a lens to analyse implementation variations of agile and SCM practices. Design/methodology/approach – For this study, the research design was comprised of three phases. In Phase 1, a quantitative study using an online survey was performed to answer RQ using various statistical techniques. In Phase 2, an initial conceptual model based on a literature review was developed, and then a qualitative study was performed using one longitudinal case study. In Phase 3, another online survey was performed using various parametric statistical techniques to validate and generalize the findings of Phase 1 and 2 and the proposed SLAM traceability model. The scope of this paper is to discuss only Phase 1 and its associated findings. Findings – The results of the analysis indicated that organizations, regardless of their size, frequently use agile practices for their software development operations. On the other hand, larger organizations use SCM practices comparatively more than medium and small organizations. However, traces of customized SCM process were found in most of the respondent (large, medium, and small) organizations, which indicates the coexistence of agile and SCM practices. Research limitations/implications – As there is no known listing or database available for such specialized criteria, a non‐probabilistic sampling method was used, in the sense that the selection of members of the sample was arbitrary and subjective instead of a non‐random selection from the pool of all agile practitioners in the field. Originality/value – By using the quantitative method approach, this study aims to generate empirical evidence to contribute to the body of knowledge in the relevant areas. On the practical side, this research can also provide support to IT businesses in general, and software development organizations in particular, with the streamlining of the internal operational environment for the facilitation of an adaptable process and the resulting coexistence of value‐added agile and SCM practices. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Systems and Information Technology Emerald Publishing

Coexistence of agile and SCM practices An exploratory study of Australian agile software development organizations

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Publisher
Emerald Publishing
Copyright
Copyright © 2014 Emerald Group Publishing Limited. All rights reserved.
ISSN
1328-7265
DOI
10.1108/JSIT-09-2013-0045
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to present the findings of Phase 1 of the research and to identify Australian agile software development organizations having such coexistence of agile and software configuration management (SCM) practices. This study employed “organization size” variable to study the phenomenon and used theory of Lean Thinking as a lens to analyse implementation variations of agile and SCM practices. Design/methodology/approach – For this study, the research design was comprised of three phases. In Phase 1, a quantitative study using an online survey was performed to answer RQ using various statistical techniques. In Phase 2, an initial conceptual model based on a literature review was developed, and then a qualitative study was performed using one longitudinal case study. In Phase 3, another online survey was performed using various parametric statistical techniques to validate and generalize the findings of Phase 1 and 2 and the proposed SLAM traceability model. The scope of this paper is to discuss only Phase 1 and its associated findings. Findings – The results of the analysis indicated that organizations, regardless of their size, frequently use agile practices for their software development operations. On the other hand, larger organizations use SCM practices comparatively more than medium and small organizations. However, traces of customized SCM process were found in most of the respondent (large, medium, and small) organizations, which indicates the coexistence of agile and SCM practices. Research limitations/implications – As there is no known listing or database available for such specialized criteria, a non‐probabilistic sampling method was used, in the sense that the selection of members of the sample was arbitrary and subjective instead of a non‐random selection from the pool of all agile practitioners in the field. Originality/value – By using the quantitative method approach, this study aims to generate empirical evidence to contribute to the body of knowledge in the relevant areas. On the practical side, this research can also provide support to IT businesses in general, and software development organizations in particular, with the streamlining of the internal operational environment for the facilitation of an adaptable process and the resulting coexistence of value‐added agile and SCM practices.

Journal

Journal of Systems and Information Technology – Emerald Publishing

Published: Mar 4, 2014

Keywords: Lean Thinking; Agile software development; Adaptable software development; SCM; Software configuration management; Value‐based practices

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