Synopsis
Rather 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?
About the Author
Darja Šmite is a senior researcher at Blekinge Institute of Technology, which has recently been ranked as number 11 among the top institutions in the world in systems and software engineering by the Journal of Systems and Software. Her main research efforts are directed towards improving industrial practice with off-shoring and outsourcing software development. Before pursuing an academic career she has been engaged in industrial positions at a number of software houses in Latvia. Nils Brede Moe is a research scientist at SINTEF Information and Communication Technology in Trondheim, Norway. He has 11 years of experience working as a project manager and researcher within software development and is a co-author of the book “Process Improvement in Practice―A Handbook for IT Companies”. His current research interests include global software development, process improvement, self-management, and agile software development. Pär J. Ågerfalk is a professor at Uppsala University where he holdsthe Chair in Computer Science in Intersection with Social Sciences. Among many other responsibilities, he is the founding chair of the AIS Special Interest Group on Pragmatist Information Systems Research.
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