標(biāo)題: Titlebook: Agile Processes in Software Engineering and Extreme Programming; 24th International C Christoph J. Stettina,Juan Garbajosa,Philippe Kruc Co [打印本頁(yè)] 作者: foresight 時(shí)間: 2025-3-21 18:42
書(shū)目名稱(chēng)Agile Processes in Software Engineering and Extreme Programming影響因子(影響力)
書(shū)目名稱(chēng)Agile Processes in Software Engineering and Extreme Programming影響因子(影響力)學(xué)科排名
書(shū)目名稱(chēng)Agile Processes in Software Engineering and Extreme Programming網(wǎng)絡(luò)公開(kāi)度
書(shū)目名稱(chēng)Agile Processes in Software Engineering and Extreme Programming網(wǎng)絡(luò)公開(kāi)度學(xué)科排名
書(shū)目名稱(chēng)Agile Processes in Software Engineering and Extreme Programming被引頻次
書(shū)目名稱(chēng)Agile Processes in Software Engineering and Extreme Programming被引頻次學(xué)科排名
書(shū)目名稱(chēng)Agile Processes in Software Engineering and Extreme Programming年度引用
書(shū)目名稱(chēng)Agile Processes in Software Engineering and Extreme Programming年度引用學(xué)科排名
書(shū)目名稱(chēng)Agile Processes in Software Engineering and Extreme Programming讀者反饋
書(shū)目名稱(chēng)Agile Processes in Software Engineering and Extreme Programming讀者反饋學(xué)科排名
作者: 杠桿支點(diǎn) 時(shí)間: 2025-3-21 21:43 作者: Osteons 時(shí)間: 2025-3-22 01:52
A Lean Approach of Managing Technical Debt in Agile Software Projects – A Proposal and Empirical Evaent metrics, such as team or sprint velocity, and velocity variance. We conducted an initial evaluation of the concept of this approach through a short survey of 43 software project/product managers. Most of the survey respondents have a positive impression about our approach, which will encourage u作者: Ambiguous 時(shí)間: 2025-3-22 06:34 作者: 發(fā)出眩目光芒 時(shí)間: 2025-3-22 11:57 作者: 中古 時(shí)間: 2025-3-22 15:56 作者: 音樂(lè)等 時(shí)間: 2025-3-22 20:38 作者: Perigee 時(shí)間: 2025-3-23 00:10
Real-Life Water-Scrum-Fall: Insights from Large Companies in Czech Republicigorous analysis before the development is started, which strongly limits the agility in the following development phase. Customer involvement or feedback loop is omitted in the development process. We accompany poor implementations with the unpreparedness of companies to fully adopt Agile, and miss作者: Resection 時(shí)間: 2025-3-23 03:55 作者: BATE 時(shí)間: 2025-3-23 09:15 作者: 使痛苦 時(shí)間: 2025-3-23 11:46
https://doi.org/10.1007/978-3-642-17107-9identifying such issue dependencies from different IMSs is time-consuming and requires manual searching in multiple IMS technologies. This results in many context switches and prevents developers from being focused and getting things done. Therefore, in this paper, we present a concept for seamlessl作者: Simulate 時(shí)間: 2025-3-23 15:16
Torsten Müller-?tv?s,Henning Diederichsion strategies, including working at least one day per week in the office, keeping webcams on during online meetings, and recapping meetings at the end of a session. Our study largely supports previous findings indicating that Scrum can be effectively applied beyond its comfort zone but also suggest作者: 不可接觸 時(shí)間: 2025-3-23 20:40 作者: Jocose 時(shí)間: 2025-3-23 22:20 作者: Obscure 時(shí)間: 2025-3-24 02:23
Customer Success Management Drivers,be clarified in order to have more freedom to act. Prioritizing is difficult and saying “no” is more difficult than desired. Product Owners find the urge for an entrepreneurial attitude understandable, however, it does not seem to fit perfectly into the everyday work life of a Product Owner in a lar作者: 人工制品 時(shí)間: 2025-3-24 08:13
https://doi.org/10.1007/978-3-322-81461-6d costly endeavor. To save the costs and for practical reasons, large-scale onboarding is organized in batches with the first batch trained onsite, and the later batches trained internally. We report challenges faced in the two cases and discuss possible solutions. One core finding is that a good pl作者: Iatrogenic 時(shí)間: 2025-3-24 13:50 作者: Ornithologist 時(shí)間: 2025-3-24 17:42 作者: drusen 時(shí)間: 2025-3-24 19:52
Conference proceedings‘‘‘‘‘‘‘‘ 2023ons and welcome both people new to agile and seasoned agile practitioners. This year’s conference was held with the theme “Whole Team Sustainability”...The 11 full papers and 1 short paper presented in this volume were carefully reviewed and selected from 40 submissions. They focus on agile practices and agile in the large..作者: Congruous 時(shí)間: 2025-3-25 02:14
https://doi.org/10.1007/978-3-642-17107-9 results suggest that while the goal of Agile is to create a sustainable, stable way of working, this is not guaranteed, and a better understanding of systems and queues may be required to help design, create, coach, and maintain optimal Agile systems.作者: 自作多情 時(shí)間: 2025-3-25 07:16
Konzeption des Customer Value Controlling,ur. Our findings indicate that including a legal expert in the team can boost confidence in data handling practices and avoid delays in deliveries, but it requires effort to synchronize and overcome interdisciplinary barriers.作者: Allowance 時(shí)間: 2025-3-25 08:08 作者: Kidney-Failure 時(shí)間: 2025-3-25 13:49 作者: neologism 時(shí)間: 2025-3-25 18:52
Conference proceedings‘‘‘‘‘‘‘‘ 2023sterdam, The Netherlands, during June 13-16, 2023...XP is the premier agile software development conference combining research and practice. It is a unique forum where agile researchers, practitioners, thought leaders, coaches, and trainers get together to present and discuss their most recent innov作者: 膝蓋 時(shí)間: 2025-3-25 22:43 作者: 神圣不可 時(shí)間: 2025-3-26 03:03 作者: 縱欲 時(shí)間: 2025-3-26 04:29 作者: machination 時(shí)間: 2025-3-26 10:37
Integrating Issue Management Systems of?Independently Developed Software Componentsndence can result in problems when it comes to managing issues, such as bugs, as developer teams can freely choose their technology stacks, such as issue management systems (IMSs), e.g., Jira, GitHub, or Redmine. In the case of a microservice architecture, if an issue of a downstream microservice de作者: 臥虎藏龍 時(shí)間: 2025-3-26 15:01 作者: AMEND 時(shí)間: 2025-3-26 18:41 作者: 離開(kāi)就切除 時(shí)間: 2025-3-27 00:17
Waste Self-reporting for?Software Development Productivity Improvementwaste categorization and survey for teams to identify and quantify wasteful activities. Developers from a Swiss company used the survey for three weeks. Participants found the survey helpful for identifying waste but there was little evidence that self-reported waste correlated with improved perform作者: eucalyptus 時(shí)間: 2025-3-27 05:11
A Lean Approach of Managing Technical Debt in Agile Software Projects – A Proposal and Empirical Evavely mitigate the risk of losing the maintainability and evolvability of the software product which results in reducing the team velocity. Despite the importance of TDM, its adoption in software companies remain limited. Software companies are witnessing high market demand and competition that make 作者: COUCH 時(shí)間: 2025-3-27 08:13 作者: machination 時(shí)間: 2025-3-27 11:50
Striving for?Freedom in?a?Large-Scale Agile Environment with?an?Entrepreneurial Mindset of?a?Productt and push ideas forward sometimes requires saying “no”. This is a case study that has been made by interviewing several Product Owners or people working in a Product Owner type of role. The case company, which is a large financial organization, encourages Product Owners to take responsibility by va作者: 朝圣者 時(shí)間: 2025-3-27 14:25 作者: expire 時(shí)間: 2025-3-27 19:24
The Role of Responsiveness to Change in Large Onboarding Campaignse onboarding individuals into an organization is a rather straightforward task, little is known about 1) onboarding hundreds of developers and 2) doing it on a distance in outsourcing situations. Furthermore, the subject of sustainable growth with respect to organizational capabilities and culture i作者: 祖先 時(shí)間: 2025-3-27 23:22 作者: 反復(fù)拉緊 時(shí)間: 2025-3-28 02:33 作者: 躲債 時(shí)間: 2025-3-28 07:31
Real-Life Water-Scrum-Fall: Insights from Large Companies in Czech Republic of benefits from both approaches. Water-Scrum-Fall is a methodology for hybrid approaches. However, there are no specific guidelines described for Water-Scrum-Fall. . Explore and describe the reality of Water-Scrum-Fall in selected large companies in the Czech market. . Exploratory multiple-case st作者: 良心 時(shí)間: 2025-3-28 12:28
https://doi.org/10.1007/978-3-642-17107-9ndence can result in problems when it comes to managing issues, such as bugs, as developer teams can freely choose their technology stacks, such as issue management systems (IMSs), e.g., Jira, GitHub, or Redmine. In the case of a microservice architecture, if an issue of a downstream microservice de作者: Rheumatologist 時(shí)間: 2025-3-28 14:49 作者: 玩笑 時(shí)間: 2025-3-28 19:14 作者: Infant 時(shí)間: 2025-3-29 02:22
Evangelos Grigoroudis,Yannis Siskoswaste categorization and survey for teams to identify and quantify wasteful activities. Developers from a Swiss company used the survey for three weeks. Participants found the survey helpful for identifying waste but there was little evidence that self-reported waste correlated with improved perform作者: 溺愛(ài) 時(shí)間: 2025-3-29 05:48 作者: Mercantile 時(shí)間: 2025-3-29 07:41
https://doi.org/10.1057/9781137346056 important architectural decisions early in the project, which can be problematic if they are uncertain or unstable. When this uncertainty is not considered when designing the software architecture, changes are often costly and sometimes even unfeasible. Some empirical studies on the subject have al作者: Amenable 時(shí)間: 2025-3-29 14:16
Customer Success Management Drivers,t and push ideas forward sometimes requires saying “no”. This is a case study that has been made by interviewing several Product Owners or people working in a Product Owner type of role. The case company, which is a large financial organization, encourages Product Owners to take responsibility by va作者: Obedient 時(shí)間: 2025-3-29 18:36
Adapting the Customer Value Proposition,entify factors considered when changes need to be made to sustain agility. We used a novel data collection approach, critical decision method (CDM), and investigated three theoretical lenses, paradox theory, situation awareness and shared mental models, to explore the kind of practical consequences 作者: hauteur 時(shí)間: 2025-3-29 23:42 作者: CHARM 時(shí)間: 2025-3-30 00:28 作者: 移植 時(shí)間: 2025-3-30 05:22
