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Titlebook: Agility Across Time and Space; Implementing Agile M Darja ?mite,Nils Brede Moe,P?r J. ?gerfalk Book 2010 Springer-Verlag Berlin Heidelberg

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發(fā)表于 2025-3-21 17:37:58 | 只看該作者 |倒序?yàn)g覽 |閱讀模式
期刊全稱Agility Across Time and Space
期刊簡(jiǎn)稱Implementing Agile M
影響因子2023Darja ?mite,Nils Brede Moe,P?r J. ?gerfalk
視頻videohttp://file.papertrans.cn/152/151438/151438.mp4
發(fā)行地址Combines two important trends in software development: how to use agile methods to resolve the inherent communication problems of global teams Based on both empirical research and industrial practice
圖書封面Titlebook: Agility Across Time and Space; Implementing Agile M Darja ?mite,Nils Brede Moe,P?r J. ?gerfalk Book 2010 Springer-Verlag Berlin Heidelberg
影響因子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.?mite, Moe, and ?gerfalk 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. F
Pindex Book 2010
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發(fā)表于 2025-3-21 22:51:25 | 只看該作者
Book 2010 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. F
板凳
發(fā)表于 2025-3-22 03:10:44 | 只看該作者
Implementing Extreme Programming in?Distributed Software Project Teams: Strategies and Challengesine some of the strategies and challenges associated with implementing agile methods in distributed software project teams. These are discussed in the context of a study of a large-scale software project in the United States that lasted four months.
地板
發(fā)表于 2025-3-22 08:30:00 | 只看該作者
Tailoring Agility: Promiscuous Pair Story Authoring and Value CalculationContinuous recalculation of the financial value of the stories allowed to assess the projects financial return. In this case implementation of agility in the international context allowed the involved team members to reach consensus and unanimity of decisions, vision and purpose.
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發(fā)表于 2025-3-22 10:39:32 | 只看該作者
Onshore and Offshore Outsourcing with Agility: Lessons Learnedftware development, and the importance of people and interactions, taking many small steps to find and correct errors, and matching the structures of the project and product to support implementation of agility.
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Tommaso Falcone,William W. HurdContinuous recalculation of the financial value of the stories allowed to assess the projects financial return. In this case implementation of agility in the international context allowed the involved team members to reach consensus and unanimity of decisions, vision and purpose.
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https://doi.org/10.1007/978-1-908517-55-5sed in this paper referred to “information blackout” indicating the importance of an environment fostering meaningful communication. In order to evaluate if this environment can be created a set of guidelines is proposed.
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