this article examines publications and citations to illustrate how the research on agile has progressed in the 10 years following the articulation of the manifesto. further, we summarize prior research and introduce contributions in this special issue on agile software development. in particular, he has focused on agile software development through a number of case studies, co-authoring of a systematic review of empirical studies, co-editing of the book agile software development: current research and future directions, and was co-organizing chair of the 11th international conference on agile software development (xp2010) as well as co-producer of the research at work stage at agile2011. he holds an engineering degree in electronics from bangalore university, a pgdm (mba) from the indian institute of management, bangalore, india, and a phd in business administration from the university of texas at arlington.
he received his phd in information systems from the university of texas at arlington and post-graduate diploma in management (mba), from the management development institute, gurgaon, india. his research publications appear in mis quarterly, journal of international business studies, journal of the ais, communications of the acm, communications of the ais, and various conference proceedings such as the americas conference on information systems, the hawaii international conference on system sciences, and the decision sciences institute. his main publications in the field of agile software development include several longitudinal studies on self-management and teamwork, and co-editing of the books agile software development: current research and future directions and agility across time and space: implementing agile methods in global software projects. moe was also a co-organizing chair of the 11th international conference on agile software development (xp2010) and co-producer of the research at work stage at agile2011 and agile india 2012. he wrote his thesis for the degree of doctor philosophiae on from improving processes to improving practiceâsoftware process improvement in transition from plan-driven to change-driven development.
the use of the scrum framework, a specific set of agile principles and practices for self-organizing cross-functional teams in software development projects, is currently being expanded to other types of organizations and knowledge management processes. other challenges in collaborative research management relate to the need for supervision and coordination among peers (delfanti, 2016), or to coordinating an activity that is continually evolving (könig et al., 2013). in parallel to evidence of the contribution of amp to a more flexible and responsive organizational culture outside of the software development world (küpper, 2016), there is increasingly more academic literature on the adoption of agile methods for different types of collaborative research processes and scientific projects. in this paper —an exploratory analysis— the focus is on the appropriation of scrum as a methodological framework and its experimental use in the management of distributed and interdisciplinary research initiatives, with the aim of identifying the experiences and perceptions of researchers in the adoption of apm principles and practices, as well as the potential benefits and limitations. the notes covered team dynamics and references to apm principles and practices in four meetings and two workshops, as well as the direct experience of facilitating an agile process for a specific project with four participants from cecan. the remaining seven interviewees (re) were researchers and practitioners affiliated with institutions outside cecan, who also had direct experience in the application of agile principles, to some extent, in research or academic-related projects. it is noteworthy that this occurred in the context of an organisation that deals regularly with the analysis and implementation of methodological approaches in areas of research and evaluation, adapting to different institutional environments and ways of working. the expertise that a scrum master acquires is in linking an expert to an expert and that itself requires [a] particular set of expertise for cecan, this is an ongoing challenge” (rc9).
it was one of the key agile practices adopted at cecan, and although perceived by some participants as not fully implemented, the scrum master seemed to play a critical facilitation role and contributed to expanding agile management practices to the various research initiatives and projects. one of the ways that cecan is trying to adopt an agile approach was to set up the use of trello boards and the use of trello as a system for those who were engaging in case studies, but also those who were engaging in non-case study activities. for example, from a case study to a paper, and all the steps in between. limitations in team size and difficulties in adapting online because of individual research styles were also viewed as key issues that need to be resolved for agile methods to function effectively in this context. in some of the interviews, there was often a return to the question about the extent to which it is possible to adopt agile principles in all types of research or whether, as in the view of some cecan participants, apm principles represent a methodological framework that is more suitable to applied research and contexts where time constraints and pressure from stakeholders make it more applicable and imperative. the objective of this article was to explore the adoption of agile methods in a distributed research initiative, and especially the appropriation of the scrum framework as a coordination and communication solution for the management of collaborative interdisciplinary projects. scrum principles adopted by various research teams, as analysed in this study, were seen as a valuable addition to the coordination of projects, with diverse levels of agreement about their successful implementation and perceived challenges. another relevant issue emanating from this exploratory study relates to whether the adoption of professional agile facilitation (by experts in scrum or other agile practices and not researchers) is important and should be addressed with a comparative focus in future cases.
no information is available for this page. agile software development methods: review and analysis. vtt technical report, p. 107. google scholar. acuna et al. 37–44 (2004)google scholar. 4. fowler, m., highsmith, j.: the agile manifesto. software development (august, agile methodology scholarly articles, agile methodology scholarly articles, research agile methodology, latest research paper on agile methodology, agile approach.
agile project management (apm) or “agile methods” [google scholar]; cockburn a. agile software 49). iowa city, ia: american college testing program. [google scholar]). google scholar. agile project management (apm) is the outcome of the agile crusade for software development., agile manifesto, agile practices, agile principles, agile software development, principles, patterns, and practices
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