Distributed agile software development - Revision history

MER-C: /* Opportunities */ rm content marketing blog

2024-06-25T18:34:20Z

Opportunities: rm content marketing blog

← Previous revision		Revision as of 18:34, 25 June 2024
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	In the distributed environment, one might have difficulties in keeping track of everyone's workload and contribution towards the deliverable. Through adoption of agile principles and practices, the visibility is made clearer as there are multiple iterations where one can visualize the issues or criticalities on the initial stages of the project. Continuous integration of programming code, which is one of the focal pieces of agile software development, additionally serves to reduce setup of the executive issues. Adopting of agile principles appears to positively affect correspondence between groups as advancement in cycles makes it simpler for members to see the short-term objectives. Sprint reviews can be seen as a powerful method to improve external correspondence whilst they help to share data about the features and prerequisite conditions between partners or stakeholders.		In the distributed environment, one might have difficulties in keeping track of everyone's workload and contribution towards the deliverable. Through adoption of agile principles and practices, the visibility is made clearer as there are multiple iterations where one can visualize the issues or criticalities on the initial stages of the project. Continuous integration of programming code, which is one of the focal pieces of agile software development, additionally serves to reduce setup of the executive issues. Adopting of agile principles appears to positively affect correspondence between groups as advancement in cycles makes it simpler for members to see the short-term objectives. Sprint reviews can be seen as a powerful method to improve external correspondence whilst they help to share data about the features and prerequisite conditions between partners or stakeholders.
	Agile practices also assist in building trust between various teams associated with the process by stimulating consistent communication and conveyance of programming deliverables. As indicated by an investigation made by Passivara, Durasiewicz and, Lassenius, the software quality and correspondence are improved and communication and coordinated effort are more regular comparatively as a result of the Scrum approach utilized in the undertaking. Additionally, the inspiration of colleagues was accounted for to have expanded.<ref name="n10">M.Paasivaara, S. Durasiewicz, C.Lassenius, Using Scrum in Distributed Agile Development: A Multiple Case Study, IEEE International Conference on Global Software Engineering , p.195-204, 2009</ref> Along these lines, adopting agile practices in a distributed environment has demonstrated to be valuable for the quality of the project and its execution. Thus, these can be seen as some of the advantages achieved by combining agile in distributed development,<ref name="n11">Shrivastava, S. V and Date, H. (2010). Distributed Agile Software Development: A Review. Seo-chogu: Journal of computer science and engineering. 10-17</ref> however, the list is exhaustive. The main benefits can be listed as follows:~~<ref name="n12">{{Cite web\|url=https://www.knowledgehut.com/blog/agile/key-factors-to-succeed-agile-teams\|title = Powerful Factors to Manage Distributed Agile Teams}}</ref>~~		Agile practices also assist in building trust between various teams associated with the process by stimulating consistent communication and conveyance of programming deliverables. As indicated by an investigation made by Passivara, Durasiewicz and, Lassenius, the software quality and correspondence are improved and communication and coordinated effort are more regular comparatively as a result of the Scrum approach utilized in the undertaking. Additionally, the inspiration of colleagues was accounted for to have expanded.<ref name="n10">M.Paasivaara, S. Durasiewicz, C.Lassenius, Using Scrum in Distributed Agile Development: A Multiple Case Study, IEEE International Conference on Global Software Engineering , p.195-204, 2009</ref> Along these lines, adopting agile practices in a distributed environment has demonstrated to be valuable for the quality of the project and its execution. Thus, these can be seen as some of the advantages achieved by combining agile in distributed development,<ref name="n11">Shrivastava, S. V and Date, H. (2010). Distributed Agile Software Development: A Review. Seo-chogu: Journal of computer science and engineering. 10-17</ref> however, the list is exhaustive. The main benefits can be listed as follows:

	=== Enhanced inter and intra cultural diversity ===		=== Enhanced inter and intra cultural diversity ===

Ula993: /* Challenges */ remove dot

2024-03-26T09:08:49Z

Challenges: remove dot

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	===Challenges===		===Challenges===

	As a result of the incompatibility with which one is faced in combining agile principles and practices in a distributed setting, some of the challenges which can arise are as follows.:<ref name="rev_main_cite">Shrivastava, S.V., 2010. Distributed agile software development: A review. arXiv preprint arXiv:1006.1955.</ref>		As a result of the incompatibility with which one is faced in combining agile principles and practices in a distributed setting, some of the challenges which can arise are as follows:<ref name="rev_main_cite">Shrivastava, S.V., 2010. Distributed agile software development: A review. arXiv preprint arXiv:1006.1955.</ref>

	====Documentation====		====Documentation====

Ula993: /* History / Research */ dot

2024-03-26T09:08:14Z

History / Research: dot

← Previous revision		Revision as of 09:08, 26 March 2024
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	The increasing globalization with the aid of novel capabilities provided by the technological efficacy of the Internet has led software development companies to offshore their development efforts to more economically attractive areas. This phenomenon began in the 90s, while its strategic importance was realized in the 2000s.<ref name="n0">Jiménez, M., Piattini, M., & Vizcaíno, A. (2009). Challenges and improvements in distributed software development: A systematic review. Advances in Software Engineering, 2009.</ref> Most initial related studies also date from around this time.<ref name="n1">Prikladnicki, R., Damian, D., & Audy, J. L. N. (2008, June). Patterns of evolution in the practice of distributed software development: quantitative results from a systematic review. In 12th International Conference on Evaluation and Assessment in Software Engineering (EASE) 12 (pp. 1-10)</ref>		The increasing globalization with the aid of novel capabilities provided by the technological efficacy of the Internet has led software development companies to offshore their development efforts to more economically attractive areas. This phenomenon began in the 90s, while its strategic importance was realized in the 2000s.<ref name="n0">Jiménez, M., Piattini, M., & Vizcaíno, A. (2009). Challenges and improvements in distributed software development: A systematic review. Advances in Software Engineering, 2009.</ref> Most initial related studies also date from around this time.<ref name="n1">Prikladnicki, R., Damian, D., & Audy, J. L. N. (2008, June). Patterns of evolution in the practice of distributed software development: quantitative results from a systematic review. In 12th International Conference on Evaluation and Assessment in Software Engineering (EASE) 12 (pp. 1-10)</ref>

	During this time, the [[Agile Manifesto]] was released,<ref name="n2">Fowler, M., & Highsmith, J. (2001). The agile manifesto. Software Development, 9(8), 28-35.</ref> which represents an evolution from the prevailing ''heavyweight'' approaches to software development. This naturally led to the question, "can distributed software development be agile?". One of the first comprehensive reviews trying to answer this question was done in 2006.<ref name="n3">Ramesh, B., Cao, L., Mohan, K., & Xu, P. (2006). Can distributed software development be agile?. Communications of the ACM, 49(10), 41-46.</ref> By studying three organizations, they found that “careful incorporation of agility in distributed software development environments is essential in addressing several challenges to communication, control, and trust across distributed ~~teams”~~. Later, in 2014, a systematic literature review (SLR) was done to identify the main problems in getting agile to work in a distributed fashion.<ref name="n4">Razavi, A. M., & Ahmad, R. (2014, September). Agile development in large and distributed environments: A systematic literature review on organizational, managerial and cultural aspects. In 2014 8th. Malaysian Software Engineering Conference (MySEC) (pp. 216-221). IEEE.</ref> In 2019, a similar SLR was done.<ref name="n5">Ghani, I., Lim, A., Hasnain, M., Ghani, I., & Babar, M. I. (2019). Challenges in Distributed Agile Software Development Environment: A Systematic Literature Review. KSII Transactions on Internet & Information Systems, 13(9).</ref> Moreover, a general review on the subject was done in.<ref name="n6">[6] Shrivastava, S. V. (2010). Distributed agile software development: A review. arXiv preprint arXiv:1006.1955.</ref> However, a 2023 systematic review found "that Distributed Scrum has no impact, positive or negative on overall project success" in distributed software development. <ref>{{cite journal \|last1=Santos \|first1=Ronnie de Souza \|last2=Ralph \|first2=Paul \|last3=Arshad \|first3=Arham \|last4=Stol \|first4=Klaas-Jan \|title=Distributed Scrum: A Case Meta-Analysis \|journal=ACM Computing Surveys \|date=5 October 2023 \|doi=10.1145/3626519\|doi-access=free }}</ref>		During this time, the [[Agile Manifesto]] was released,<ref name="n2">Fowler, M., & Highsmith, J. (2001). The agile manifesto. Software Development, 9(8), 28-35.</ref> which represents an evolution from the prevailing ''heavyweight'' approaches to software development. This naturally led to the question, "can distributed software development be agile?". One of the first comprehensive reviews trying to answer this question was done in 2006.<ref name="n3">Ramesh, B., Cao, L., Mohan, K., & Xu, P. (2006). Can distributed software development be agile?. Communications of the ACM, 49(10), 41-46.</ref> By studying three organizations, they found that “careful incorporation of agility in distributed software development environments is essential in addressing several challenges to communication, control, and trust across distributed teams.” Later, in 2014, a systematic literature review (SLR) was done to identify the main problems in getting agile to work in a distributed fashion.<ref name="n4">Razavi, A. M., & Ahmad, R. (2014, September). Agile development in large and distributed environments: A systematic literature review on organizational, managerial and cultural aspects. In 2014 8th. Malaysian Software Engineering Conference (MySEC) (pp. 216-221). IEEE.</ref> In 2019, a similar SLR was done.<ref name="n5">Ghani, I., Lim, A., Hasnain, M., Ghani, I., & Babar, M. I. (2019). Challenges in Distributed Agile Software Development Environment: A Systematic Literature Review. KSII Transactions on Internet & Information Systems, 13(9).</ref> Moreover, a general review on the subject was done in.<ref name="n6">[6] Shrivastava, S. V. (2010). Distributed agile software development: A review. arXiv preprint arXiv:1006.1955.</ref> However, a 2023 systematic review found "that Distributed Scrum has no impact, positive or negative on overall project success" in distributed software development. <ref>{{cite journal \|last1=Santos \|first1=Ronnie de Souza \|last2=Ralph \|first2=Paul \|last3=Arshad \|first3=Arham \|last4=Stol \|first4=Klaas-Jan \|title=Distributed Scrum: A Case Meta-Analysis \|journal=ACM Computing Surveys \|date=5 October 2023 \|doi=10.1145/3626519\|doi-access=free }}</ref>

	The results of some of this research will be discussed in the section Challenges & Risks.		The results of some of this research will be discussed in the section Challenges & Risks.

MrOllie: Restored revision 1184198200 by OAbot (talk): Rv editorializing / essay POV

2023-11-21T13:37:33Z

Restored revision 1184198200 by OAbot (talk): Rv editorializing / essay POV

← Previous revision		Revision as of 13:37, 21 November 2023
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	The principles of agile software development provide structures to promote better communication, which is an important factor in successfully working in a distributed setting. However, not having face-to-face interaction takes away one of the core agile principles. This makes distributed agile software development more challenging than agile software development in general.		The principles of agile software development provide structures to promote better communication, which is an important factor in successfully working in a distributed setting. However, not having face-to-face interaction takes away one of the core agile principles. This makes distributed agile software development more challenging than agile software development in general.

	In addressing the dynamic landscape of the software industry and the demand for rapid delivery, distributed agile software development emerges as a strategic response. The proposed task allocation process plays a pivotal role in effective decision-making, filling a critical gap in current research by providing a methodical approach for a generic task allocation process in a distributed agile software development setup. <ref>{{Cite journal \|last=Ijaz \|first=Farah \|last2=Aslam \|first2=Waqar \|last3=AlSanad \|first3=Abeer Abdulaziz \|last4=Aslam \|first4=Zahid \|last5=Ullah \|first5=Insaf \|last6=ullah \|first6=Fazl \|date=2022-05-28 \|editor-last=Ali \|editor-first=Sikandar \|title=A Critique on Task Allocation Processes in Distributed Agile Software Development \|url=https://www.hindawi.com/journals/sp/2022/8312253/ \|journal=Scientific Programming \|language=en \|volume=2022 \|pages=1–19 \|doi=10.1155/2022/8312253 \|issn=1875-919X}}</ref>

	==History / Research==		==History / Research==

Artisticrush: The added line connects the broader context of distributed agile software development to the specific content of the provided abstract. It highlights the motivation behind implementing distributed agile software development, emphasizing its strategic importance in addressing the evolving landscape of the software industry and the need for efficient task allocation.

2023-11-21T02:40:43Z

The added line connects the broader context of distributed agile software development to the specific content of the provided abstract. It highlights the motivation behind implementing distributed agile software development, emphasizing its strategic importance in addressing the evolving landscape of the software industry and the need for efficient task allocation.

← Previous revision		Revision as of 02:40, 21 November 2023
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	The principles of agile software development provide structures to promote better communication, which is an important factor in successfully working in a distributed setting. However, not having face-to-face interaction takes away one of the core agile principles. This makes distributed agile software development more challenging than agile software development in general.		The principles of agile software development provide structures to promote better communication, which is an important factor in successfully working in a distributed setting. However, not having face-to-face interaction takes away one of the core agile principles. This makes distributed agile software development more challenging than agile software development in general.

			In addressing the dynamic landscape of the software industry and the demand for rapid delivery, distributed agile software development emerges as a strategic response. The proposed task allocation process plays a pivotal role in effective decision-making, filling a critical gap in current research by providing a methodical approach for a generic task allocation process in a distributed agile software development setup. <ref>{{Cite journal \|last=Ijaz \|first=Farah \|last2=Aslam \|first2=Waqar \|last3=AlSanad \|first3=Abeer Abdulaziz \|last4=Aslam \|first4=Zahid \|last5=Ullah \|first5=Insaf \|last6=ullah \|first6=Fazl \|date=2022-05-28 \|editor-last=Ali \|editor-first=Sikandar \|title=A Critique on Task Allocation Processes in Distributed Agile Software Development \|url=https://www.hindawi.com/journals/sp/2022/8312253/ \|journal=Scientific Programming \|language=en \|volume=2022 \|pages=1–19 \|doi=10.1155/2022/8312253 \|issn=1875-919X}}</ref>

	==History / Research==		==History / Research==

OAbot: Open access bot: doi updated in citation with #oabot.

2023-11-08T23:15:12Z

Open access bot: doi updated in citation with #oabot.

← Previous revision		Revision as of 23:15, 8 November 2023
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	The increasing globalization with the aid of novel capabilities provided by the technological efficacy of the Internet has led software development companies to offshore their development efforts to more economically attractive areas. This phenomenon began in the 90s, while its strategic importance was realized in the 2000s.<ref name="n0">Jiménez, M., Piattini, M., & Vizcaíno, A. (2009). Challenges and improvements in distributed software development: A systematic review. Advances in Software Engineering, 2009.</ref> Most initial related studies also date from around this time.<ref name="n1">Prikladnicki, R., Damian, D., & Audy, J. L. N. (2008, June). Patterns of evolution in the practice of distributed software development: quantitative results from a systematic review. In 12th International Conference on Evaluation and Assessment in Software Engineering (EASE) 12 (pp. 1-10)</ref>		The increasing globalization with the aid of novel capabilities provided by the technological efficacy of the Internet has led software development companies to offshore their development efforts to more economically attractive areas. This phenomenon began in the 90s, while its strategic importance was realized in the 2000s.<ref name="n0">Jiménez, M., Piattini, M., & Vizcaíno, A. (2009). Challenges and improvements in distributed software development: A systematic review. Advances in Software Engineering, 2009.</ref> Most initial related studies also date from around this time.<ref name="n1">Prikladnicki, R., Damian, D., & Audy, J. L. N. (2008, June). Patterns of evolution in the practice of distributed software development: quantitative results from a systematic review. In 12th International Conference on Evaluation and Assessment in Software Engineering (EASE) 12 (pp. 1-10)</ref>

	During this time, the [[Agile Manifesto]] was released,<ref name="n2">Fowler, M., & Highsmith, J. (2001). The agile manifesto. Software Development, 9(8), 28-35.</ref> which represents an evolution from the prevailing ''heavyweight'' approaches to software development. This naturally led to the question, "can distributed software development be agile?". One of the first comprehensive reviews trying to answer this question was done in 2006.<ref name="n3">Ramesh, B., Cao, L., Mohan, K., & Xu, P. (2006). Can distributed software development be agile?. Communications of the ACM, 49(10), 41-46.</ref> By studying three organizations, they found that “careful incorporation of agility in distributed software development environments is essential in addressing several challenges to communication, control, and trust across distributed teams”. Later, in 2014, a systematic literature review (SLR) was done to identify the main problems in getting agile to work in a distributed fashion.<ref name="n4">Razavi, A. M., & Ahmad, R. (2014, September). Agile development in large and distributed environments: A systematic literature review on organizational, managerial and cultural aspects. In 2014 8th. Malaysian Software Engineering Conference (MySEC) (pp. 216-221). IEEE.</ref> In 2019, a similar SLR was done.<ref name="n5">Ghani, I., Lim, A., Hasnain, M., Ghani, I., & Babar, M. I. (2019). Challenges in Distributed Agile Software Development Environment: A Systematic Literature Review. KSII Transactions on Internet & Information Systems, 13(9).</ref> Moreover, a general review on the subject was done in.<ref name="n6">[6] Shrivastava, S. V. (2010). Distributed agile software development: A review. arXiv preprint arXiv:1006.1955.</ref> However, a 2023 systematic review found "that Distributed Scrum has no impact, positive or negative on overall project success" in distributed software development. <ref>{{cite journal \|last1=Santos \|first1=Ronnie de Souza \|last2=Ralph \|first2=Paul \|last3=Arshad \|first3=Arham \|last4=Stol \|first4=Klaas-Jan \|title=Distributed Scrum: A Case Meta-Analysis \|journal=ACM Computing Surveys \|date=5 October 2023 \|doi=10.1145/3626519}}</ref>		During this time, the [[Agile Manifesto]] was released,<ref name="n2">Fowler, M., & Highsmith, J. (2001). The agile manifesto. Software Development, 9(8), 28-35.</ref> which represents an evolution from the prevailing ''heavyweight'' approaches to software development. This naturally led to the question, "can distributed software development be agile?". One of the first comprehensive reviews trying to answer this question was done in 2006.<ref name="n3">Ramesh, B., Cao, L., Mohan, K., & Xu, P. (2006). Can distributed software development be agile?. Communications of the ACM, 49(10), 41-46.</ref> By studying three organizations, they found that “careful incorporation of agility in distributed software development environments is essential in addressing several challenges to communication, control, and trust across distributed teams”. Later, in 2014, a systematic literature review (SLR) was done to identify the main problems in getting agile to work in a distributed fashion.<ref name="n4">Razavi, A. M., & Ahmad, R. (2014, September). Agile development in large and distributed environments: A systematic literature review on organizational, managerial and cultural aspects. In 2014 8th. Malaysian Software Engineering Conference (MySEC) (pp. 216-221). IEEE.</ref> In 2019, a similar SLR was done.<ref name="n5">Ghani, I., Lim, A., Hasnain, M., Ghani, I., & Babar, M. I. (2019). Challenges in Distributed Agile Software Development Environment: A Systematic Literature Review. KSII Transactions on Internet & Information Systems, 13(9).</ref> Moreover, a general review on the subject was done in.<ref name="n6">[6] Shrivastava, S. V. (2010). Distributed agile software development: A review. arXiv preprint arXiv:1006.1955.</ref> However, a 2023 systematic review found "that Distributed Scrum has no impact, positive or negative on overall project success" in distributed software development. <ref>{{cite journal \|last1=Santos \|first1=Ronnie de Souza \|last2=Ralph \|first2=Paul \|last3=Arshad \|first3=Arham \|last4=Stol \|first4=Klaas-Jan \|title=Distributed Scrum: A Case Meta-Analysis \|journal=ACM Computing Surveys \|date=5 October 2023 \|doi=10.1145/3626519\|doi-access=free }}</ref>

	The results of some of this research will be discussed in the section Challenges & Risks.		The results of some of this research will be discussed in the section Challenges & Risks.

Paulralph: /* History / Research */ Added reference to more recent systematic review

2023-10-06T18:39:43Z

History / Research: Added reference to more recent systematic review

← Previous revision		Revision as of 18:39, 6 October 2023
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	The increasing globalization with the aid of novel capabilities provided by the technological efficacy of the Internet has led software development companies to offshore their development efforts to more economically attractive areas. This phenomenon began in the 90s, while its strategic importance was realized in the 2000s.<ref name="n0">Jiménez, M., Piattini, M., & Vizcaíno, A. (2009). Challenges and improvements in distributed software development: A systematic review. Advances in Software Engineering, 2009.</ref> Most initial related studies also date from around this time.<ref name="n1">Prikladnicki, R., Damian, D., & Audy, J. L. N. (2008, June). Patterns of evolution in the practice of distributed software development: quantitative results from a systematic review. In 12th International Conference on Evaluation and Assessment in Software Engineering (EASE) 12 (pp. 1-10)</ref>		The increasing globalization with the aid of novel capabilities provided by the technological efficacy of the Internet has led software development companies to offshore their development efforts to more economically attractive areas. This phenomenon began in the 90s, while its strategic importance was realized in the 2000s.<ref name="n0">Jiménez, M., Piattini, M., & Vizcaíno, A. (2009). Challenges and improvements in distributed software development: A systematic review. Advances in Software Engineering, 2009.</ref> Most initial related studies also date from around this time.<ref name="n1">Prikladnicki, R., Damian, D., & Audy, J. L. N. (2008, June). Patterns of evolution in the practice of distributed software development: quantitative results from a systematic review. In 12th International Conference on Evaluation and Assessment in Software Engineering (EASE) 12 (pp. 1-10)</ref>

	During this time, the [[Agile Manifesto]] was released,<ref name="n2">Fowler, M., & Highsmith, J. (2001). The agile manifesto. Software Development, 9(8), 28-35.</ref> which represents an evolution from the prevailing ''heavyweight'' approaches to software development. This naturally led to the question, "can distributed software development be agile?". One of the first comprehensive reviews trying to answer this question was done in 2006.<ref name="n3">Ramesh, B., Cao, L., Mohan, K., & Xu, P. (2006). Can distributed software development be agile?. Communications of the ACM, 49(10), 41-46.</ref> By studying three organizations, they found that “careful incorporation of agility in distributed software development environments is essential in addressing several challenges to communication, control, and trust across distributed teams”. Later, in 2014, a systematic literature review (SLR) was done to identify the main problems in getting agile to work in a distributed fashion.<ref name="n4">Razavi, A. M., & Ahmad, R. (2014, September). Agile development in large and distributed environments: A systematic literature review on organizational, managerial and cultural aspects. In 2014 8th. Malaysian Software Engineering Conference (MySEC) (pp. 216-221). IEEE.</ref> In 2019, a similar SLR was done.<ref name="n5">Ghani, I., Lim, A., Hasnain, M., Ghani, I., & Babar, M. I. (2019). Challenges in Distributed Agile Software Development Environment: A Systematic Literature Review. KSII Transactions on Internet & Information Systems, 13(9).</ref> Moreover, a general review on the subject was done in.<ref name="n6">[6] Shrivastava, S. V. (2010). Distributed agile software development: A review. arXiv preprint arXiv:1006.1955.</ref> The results of some of this research will be discussed in the section Challenges & Risks.		During this time, the [[Agile Manifesto]] was released,<ref name="n2">Fowler, M., & Highsmith, J. (2001). The agile manifesto. Software Development, 9(8), 28-35.</ref> which represents an evolution from the prevailing ''heavyweight'' approaches to software development. This naturally led to the question, "can distributed software development be agile?". One of the first comprehensive reviews trying to answer this question was done in 2006.<ref name="n3">Ramesh, B., Cao, L., Mohan, K., & Xu, P. (2006). Can distributed software development be agile?. Communications of the ACM, 49(10), 41-46.</ref> By studying three organizations, they found that “careful incorporation of agility in distributed software development environments is essential in addressing several challenges to communication, control, and trust across distributed teams”. Later, in 2014, a systematic literature review (SLR) was done to identify the main problems in getting agile to work in a distributed fashion.<ref name="n4">Razavi, A. M., & Ahmad, R. (2014, September). Agile development in large and distributed environments: A systematic literature review on organizational, managerial and cultural aspects. In 2014 8th. Malaysian Software Engineering Conference (MySEC) (pp. 216-221). IEEE.</ref> In 2019, a similar SLR was done.<ref name="n5">Ghani, I., Lim, A., Hasnain, M., Ghani, I., & Babar, M. I. (2019). Challenges in Distributed Agile Software Development Environment: A Systematic Literature Review. KSII Transactions on Internet & Information Systems, 13(9).</ref> Moreover, a general review on the subject was done in.<ref name="n6">[6] Shrivastava, S. V. (2010). Distributed agile software development: A review. arXiv preprint arXiv:1006.1955.</ref> However, a 2023 systematic review found "that Distributed Scrum has no impact, positive or negative on overall project success" in distributed software development. <ref>{{cite journal \|last1=Santos \|first1=Ronnie de Souza \|last2=Ralph \|first2=Paul \|last3=Arshad \|first3=Arham \|last4=Stol \|first4=Klaas-Jan \|title=Distributed Scrum: A Case Meta-Analysis \|journal=ACM Computing Surveys \|date=5 October 2023 \|doi=10.1145/3626519}}</ref>

			The results of some of this research will be discussed in the section Challenges & Risks.

	In all, distributed agile software development remains a highly dynamic field. Research continues to be done on all of its facets, indicating that it offers unique opportunities and advantages over more traditional methods, but not without imposing its own challenges and risks.		In all, distributed agile software development remains a highly dynamic field. Research continues to be done on all of its facets, indicating that it offers unique opportunities and advantages over more traditional methods, but not without imposing its own challenges and risks.

Randy Kryn: /* Traversing time-zones */ uppercase per proper name and Wikipedia style (Sun)

2023-08-22T15:54:03Z

Traversing time-zones: uppercase per proper name and Wikipedia style (Sun)

← Previous revision		Revision as of 15:54, 22 August 2023
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	=== Traversing time-zones ===		=== Traversing time-zones ===
	The teams can span multiple time-zones, in this manner access as long as the 24-hour limit can be achieved. This increases productivity as people are hired all around the globe. The job to be done is never put to a halt as someone is always around to handle the issue. This also ensures the work is carried out 24/7 around the ~~sun~~ and there is almost no down-time. As a distributed environment focuses more on productivity and performance, the handing-off of the work helps in accomplishing the task.		The teams can span multiple time-zones, in this manner access as long as the 24-hour limit can be achieved. This increases productivity as people are hired all around the globe. The job to be done is never put to a halt as someone is always around to handle the issue. This also ensures the work is carried out 24/7 around the Sun and there is almost no down-time. As a distributed environment focuses more on productivity and performance, the handing-off of the work helps in accomplishing the task.

	=== Individuals with incapacities and mobility limitations ===		=== Individuals with incapacities and mobility limitations ===

Dancing Dollar: clean up, typo(s) fixed: Therefore → Therefore,, wasn’t → wasn't, isn’t → isn't, ’s → 's (4)

2023-05-19T10:23:31Z

clean up, typo(s) fixed: Therefore → Therefore,, wasn’t → wasn't, isn’t → isn't, ’s → 's (4)

← Previous revision		Revision as of 10:23, 19 May 2023
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	==Opportunities==		==Opportunities==

	In the distributed environment, one might have difficulties in keeping track of ~~everyone’s~~ workload and contribution towards the deliverable. Through adoption of agile principles and practices, the visibility is made clearer as there are multiple iterations where one can visualize the issues or criticalities on the initial stages of the project. Continuous integration of programming code, which is one of the focal pieces of agile software development, additionally serves to reduce setup of the executive issues. Adopting of agile principles appears to positively affect correspondence between groups as advancement in cycles makes it simpler for members to see the short-term objectives. Sprint reviews can be seen as a powerful method to improve external correspondence whilst they help to share data about the features and prerequisite conditions between partners or stakeholders.		In the distributed environment, one might have difficulties in keeping track of everyone's workload and contribution towards the deliverable. Through adoption of agile principles and practices, the visibility is made clearer as there are multiple iterations where one can visualize the issues or criticalities on the initial stages of the project. Continuous integration of programming code, which is one of the focal pieces of agile software development, additionally serves to reduce setup of the executive issues. Adopting of agile principles appears to positively affect correspondence between groups as advancement in cycles makes it simpler for members to see the short-term objectives. Sprint reviews can be seen as a powerful method to improve external correspondence whilst they help to share data about the features and prerequisite conditions between partners or stakeholders.
	Agile practices also assist in building trust between various teams associated with the process by stimulating consistent communication and conveyance of programming deliverables. As indicated by an investigation made by Passivara, Durasiewicz and, Lassenius, the software quality and correspondence are improved and communication and coordinated effort are more regular comparatively as a result of the Scrum approach utilized in the undertaking. Additionally, the inspiration of colleagues was accounted for to have expanded.<ref name="n10">M.Paasivaara, S. Durasiewicz, C.Lassenius, Using Scrum in Distributed Agile Development: A Multiple Case Study, IEEE International Conference on Global Software Engineering , p.195-204, 2009</ref> Along these lines, adopting agile practices in a distributed environment has demonstrated to be valuable for the quality of the project and its execution. Thus, these can be seen as some of the advantages achieved by combining agile in distributed development,<ref name="n11">Shrivastava, S. V and Date, H. (2010). Distributed Agile Software Development: A Review. Seo-chogu: Journal of computer science and engineering. 10-17</ref> however, the list is exhaustive. The main benefits can be listed as follows:<ref name="n12">{{Cite web\|url=https://www.knowledgehut.com/blog/agile/key-factors-to-succeed-agile-teams\|title = Powerful Factors to Manage Distributed Agile Teams}}</ref>		Agile practices also assist in building trust between various teams associated with the process by stimulating consistent communication and conveyance of programming deliverables. As indicated by an investigation made by Passivara, Durasiewicz and, Lassenius, the software quality and correspondence are improved and communication and coordinated effort are more regular comparatively as a result of the Scrum approach utilized in the undertaking. Additionally, the inspiration of colleagues was accounted for to have expanded.<ref name="n10">M.Paasivaara, S. Durasiewicz, C.Lassenius, Using Scrum in Distributed Agile Development: A Multiple Case Study, IEEE International Conference on Global Software Engineering , p.195-204, 2009</ref> Along these lines, adopting agile practices in a distributed environment has demonstrated to be valuable for the quality of the project and its execution. Thus, these can be seen as some of the advantages achieved by combining agile in distributed development,<ref name="n11">Shrivastava, S. V and Date, H. (2010). Distributed Agile Software Development: A Review. Seo-chogu: Journal of computer science and engineering. 10-17</ref> however, the list is exhaustive. The main benefits can be listed as follows:<ref name="n12">{{Cite web\|url=https://www.knowledgehut.com/blog/agile/key-factors-to-succeed-agile-teams\|title = Powerful Factors to Manage Distributed Agile Teams}}</ref>

	=== Enhanced inter and intra cultural diversity ===		=== Enhanced inter and intra cultural diversity ===
	The distributed environment brings about a sense of global mindset over the local mindset, where the team can exchange and accept the ~~other’s~~ ideas, perceptions, culture, aesthetics etc. Members from a wide range of cultures get the opportunity to gain and share knowledge from their associates, from an alternate point of view. In this manner, they can carry new plans to the task by considering out of the box.		The distributed environment brings about a sense of global mindset over the local mindset, where the team can exchange and accept the other's ideas, perceptions, culture, aesthetics etc. Members from a wide range of cultures get the opportunity to gain and share knowledge from their associates, from an alternate point of view. In this manner, they can carry new plans to the task by considering out of the box.

	=== Flexible working plans ===		=== Flexible working plans ===
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	====Distribution of work====		====Distribution of work====

	With regards to distribution of work we want to avoid the architecture to reflect the ~~team’s~~ geographical distribution by distributing the work based on the location. It is better to distribute tasks relating to a single user story across the whole team, thinking in terms of the stories, not the components. Over specialization by geographical location and/or component is a sign that your team is dealing badly with the communication challenges posed to the distributed teams. This over specialization has the unintended consequence of changing the product to suit the development, not the ~~customer’s~~ requirements.<ref name= "microsoft_study_city">Ade Miller,” Distributed Agile Development at Microsoft patterns and practices”, Microsoft patterns and practices, http://www.pnpguidance.net/Post/DistributedAgile 16 DevelopmentMicrosoftPatternsPractices, October 2008. (retrieved on May 11, 2020)</ref>		With regards to distribution of work we want to avoid the architecture to reflect the team's geographical distribution by distributing the work based on the location. It is better to distribute tasks relating to a single user story across the whole team, thinking in terms of the stories, not the components. Over specialization by geographical location and/or component is a sign that your team is dealing badly with the communication challenges posed to the distributed teams. This over specialization has the unintended consequence of changing the product to suit the development, not the customer's requirements.<ref name= "microsoft_study_city">Ade Miller,” Distributed Agile Development at Microsoft patterns and practices”, Microsoft patterns and practices, http://www.pnpguidance.net/Post/DistributedAgile 16 DevelopmentMicrosoftPatternsPractices, October 2008. (retrieved on May 11, 2020)</ref>

	===Risks===		===Risks===
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	===Keeping up with agile practices===		===Keeping up with agile practices===

	Due to the distributed nature, a team might veer off of solid established agile practices. Therefore there should be someone with the role of the coach that keeps the team on track. They should also take it upon themselves to think of alternatives for the distributed work environment using agile practices.		Due to the distributed nature, a team might veer off of solid established agile practices. Therefore, there should be someone with the role of the coach that keeps the team on track. They should also take it upon themselves to think of alternatives for the distributed work environment using agile practices.

	To keep every team member informed about the adopted agile approach, it is important to maintain documentation for the project. This improves the group collaboration in using agile principles and practices in a distributed software development setting <ref name="isdsdo" />		To keep every team member informed about the adopted agile approach, it is important to maintain documentation for the project. This improves the group collaboration in using agile principles and practices in a distributed software development setting <ref name="isdsdo" />
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	\|}		\|}

	From this we learn that all case studies emphasized the first value of the Agile Manifesto which states that individuals and interactions should be valued over processes and tools. The Agile Manifesto prefers working software over comprehensive documentation without necessarily negating documentation completely. This value is also reflected in the majority of the cases. Only four cases have been identified which emphasize the importance of customer collaboration over contract negotiation. As can clearly be seen from the table the fourth value has been adopted the least out of all the values by the software companies: “instead of strictly following the agile development practices as commonly defined, the companies continuously tweak them to fit the evolving needs of their projects”.<ref name="bara">Ramesh, B., Cao, L., Mohan, K. and Xu, P., 2006. Can distributed software development be agile?. Communications of the ACM, 49(10), pp.41-46.</ref> With regards to agile principles it ~~isn’t~~ a surprise that face-to-face conversation with the development team has been valued by all the studies. This was simulated electronically between the onshore and offshore teams. On whether to be open to change requirements even late in development none of the software companies in the study provided details. By this we can assume that it ~~wasn’t~~ considered as important as some of the other principles.		From this we learn that all case studies emphasized the first value of the Agile Manifesto which states that individuals and interactions should be valued over processes and tools. The Agile Manifesto prefers working software over comprehensive documentation without necessarily negating documentation completely. This value is also reflected in the majority of the cases. Only four cases have been identified which emphasize the importance of customer collaboration over contract negotiation. As can clearly be seen from the table the fourth value has been adopted the least out of all the values by the software companies: “instead of strictly following the agile development practices as commonly defined, the companies continuously tweak them to fit the evolving needs of their projects”.<ref name="bara">Ramesh, B., Cao, L., Mohan, K. and Xu, P., 2006. Can distributed software development be agile?. Communications of the ACM, 49(10), pp.41-46.</ref> With regards to agile principles it isn't a surprise that face-to-face conversation with the development team has been valued by all the studies. This was simulated electronically between the onshore and offshore teams. On whether to be open to change requirements even late in development none of the software companies in the study provided details. By this we can assume that it wasn't considered as important as some of the other principles.

	==References==		==References==

Hunan201p at 19:33, 20 February 2023

2023-02-20T19:33:41Z

← Previous revision		Revision as of 19:33, 20 February 2023
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	<ref name="risk_ident_and_mitig">Hossain, E., Babar, M.A., Paik, H.Y. and Verner, J., 2009, December. Risk identification and mitigation processes for using scrum in global software development: A conceptual framework. In 2009 16th Asia-Pacific Software Engineering Conference (pp. 457-464). IEEE.</ref>		<ref name="risk_ident_and_mitig">Hossain, E., Babar, M.A., Paik, H.Y. and Verner, J., 2009, December. Risk identification and mitigation processes for using scrum in global software development: A conceptual framework. In 2009 16th Asia-Pacific Software Engineering Conference (pp. 457-464). IEEE.</ref>
	<ref>Holmström, H., Fitzgerald, B., Ågerfalk, P.J. and Conchúir, E.Ó., 2006. Agile practices reduce distance in global software development. Information systems management, 23(3), pp.7-18.</ref>		<ref>Holmström, H., Fitzgerald, B., Ågerfalk, P.J. and Conchúir, E.Ó., 2006. Agile practices reduce distance in global software development. Information systems management, 23(3), pp.7-18.</ref>
	.<ref>Berczuk, S., 2007, August. Back to basics: The role of agile principles in success with an distributed scrum team. In Agile 2007 (AGILE 2007) (pp. 382-388). IEEE.		.<ref>Berczuk, S., 2007, August. Back to basics: The role of agile principles in success with a distributed scrum team. In Agile 2007 (AGILE 2007) (pp. 382-388). IEEE.
	</ref> For this, various tools can be used which support the team in maintaining the documentation.<ref name="risk_ident_and_mitig" />		</ref> For this, various tools can be used which support the team in maintaining the documentation.<ref name="risk_ident_and_mitig" />