A Control Theory Perspective on Agile Methodology Use and Changing User Requirements

2009 | Information Systems Research | Citations: 327

Authors: Maruping, Likoebe M.; Venkatesh, Viswanath; Agarwal, Ritu

Abstract: In this paper, we draw on control theory to understand the conditions under whic ... Expand

Abstract: In this paper, we draw on control theory to understand the conditions under which the use of agile practices is most effective in improving software project quality. Although agile development methodologies offer the potential of improving software development outcomes, limited research has examined how project managers can structure the software development environment to maximize the benefits of agile methodology use during a project. As a result, project managers have little guidance on how to manage teams who are using agile methodologies. Arguing that the most effective control modes are those that provide teams with autonomy in determining the methods for achieving project objectives, we propose hypotheses related to the interaction between control modes, agile methodology use, and requirements change. We test the model in a field study of 862 software developers in 110 teams. The model explains substantial variance in four objective measures of project quality—bug severity, component complexity, coordinative complexity, and dynamic complexity. Results largely support our hypotheses, highlighting the interplay between project control, agile methodology use, and requirements change. The findings contribute to extant literature by integrating control theory into the growing literature on agile methodology use and by identifying specific contingencies affecting the efficacy of different control modes. We discuss the theoretical and practical implications of our results. Collapse

Topics: agile software development systems development IT project IT development project system quality

Methods: design methodology descriptive statistic theory development field study survey

Theories: control theory

Lessons Learned from Distributed Agile Software Projects: A Case-Based Analysis

2008 | Communications of the Association for Information Systems | Citations: 0

Authors: Bose, Indranil

Abstract: Agile software development in a distributed setting is challenging. The teams in ... Expand

Abstract: Agile software development in a distributed setting is challenging. The teams involved in the process face difficulties in communication, personnel selection, work culture, and knowledge management. The shortcomings associated with working in different time zones and the inabilities to develop trusting relationships between developers are well known. Companies often take recourse to agile software development methods in a distributed environment in search of reduced cost, higher efficiency, increased flexibility, and good customization. However, it is not clear whether agile methods can be successfully followed and their benefits realized in a distributed setting. This paper revisits and synthesizes the lessons learnt from twelve case studies detailing successful implementation of distributed agile software projects. The cases are analyzed from the perspective of the agile manifesto to determine how closely they follow its values and principles and to what extent they realize the benefits of the agile methodology. The cases lead to the discovery of disparate and innovative solutions adopted by different companies for overcoming the challenges of distributed agile software development. Some solutions are commonplace and others are unique and their combination in the context of the challenges is enlightening. The list of solutions can suitably guide companies that plan to adopt the agile methodology in distributed software development environments in future. Collapse

Topics: agile software development IT project unit testing

Methods: case study design methodology

Groupware, social action and organizational emergence: on the process dynamics of computer mediated distributed work

1998 | Information and Organization | Citations: 1

Authors: Ngwenyama, Ojelanki K

Abstract: The last decade has seen the development of new information technology for work ... Expand

Abstract: The last decade has seen the development of new information technology for work computerization commonly called groupware. Groupware applications support organizational computing and communications, and enable the distribution of work without regard to time and geographic barriers. As more of these applications are implemented in work settings they are precipitating profound changes in organizational processes. Although some studies have illuminated aspects of the technology–organization interaction process, more work is still needed to understand and articulate the dynamics of it. This research takes an emergence theory approach to analyzing and articulating some of the technology–organization interaction dynamics. The paper reports on a longitudinal field study of implementation and use of a groupware application in a distributed work environment. It discusses the continuing emergence of the groupware application and the organizational process it supports. The research builds upon a stream of social action and process theory research that have examined the interaction of information technology and organizational processes. This work makes several important contributions to IS research. It extends the reach of technology–organization interaction studies. It develops a descriptive model of some of the interaction dynamics of IT applications and organizational processes, upon which future empirical studies can be based. It provides an exemplar of intensive research into organizational processes and proposes that groupware applications are themselves data for the study of organizations. Collapse

Topics: computer supported cooperative work business process management information system use virtual teamwork electronic mail

Methods: longitudinal research field study personal interview qualitative interview conceptual modelling

Theories: theory of emergence