Agility in Software Development and Project Value: An Empirical Investigation

Agility in Software Development and Project Value: An Empirical Investigation

VenuGopal Balijepally, Gerald DeHondt, Vijayan Sugumaran, Sridhar Nerur
DOI: 10.4018/978-1-6684-3702-5.ch017
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Agile Development Methods, considered as an alternative to the traditional plan-based methods, have received much attention since their inception. These practices have evolved and developed over time, culminating in 2001 with the Agile Manifesto. Since that time, preferred methodologies, implementations, and best practices have continued to evolve with a focus on doing what works best for the individual company or project. However, the concept of agility in software development has remained quite nebulous, lacking in clarity particularly about its underlying dimensions. In this research the authors conceive agility in terms of four distinct dimensions. Drawing from the theoretical perspective of holographic organization, they develop a model explaining how each of these underlying dimensions of agility contributes to project value in software teams. The authors test the model using survey data collected from industry practitioners and discuss findings.
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Agile Software Development

Ambler (Ambler, 2012) defines agile development as “an iterative and incremental (evolutionary) approach to software development which is performed in a highly collaborative manner by self-organizing teams within an effective governance framework, with ‘just enough’ ceremony that produces high quality solutions in a cost effective and timely manner which meets the changing needs of its stakeholders.” In this research we adopt this definition which is quite consistent with the principles and values enunciated in the agile manifesto (AgileAlliance, 2001).

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