Skip to main content
Fachgebiete
Automobil + Motoren Bauwesen + Immobilien Business IT + Informatik Elektrotechnik + Elektronik Energie + Nachhaltigkeit Finance + Banking Management + Führung Marketing + Vertrieb Maschinenbau + Werkstoffe Versicherung + Risiko
DE
EN
Bücher
Zeitschriften
Themenseiten
Organisationspsychologie Projektmanagement Marketing Smart Manufacturing
Weitere Formate
Podcasts Webinare Technik Webinare Wirtschaft Kongresse Veranstaltungskalender Awards
Jetzt Einzelzugang starten
Zugang für Unternehmen
Referenzkunden
SLX-Digitalkonferenz: Zukunftswerkstatt 2024

Mehr Umsatz mit Top-Kontakten

Am 7. Mai erfahren Sie, wie Vertriebsteams Leadgenerierung, Leadnurturing und Leadstrategien effizient steuern können.
Erweiterte Suche
Anmelden
nach oben
Erschienen in:
Software Project Management: Setting the Context Kapitel lesen Erstes Kapitel lesen

2014 | OriginalPaper | Buchkapitel

11. Agile Project Management

verfasst von : Tore Dybå, Torgeir Dingsøyr, Nils Brede Moe

Erschienen in: Software Project Management in a Changing World

Verlag: Springer Berlin Heidelberg

Einloggen

Aktivieren Sie unsere intelligente Suche, um passende Fachinhalte oder Patente zu finden.

search-config
loading …

Abstract

Agile software development represents a new approach for planning and managing software projects. It puts less emphasis on up-front plans and strict control and relies more on informal collaboration, coordination, and learning. This chapter provides a characterization and definition of agile project management based on extensive studies of industrial projects. It explains the circumstances behind the change from traditional management with its focus on direct supervision and standardization of work processes, to the newer, agile focus on self-managing teams, including its opportunities and benefits, but also its complexity and challenges. The main contribution of the chapter is the four principles of agile project management: minimum critical specification, autonomous teams, redundancy, and feedback and learning.

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Online-Abonnement

Mit Springer Professional "Wirtschaft+Technik" erhalten Sie Zugriff auf:

  • über 102.000 Bücher
  • über 537 Zeitschriften

aus folgenden Fachgebieten:

  • Automobil + Motoren
  • Bauwesen + Immobilien
  • Business IT + Informatik
  • Elektrotechnik + Elektronik
  • Energie + Nachhaltigkeit
  • Finance + Banking
  • Management + Führung
  • Marketing + Vertrieb
  • Maschinenbau + Werkstoffe
  • Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Springer Professional "Technik"

Online-Abonnement

Mit Springer Professional "Technik" erhalten Sie Zugriff auf:

  • über 67.000 Bücher
  • über 390 Zeitschriften

aus folgenden Fachgebieten:

  • Automobil + Motoren
  • Bauwesen + Immobilien
  • Business IT + Informatik
  • Elektrotechnik + Elektronik
  • Energie + Nachhaltigkeit
  • Maschinenbau + Werkstoffe




 

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Springer Professional "Wirtschaft"

Online-Abonnement

Mit Springer Professional "Wirtschaft" erhalten Sie Zugriff auf:

  • über 67.000 Bücher
  • über 340 Zeitschriften

aus folgenden Fachgebieten:

  • Bauwesen + Immobilien
  • Business IT + Informatik
  • Finance + Banking
  • Management + Führung
  • Marketing + Vertrieb
  • Versicherung + Risiko




Jetzt Wissensvorsprung sichern!

Jetzt informieren
Vorheriges Kapitel Motivating Software Engineers Working in Virtual Teams Across the Globe
Nächstes Kapitel Distributed Project Management
Fußnoten
3
A kanban is a visual card system for organizing production according to demand, central in lean production.
 
4
A burndown chart shows the estimated remaining work in an iteration, and is updated daily when teams use the Scrum development process.
 
Literatur
Abramson P, Oza N, Siponen MT (2010) Agile software development methods: a comparative review. In: Dingsøyr T, Dybå T, Moe NB (eds) Agile software development. Current research and future directions. Springer, Berlin, pp 31–59
Argyris C, Schön DA (1996) On organizational learning II: theory method and practise. Addison Wesley, Reading, MA
Augustine S, Payne B, Sencindiver F, Woodcock S (2005) Agile project management: steering from the edges. Commun ACM 48(12):85–89CrossRef
Aurum A, Wohlin C, Porter A (2006) Aligning software project decisions: a case study. Int J Softw Eng Knowl Eng 16(6):795–818CrossRef
Bazerman MH, Giuliano T, Appelman A (1984) Escalation of commitment in individual and group decision making. Organ Behav Hum Perform 33:141–152CrossRef
Besner C, Hobbs B (2008) Project management practice, generic or contextual: a reality check. Proj Manage J 39:16–33CrossRef
Birk A, Dingsøyr T, Stålhane T (2002) Postmortem: never leave a project without it. IEEE Softw 19(3):43–45, Special issue on knowledge management in software engineeringCrossRef
Cohen SG, Bailey DE (1997) What makes teams work: group effectiveness research from the shop floor to the executive suite. J Manage 23(3):239–290
Conboy K, Coyle S, Wang X, Pikkarainen M (2011) People over process: key challenges in agile development. IEEE Softw 28(4):48–57CrossRef
Constantine LL (1993) Work organization: paradigms for project management and organization. Commun ACM 36(10):35–43CrossRef
De Meyer A, Loch CH, Pich MT (2002) Managing project uncertainty: from variation to chaos. MIT Sloan Management Review Winter 2002:60–67
Derby E, Larsen D (2006) Agile retrospectives: making good teams great. The Pragmatic Bookshelf, Raleigh, NC
Dingsøyr T (2005) Postmortem reviews: purpose and approaches in software engineering. Info Softw Technol 47(5):293–303CrossRef
Dingsøyr T, Lindsjørn Y (2013) Team performance in agile development teams: findings from 18 focus groups. In: Baumeister H, Weber B (eds) Agile processes in software engineering and extreme programming, vol 149. Springer, Berlin, pp 46–60
Dingsøyr T, Dybå T, Moe NB (2010) Agile software development: current research and future directions. Springer, BerlinCrossRef
Dybå T (2000) Improvisation in small software organizations. IEEE Softw 17(5):82–87CrossRef
Dybå T (2011) Special section on best papers from XP2010. Info Softw Technol 53(5):507–508CrossRef
Dybå T, Maiden N, Glass R (2014) The reflective software engineer: reflective practice. IEEE Softw 31(4):32–36CrossRef
Fægri TE (2010) Adoption of team estimation in a specialist organizational environment. In: Sillitti A, Martin A, Wang X, Whitworth E (eds) 11th international conference on agile software development, Trondheim, Norway, 1–4 June 2010. Springer, pp 28–42
Fægri TE, Dybå T, Dingsøyr T (2010) Introducing knowledge redundancy practice in software development: experiences with job rotation in support work. Info Softw Technol 52(10):1118–1132CrossRef
Faraj S, Sambamurthy V (2006) Leadership of information systems development projects. IEEE Transact Eng Manage 53(2):238–249CrossRef
Garel G (2013) A history of project management models: from pre-models to the standard models. Int J Proj Manage 31(5):663–669MathSciNetCrossRef
Guzzo RA, Dickson MW (1996) Teams in organizations: recent research on performance and effectiveness. Annu Rev Psychol 47:307–338CrossRef
Hackman JR (1986) The psychology of self-management in organizations. In: Pallack MS, Perloff RO (eds) Psychology and work: productivity, change, and employment. American Psychological Association, Washington, DC
Hewitt B, Walz D (2005) Using shared leadership to foster knowledge sharing in information systems development projects. In: Walz D (ed) Proceedings of the 38th Hawaii international conference on system sciences (HICCS), pp 1–5
Hoare CAR (1984) Programming: sorcery or science? IEEE Softw 1(2):5–16CrossRef
Hoegl M, Parboteeah P (2006) Autonomy and teamwork in innovative projects. Hum Resour Manage 45(1):67CrossRef
Humphrey WS (1989) Managing the software process. Addison-Wesley, Reading, MA
Keil M, Mann J, Rai A (2000) Why software projects escalate: An empirical analysis and test of four theoretical models. MIS Q 24(4):631–664CrossRef
Kerth NL (2001) Project retrospectives: a handbook for team reviews. Dorset House Publishing, New York
Kirkman BL, Rosen B (1999) Beyond self-management: antecedents and consequences of team empowerment. Acad Manage J 42(1):58–74CrossRef
Kozlowski SWJ, Bell BS (2003) Work groups and teams in organizations In: Borman WC, Ilgen DR, Klimoski RJ (ed) Handbook of psychology (vol 12): industrial and organizational psychology. Wiley-Blackwell, New York, pp 333–375
Kozlowski SWJ, Ilgen DR (2006) Enhancing the effectiveness of work groups and teams. Psychol Sci Public Inter 7:77–124
Kransdorff A (1996) Using the benefits of hindsight - the role of post-project analysis. Learn Organ 3(1):11–15CrossRef
Lehman MM (1989) Uncertainty in computer applications and its control through the engineering of software. Softw Maint Res Pract 1(1):3–27CrossRef
Lipshitz R, Klein G, Orasanu J, Salas E (2001) Taking stock of naturalistic decision making. J Behav Decis Mak 14(5):331–352CrossRef
Lynn GS, Skov RB, Abel KD (1999) Practices that support team learning and their impact on speed to market and new product success. J Prod Innov Manag 16:439–454CrossRef
Menke MM (1997) Managing R&D for competitive advantage. Res Technol Manage 40(6):40–42
Meso P, Troutt MD, Rudnicka J (2002) A review of naturalistic decision making research with some implications for knowledge management. J Knowl Manage 6(1):63–73CrossRef
Moe NB, Dingsøyr T, Dybå T (2008) Understanding self-organizing teams in agile software development. In: 19th Australian conference on software engineering, pp 76–85
Moe NB, Dingsøyr T, Dybå T (2009) Overcoming barriers to self-management in software teams. IEEE Softw 26(6):20–26CrossRef
Moe NB, Dingsøyr T, Dybå T (2010) A teamwork model for understanding an agile team: a case study of a Scrum project. Info Softw Technol 52(5):480–491CrossRef
Moe NB, Aurum A, Dybå T (2012) Challenges of shared decision-making: a multiple case study of agile software development. Info Softw Technol 54(8):853–865CrossRef
Morgan G (2006) Images of organizations. Sage, Thousand Oaks, CA
Nerur S, Balijepally V (2007) Theoretical reflections on agile development methodologies - the traditional goal of optimization and control is making way for learning and innovation. Commun ACM 50(3):79–83CrossRef
Nerur S, Mahapatra R, Mangalaraj G (2005) Challenges of migrating to agile methodologies. Commun ACM 48(5):72–78CrossRef
Outi S (2006) Enabling software process improvement in agile software development teams and organisations. VTT Publications, Espoo
Pearce CL (2004) The future of leadership: combining vertical and shared leadership to transform knowledge work. Acad Manage Exec 18(1):47–57CrossRef
Pich MT, Loch CH, De Meyer A (2002) On uncertainty, ambiguity, and complexity in project management. Manage Sci 48(8):1008–1023MATHCrossRef
Raelin JA (2001) Public reflection as the basis of learning. Manage Learn 32(1):11–30CrossRef
Rittel HWJ, Webber MM (1973) Dilemmas in a general theory of planning. Policy Sci 4:155–169CrossRef
Schwaber K, Beedle M (2001) Agile software development with Scrum. Prentice Hall, Upper Saddle River
Sharp H, Robinson H (2010) Three ‘C’s of agile practice: collaboration, co-ordination and communication. In: Dingsøyr T, Dybå T, Moe NB (eds) Agile software development: current research and future directions. Springer, Berlin, p 13
Sharp H, Robinson H, Segal J, Furniss D (2006) The role of story cards and the wall in Xp teams: a distributed cognition perspective. In: Agile. Minneapolis, MN. IEEE Computer Society, pp 65–75
Šmite D, Moe NB, Ågerfalk PJ (2010) Agility across time and space: implementing agile methods in global software projects. Springer, Berlin
Staw B (1976) Knee-deep in the big muddy: a study of escalating commitment to a chosen course of action. Organ Behav Hum Perform 16(1):27–44CrossRef
Stray VG, Moe NB, Dingsøyr T (2011) Challenges to teamwork: a multiple case study of two agile teams. In: Sillitti A, Hazzan O, Bache E, Albaladejo X (eds) Agile processes in software engineering and extreme programming, vol 77. Lecture Notes in Business Information Processing, pp 146–161
Stray VG, Moe NB, Dybå T (2012) Escalation of commitment: a longitudinal case study of daily meetings. In: Wohlin C (ed) Agile processes in software engineering and extreme programming. Lecture Notes in Business Information Processing. Springer, Berlin, pp 153–167. doi:10.​1007/​978-3-642-30350-0_​11
Takeuchi H, Nonaka I (1986) The new product development game. Harv Bus Rev 64:137–146
Trist E (1981) The evolution of socio-technical systems: a conceptual framework and an action research program. Occasional paper no 2. Ontario quality of working life centre, Toronto, ON
von Krogh G, Ichijo K, Nonaka I (2000) Enabling knowledge creation. Oxford University Press, New YorkCrossRef
Whyte G (1993) Escalating commitment in individual and group decision making: a prospect theory approach. Organ Behav Hum Decis Process 54(3):430–455CrossRef
Woodfield SN (1979) An experiment on unit increase in problem complexity. IEEE Trans Softw Eng 5(2):76–79MATHCrossRef
Yeh RT (1991) System development as a wicked problem. Int J Softw Eng Knowl Eng 1(2):117–130CrossRef
Metadaten
Titel
Agile Project Management
verfasst von
Tore Dybå
Torgeir Dingsøyr
Nils Brede Moe
Copyright-Jahr
2014
Verlag
Springer Berlin Heidelberg
Buch
Software Project Management in a Changing World

Print ISBN: 978-3-642-55034-8

Electronic ISBN: 978-3-642-55035-5

Copyright-Jahr: 2014

DOI
https://doi.org/10.1007/978-3-642-55035-5_11