Torgeir Dingsøyr

Eduardo Miranda, Torgeir Dingsøyr, Pritam Chita

Empirical process control, a way of managing work based on the observation of the successes or misfortunes of earlier activities, is a key process in Scrum and other agile development frameworks. In this experience report, we present a lightweight, scalable, free and customizable sprint simulation activity designed to teach students how to empirically control a Scrum project by engaging in the presentation and interpretation of work status information, task selection and resource allocations in a single teaching session. We reflect on our experience using the simulation as an active learning complement to direct instruction in two master level courses at two different universities and in the training of teaching assistants at a third institution, and abductively establish its effectiveness by mapping student comments to the teaching practices in the threshold concepts framework.

Torgeir Dingsøyr, Yvan Petit

How risks are managed implicitly and explicitly at multiple levels of agile projects has not been extensively studied and there is a need to investigate how risk management can be used in large agile projects. This is the objective of this exploratory study which investigates the following research question: How does a large software/hardware development project using agile practices manage uncertainty at project/subproject and work package levels?

Leonor Barroca, Torgeir Dingsøyr, Marius Mikalsen

Organisations are upscaling their use of agile. Agile ways of working are used in larger projects and also in organisational units outside IT. This paper reports on the results of the first international workshop on agile transformation, which aimed to focus research on practice in a field which currently receives great attention. We report on participants definitions of agile transformation, summaries of experiences from such transformations, and the challenges that require research attention

Torgeir Dingsøyr

Companies that develop software have a pressure from customers to deliver better solutions, and to deliver solutions faster and cheaper. Many researchers have worked with suggestions on how to improve the development process; software process improvement. As software development is a very knowledge intensive task, both researchers and industry have recently turned their attention to knowledge management as a means to improve software development. This often involves developing technical tools, which many companies have spent resources on. But the tools are often not used in practise by developers and managers in the companies, and it is often unknown if the tools improve how knowledge is managed. In order to build efficient knowledge management tools, we need a better understanding of how the tools that exist are applied and used in software development. We present and analyse eight case studies of knowledge management initiatives from the literature. We found evidence of improved software quality, reduced development costs and evidence of a better working environment for developers as a result of these initiatives. Further, we examine success criteria in knowledge management codification initiatives, based on Intranet tools in medium-sized software companies. In addition, we investigate how knowledge management tools are used for different purposes by different groups of users in two software consulting companies. They use tools both as support for personalization and codification strategies. The consulting companies are two medium-sized Norwegian companies with 40 and 150 employees, which work in development projects that lasts from a few weeks to several years.

Torgeir Dingsøyr, Emil Røyrvik, Hans Karim Djarraya

Tools for managing technical skills are used in many companies, but there has been little discussion about how such tools are used in practice. We report here on different types of actual usage in a medium-size software consulting company. We expected such tools to be used for allocating resources to new projects and for searching for competence to solve problems, but also observed two other types of usage: identifying new project opportunities, and skills upgrading. This multitude of uses support learning practices and motivates tool use both at individual and company levels, which is crucial to support organizational learning.

Torgeir Dingsøyr, Davide Falessi, Ken Power

Agile methods have transformed the way software is developed, emphasizing active end-user involvement, tolerance to change, and evolutionary delivery of products. The first special issue on agile development described the methods as focusing on "feedback and change". These methods have led to major changes in how software is developed. Scrum is now the most common framework for development in most countries, and other methods like extreme programming (XP) and elements of lean software development and Kanban are widely used. What started as a bottom-up movement amongst software practitioners and consultants has been taken up by major international consulting companies who prescribe agile development, particularly for contexts where learning and innovation are key. Agile development methods have attracted interest primarily in software engineering, but also in a number of other disciplines including information systems and project management. The agile software development methods were originally targeted towards small, co-located development teams, but are increasingly applied in other contexts. They were initially used to develop Web systems and internal IT systems, but are now used in a range of domains, including mission-critical systems. Methods that were designed for single teams of 5-9 developers have been adapted for use in projects with tens of teams, hundreds of developers, which can involve integration with hundreds of existing systems and affect hundreds of thousands of users.

Torgeir Dingsøyr, Nils Brede Moe, Helena Holmstrom Ohlsson

Large development projects and programs are conducted using agile development methods, with an increasing body of advice from practitioners and from research. This sixth workshop showed in increasing interest in scaling frameworks and in topics related to achieving business agility. This article summarizes four contributed papers, discussions in "open space" format and also presents a revised research agenda for large-scale agile development.

Finn Olav Bjørnson, Torgeir Dingsøyr

Software engineering is knowledge-intensive work, and how to manage software engineering knowledge has received much attention. This systematic review identifies empirical studies of knowledge management initiatives in software engineering, and discusses the concepts studied, the major findings, and the research methods used. Seven hundred and sixty-two articles were identified, of which 68 were studies in an industry context. Of these, 29 were empirical studies and 39 reports of lessons learned. More than half of the empirical studies were case studies. The majority of empirical studies relate to technocratic and behavioural aspects of knowledge management, while there are few studies relating to economic, spatial and cartographic approaches. A finding reported across multiple papers was the need to not focus exclusively on explicit knowledge, but also consider tacit knowledge. We also describe implications for research and for practice.

Torgeir Dingsøyr, Marius Mikalsen, Anniken Solem et al.

Many see retrospectives as the most important practice of agile software development. Previous studies of retrospectives have focused on pro- cess and outcome at team level. In this article, we study how a large-scale agile development project uses retrospectives through an analysis of retrospective reports identifying a total of 109 issues and 36 action items as a part of a longitudinal case study. We find that most of the issues identified relate to team-level learning and improvement, and discuss these findings in relation to current advice to improve learning outcome in large-scale agile development.

Torgeir Dingsøyr, Tore Dybå, Mette Gjertsen et al.

We describe advice derived from one of the largest development programs in Norway, where twelve Scrum teams combined agile practices with traditional project management. The Perform program delivered 12 releases over a four-year period, and finished on budget and on time. In this article, we summarize 12 key lessons on five crucial topics, relevant to other large development projects seeking to combine Scrum with traditional project management.

Torgeir Dingsøyr, Nils Brede Moe, Eva Amdahl Seim

Software development projects have undergone remarkable changes with the arrival of agile development methods. While intended for small, self-managing teams, these methods are increasingly used also for large development programs. A major challenge in programs is to coordinate the work of many teams, due to high uncertainty in tasks, a high degree of interdependence between tasks and because of the large number of people involved. This revelatory case study focuses on how knowledge work is coordinated in large-scale agile development programs by providing a rich description of the coordination practices used and how these practices change over time in a four year development program with 12 development teams. The main findings highlight the role of coordination modes based on feedback, the use of a number of mechanisms far beyond what is described in practitioner advice, and finally how coordination practices change over time. The findings are important to improve the outcome of large knowledge-based development programs by tailoring coordination practices to needs and ensuring adjustment over time.

Torgeir Dingsøyr, Tor Erlend Fægri, Juha Itkonen

Positive experience of agile development methods in smaller projects has created interest in the applicability of such methods in larger scale projects. However, there is a lack of conceptual clarity regarding what large-scale agile software development is. This inhibits effective collaboration and progress in the research area. In this paper, we suggest a taxonomy of scale for agile software development projects that has the potential to clarify what topics researchers are studying and ease discussion of research priorities.