2010 SBES - Um Estudo Experimental sobre a Relação entre o Uso de Práticas Ágeis e o Sucesso de...

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An Empirical Study on the Relationship between the Use of

Agile Practices and the Success of Software Projects that

Use Scrum

Leila Mariz; A. César C. França; Fabio Q. B. da Silva< [email protected], [email protected],

[email protected]>

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Research Project

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(empirical) research project on theinfluence of human factors on softwareengineering

Long Term Objective: to understandthe influence of personality, behavior,and cognition on individuals, teams,projects, processes, and organizationsin software engineering.

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Research Project

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(empirical) research project on theinfluence of human factors on softwareengineering

Centro de Informática – UFPE

Since 2003 ...

1 professor/researcher

4 PhD students

18 master students

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Research Project

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(Book) Um Estudo sobre Motivação de Integrantes de Equipes de Engenharia

de Software

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Context

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Critical SuccessFactors

Agile Attibutes

Delivery strategy

A01 Regular delivery of softwareA02 Delivering most important features first

Agile software engineering techniques

A03 Well-defined coding Standards up frontA04 Pursuing simple designA05 Rigorous refactoring activitiesA06 Right amount of documentationA07 Correct integration testing

Team capability A08 Team members with high competence and expertiseA09 Team members with great motivationA10 Managers knowledgeable in agileA11 Managers who have adaptative management styleA12 Appropriate technical training to team

Project management process

A13 Following agile-oriented requirement management processA14 Following agile-oriented project management processA15 Following agile-oriented configuration management

processA16 Good progress tracking mechanismA17 Strong communication focus with daily face-to-face

meetingsA18 Honoring regular working Schedule

Team environment

A19 Collocation of the whole teamA20 Coherent, self-organizing team-workA21 Projects with small teamA22 Projects with no multiple independent teams

Customer involvement

A23 Good customer relationshipA24 Strong customer commitment and presenceA25 Customer having full authority

T. Chow, e D. Cao, "A Survey Study of Critical Success Factors in Agile Software Projects.", The Journal of Systems and Software, n. 81, 2007, pp. 961–971

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Context and Goals

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Agile Attibutes

Delivery strategy A01 Regular delivery of softwareA02 Delivering most important features first



Team capability A08 Team members with high competence and expertise

A09 Team members with great motivationA10 Managers knowledgeable in agileA11 Managers who have adaptative management

styleA12 Appropriate technical training to team


A13 Following agile-oriented requirement management process

A14 Following agile-oriented project management process

A15 Following agile-oriented configuration management process

A16 Good progress tracking mechanismA17 Strong communication focus with daily face-to-

face meetingsA18 Honoring regular working Schedule

Team environment A19 Collocation of the whole teamA20 Coherent, self-organizing team-workA21 Projects with small teamA22 Projects with no multiple independent teams



Is the adoption of the

25 agile attributes

related to the

success of software

development projects

managed using

Scrum?

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Study Design

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Method

Cross sectional survey

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Study Design

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Context

Small software firms

Located in Recife.br

Finished Scrum Project

Method


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Study Design

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Method


Context




Perspective/Population

Scrum Team, Scrum

Master, Product Owner

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Study Design

Method


Context





Scrum Team, Scrum


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Study Design

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Method


Context





Scrum Team, Scrum


Questionnaire

Closed questions

Perception of use of agile attribute

Perception of project success

Hackman (1990) and Hallows (1998)

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Study Design

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Method


Context





Scrum Team, Scrum


Questionnaire

Closed questions

Perception use agile attribute


Variables

A01 ... A25: level of use of Agile Attribute

S: project success

Scale

Five point Likert type

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Study Design

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Method


Context





Scrum Team, Scrum


Questionnaire

Closed questions



Variables

A01 ... A25 and S

Study Design

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Development

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Method


Context





Scrum Team, Scrum


Questionnaire

Closed questions



Variables

A01 ... A25 and S

Study Design

Time

July-August, 2009

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Development

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Method


Context





Scrum Team, Scrum


Questionnaire

Closed questions



Variables

A01 ... A25 and S

Study Design

Time

July-August, 2009Context

9 firms

11 projects

Recife Scrum Group

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Development

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Method


Context





Scrum Team, Scrum


Questionnaire

Closed questions



Variables

A01 ... A25 and S

Study Design

Time

July-August, 2009

Context

9 firms

11 projects

Recife Scrum Group

Participants (62)

48 Scrum Team

10 Scrum Master

4 Product Owner

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Development

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Method


Context





Scrum Team, Scrum


Questionnaire

Closed questions



Variables

A01 ... A25 and S

Study Design

Time

July-August, 2009

Context

9 firms

11 projects

Recife Scrum Group

Participants (62)

48 Scrum Team

10 Scrum Master

4 Product Owner

Questionnaire

65 questionnaire sent

62 answered

95% response rate

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Statistical Analysis

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Method


Context





Scrum Team, Scrum


Questionnaire

Closed questions



Variables

A01 ... A25 and S

Study Design

Time

July-August, 2009

Context

9 firms

11 projects

Recife Scrum Group

Participants (62)

48 Scrum Team

10 Scrum Master

4 Product Owner

Questionnaire

65 questionnaire sent

62 answered

95% response rate

Correlation

Spearman's rank correlation coefficient

Development

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Results: Correlation

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Agile Attibutes

Delivery strategy









Team environment




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Results: PCA

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C1Management style

A17 Strong communication focus with daily face-to-face meetingsA10 Managers knowledgeable in agileA18 Honoring regular working ScheduleA11 Managers who have adaptative management styleA20 Coherent, self-organizing team-work

C2Software process

A23Good customer relationship

A13Following agile-oriented requirement management process


A14Following agile-oriented project management process

A02Delivering most important features first

C3Team Structure

A22Projects with no multiple independent teams

A21Projects with small teamC4

Technical ProceduresA03 Well-defined coding Standards up front A07 Correct integration testingA12 Appropriate technical training to teamA04 Pursuing simple design

C5Team capability

A09Team members with great motivationA08Team members with high competence and expertise

C6Customer commitment

A24Strong customer commitment and presenceA06Right amount of documentation

C7Delivery strategy

A01Regular delivery of software

C8Team Location

A19Collocation of the whole teamA05 Rigorous refactoring activities

C9Customer awareness

A25Customer having full authorityA16Good progress tracking mechanism

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Results:Discussion

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Agile Attibutes

Delivery strategy









Team environment




Helps to predict risks

Contributes to product quality and

customer satisfaction

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Results:Discussion

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Agile Attibutes

Delivery strategy









Team environment




Key activity

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Results:Discussion

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Agile Attibutes

Delivery strategy









Team environment




Not a surprise. Happens with non Agile

methodologies.

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Results:Discussion

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Agile Attibutes

Delivery strategy









Team environment




Supported by SCRUM

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Results:Discussion

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Agile Attibutes

Delivery strategy









Team environment




Agrees with research on team work!

Not ease to achieve in SE!

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Results:Discussion

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Agile Attibutes

Delivery strategy









Team environment




Apparently a hygienic factor

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“Surprises”

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Agile Attibutes

Delivery strategy









Team environment




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“Surprises” (PCA)

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C1Management style

A17 Strong communication focus with daily face-to-face meetingsA10 Managers knowledgeable in agileA18 Honoring regular working ScheduleA11 Managers who have adaptative management styleA20 Coherent, self-organizing team-work

C2Software process

A23Good customer relationship

A13Following agile-oriented requirement management process


A14Following agile-oriented project management process

A02Delivering most important features first

C3Team Structure

A22Projects with no multiple independent teams

A21Projects with small teamC4

Technical ProceduresA03 Well-defined coding Standards up front A07 Correct integration testingA12 Appropriate technical training to teamA04 Pursuing simple design

C5Team capability

A09Team members with great motivationA08Team members with high competence and expertise

C6Customer commitment

A24Strong customer commitment and presenceA06Right amount of documentation

C7Delivery strategy

A01Regular delivery of software

C8Team Location

A19Collocation of the whole teamA05 Rigorous refactoring activities

C9Customer awareness

A25Customer having full authorityA16Good progress tracking mechanism

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Main Contributions:Academia

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We need further research!

Available study package for

replicating the experience

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Main Contributions:Academia

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Agile practices

Some of those practices

may have no influence on

project successAlthough we need a in-depth

understanding on those influences

We need further

research!

Replicating the

expercience

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Main Contributions:Practitioners

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Agile practices

Some of those

practices may have

no influence on

success

Decision-making

Organizations may

choose carefully what

agile practices to

prioritize

We need further

research!

Replicating the

expercience

Academia

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Four Areas of Further Research

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Self-organizing Teams

What are they in SE?

How to build one?

How to keep them cohesive?

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Motivation

How is motivation related to

performance?

How is motivation related to

success?

Self-organizing

Teams


How to build one?

How to keep them

cohesive?

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Motivation

How is motivation

related to

performance?

How is motivation

related to success?

Leadership Style

How the style of

leadership and

management affects

success?

Self-organizing

Teams


How to build one?

How to keep them

cohesive?

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Leadership Style

How the style of

leadership and

management affects

success?

Personality and

Behavior

Does personality matter?

How different team work

behavior affects team

work effectiveness? Motivation

How is motivation

related to

performance?

How is motivation

related to success?

Self-organizing

Teams


How to build one?

How to keep them

cohesive?

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Conclusions

• Limitations and Threats to Validity:– Restricted context

– Small number of participants, projects, and firms

• Contributions:– New research questions

– More detailed factor structure

• Future work– To quantify the observed effects

– Describe the conditions where the effects occur

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An Empirical Study on the Relationship between the Use of

Agile Practices and the Success of Software Projects that

Use Scrum

Leila Mariz; A. César C. França; Fabio Q. B. da Silva< [email protected], [email protected],

[email protected]>

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Um Estudo Experimental sobre a Relação entre o Uso de Práticas Ágeis e o Sucesso de Projetos de Software que utilizam Scrum by Leila M. R. de Souza Mariz, A. César C. França, Fabio Q. B. da Silva is licensed under a Creative Commons Attribution-NonCommercial-NoDerivs 3.0 Unported License.

Based on a work at the XXIV Simpósio Brasileiro de Engenharia de Software, Salvador, 2010.

Permissions beyond the scope of this license may be available at http://www.haseresearch.com

2010 SBES - Um Estudo Experimental sobre a Relação entre o Uso de Práticas Ágeis e o Sucesso de...

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Transcript of 2010 SBES - Um Estudo Experimental sobre a Relação entre o Uso de Práticas Ágeis e o Sucesso de...