Self-organizing Agile teams need a supportive environment to emerge and flourish. Through a Grounded Theory study of 58 Agile practitioners across 23 different software organizations in New Zealand and India, we found that senior management support is a critical environmental factor influencing selforganizing Agile teams. We describe the influence of senior management, and show how their suppor...

This report summarizes presentations and discussions of the IEEE WETICE 2003 Workshop on Knowledge Management for Distributed Agile Processes. The main goals of the workshop were to bring together practitioners and researchers from the areas of Knowledge Management and Agile Processes from different domains to discuss the current state of ongoing research efforts and to share practical experien...

After introducing agile approach in 2001, several agile methods were founded over the last decade. Agile values such as customer collaboration, embracing changes, iteration and frequent delivery, continuous integration, etc. motivate all software stakeholders to use these methods in their projects. The main issue is that for using these methods instead of traditional methods in software develop...

The Beyond Budgeting performance management model enables companies to keep pace with changing environments, to quickly create and adapt strategy and to empower people throughout the organisation to make effective choices. We argue that this performance management model may be ideal for agile software development. Although drawn from different disciplines, both are designed for a customer-orien...

There is a lack of formal risk management techniques in agile software development methods Scrum. The need to manage risks in agile project management is also identified by various authors. Authors conducted a survey to find out the current practices in agile project management. Furthermore authors discus the new integration framework of Scrum and PRINCE2 with focus on risk management. Enrichme...

Welcome to the 2 nd Workshop on Managing the Client Value Creation Process in Agile Projects (VALOIR) at the PROFES 2012 conference! The overall goal of VALOIR is to make the knowledge on value creation and management explicit, encouraging the discussion on the use of measurement and estimation approaches in managing value in agile project. Agile methodologists tacitly assume that for SE profes...

Purpose – This paper seeks to define and describe agile project management using the Scrum methodology as a method for more effectively managing and completing projects. Design/methodology/approach – This paper provides a general overview and introduction to the concepts of agile project management and the Scrum methodology in particular. Findings – Agile project management using the Scrum meth...

Purpose – This paper seeks to define and describe agile project management using the Scrum methodology as a method for more effectively managing and completing projects. Design/methodology/approach – This paper provides a general overview and introduction to the concepts of agile project management and the Scrum methodology in particular. Findings – Agile project management using the Scrum meth...

In this paper, we present a software project management of agile development in cloud computing environments, called as TOAST, which is constructed based on the MOAT model. MOAT is a two-layer model of software project management using agile methodology, which is especially designed for managing software projects in cloud computing environments. In MOAT, the primary operations of agile software...

Business Process Management is called agile when it is able to react quickly and adequately to internal and external events. Agile Business Process Management requires putting the lifecycle of business processes on a new paradigm. It is advocated in this paper that social software allows us satisfying the key requirements for enabling agile BPM by applying the four features of social software: ...