Novel Framework to Improve Communication and Coordination among Distributed Agile Teams

Full Text (PDF, 621KB), PP.16-24

Views: 0 Downloads: 0

Author(s)

Rizwan Qureshi 1,* Mohammed Basheri 1 Ahmad A Alzahrani 1

1. Faculty of Computing and Information Technology, King Abdulaziz University, Jeddah, Saudi Arabia

* Corresponding author.

DOI: https://doi.org/10.5815/ijieeb.2018.04.03

Received: 9 Oct. 2017 / Revised: 26 Oct. 2017 / Accepted: 10 Nov. 2017 / Published: 8 Jul. 2018

Index Terms

Scrum Master, communication, coordination, distributed agile Teams, productivity

Abstract

This paper discusses the roles of communication and coordination (C&C) in the agile teams. C&C are important activities that a project manager has to deal with tactically during the development of software projects to avoid the consequences. Their importance further increases especially in case of distributed software development (DSD). C&C are considered as project drivers to accomplish a project successfully within budget and schedule. There are several issues associated to poor C&C those can lead to fail software projects such as budget deficit, delay in delivery, conflicts among team members, unclear goals of project and architectural, technical and integration dependencies. C&C issues are critical and vital for collocated teams but their presences in distributed teams are disastrous. Scrum is one of the most widely practiced agile models and it is gaining further popularity in the agile community. Therefore, a novel framework is proposed to address the issues that are associated to C&C using Scrum methodology. The proposed framework is validated through a questionnaire. The results are found supportive to reflect that it will help to resolve the C&C issues effectively and efficiently.

Cite This Paper

Rizwan Qureshi, Mohammed Basheri, Ahmad A Alzahrani, "Novel Framework to Improve Communication and Coordination among Distributed Agile Teams", International Journal of Information Engineering and Electronic Business(IJIEEB), Vol.10, No.4, pp. 16-24, 2018. DOI:10.5815/ijieeb.2018.04.03

Reference

[1]Pressman R. S., Software Engineering, McGraw Hill Press, 2010.
[2]Cockburn A., Agile Software Development: The Cooperative Game, Addison-Wesley, 2007.
[3]de Freitas C. R., de Oliveira Junior J. A., Hino F. Y. A., Neto J. S., Vicente L. M., da Cunha A. M. and Dias L. A. V., “Applying Interdisciplinarity and Agile Methods in the Development of an Embedded System,” in proceedings of the 11th Int. Conf. Information Technology: New Generations, Las Vegas, USA, pp. 645-646, 2014.
[4]Mokhtar R., Jaafar N. H., Tahar N. F., Sukiman S. A., Aris A., and Abu Bakar N. F., “An integrated document management system for managing self programme accreditation using scrum approach,” in proceedings of Int. Symposium on Technology Management and Emerging Technologies (ISTMET), Bandung, Indonesia, pp. 102-106, 2014.
[5]Scott E., Rodríguez G., Soria Á., and Campo M., “Are learning styles useful indicators to discover how students use Scrum for the first time?,” Computers in Human Behavior, vol. 36, pp. 56-64, 2014.
[6]von Wangenheim C. G., Savi R., and Borgatto A. F., “SCRUMIA—An educational game for teaching SCRUM in computing courses,” Journal of Systems and Software, vol. 86, no. 10, pp.2675-2687, 2013.
[7]Overhage S., Schlauderer S., Birkmeier D., and Miller J., “What makes IT personnel adopt scrum? A framework of drivers and inhibitors to developer acceptance,” in proceedings of 44th Hawaii Int. Conf. System Sciences (HICSS), USA, pp. 1-10, 2011.
[8]OrÅ‚owskia C., ZióÅ‚kowskia, A., and Paciorkiewicz G., “Quantitative Assessment of the IT Agile Transformation,” Management and Production Engineering Review, vol. 8, no. 1, pp. 24-29, 2017.
[9]Parvez M., “A Managed Approach to Interact between Agile Scrum and Software Configuration Management System,” International Journal of System Computer, vol. 2, no. 2, pp. 87-91, 2012.
[10]Shrivastava S. V. and Rathod U., “Categorization of risk factors for distributed agile projects,” Information and Software Technology, vol. 58, pp. 373-387, 2014.
[11]Khalane T. and Tanner M., “Software quality assurance in Scrum: The need for concrete guidance on SQA strategies in meeting user expectations,” in proceedings of Int. Conf. Adaptive Science and Technology (ICAST), South Africa, pp. 1-6, 2013.
[12]Vlietland J., and van Vliet H., “Towards a governance framework for chains of Scrum teams,” Information and Software Technology, vol. 57, pp. 52-65, 2014.
[13]Heikkilä V. T., Paasivaara M., Rautiainen K., Lassenius C., Toivola T., and Järvinen J., “Operational release planning in large-scale scrum with multiple stakeholders—A longitudinal case study at F-Secure corporation,” Information and Software Technology, vol. 57, pp. 116-140, 2014.
[14]Qurashi S. A. and Qureshi M. R. J., “Scrum of scrums solution for large size teams using scrum methodology,” Life Science Journal, vol. 11, no. 8, pp. 443-449, 2014.
[15]Paasivaara M., Lassenius C., and Heikkila V. T., “Inter-team coordination in large-scale globally distributed scrum: Do Scrum-of-Scrums really work?,” in proceedings of Int. Conf. Empirical Software Engineering and Measurement (ESEM), Sweden, pp. 235-238, 2012.
[16]Dorairaj S. and Noble J., “Agile Software Development with Distributed Teams: Agility, Distribution and Trust,” in proceedings of Int. Conf. Agile Conference (AGILE), Australia, pp. 1-10, 2013.
[17]Pries-Heje L. P.-H. J., “Why Scrum Works: A Case Study from an Agile Distributed Project in Denmark and India,” in proceedings of Int. Conf. Agile Conference (AGILE), Salt Lake City, UT, pp. 20-28, 2011.
[18]Alyahya S., Ivins W., and Gray W., “Co-ordination Support for Managing Progress of Distributed Agile Projects,” in proceedings of Global Software Engineering Workshop (ICGSEW), Helsinki, pp. 31-34, 2011.
[19]Kamaruddin, N. K., Arshad N. H., and Mohamed A., “Chaos issues on communication in Agile Global Software Development,” in proceedings of Int. Conf. Business Engineering and Industrial Applications Colloquium (BEIAC), Kuala Lumpur, pp. 394-398, 2012.
[20]Bass J., “Agile Method Tailoring in Distributed Enterprises: Product Owner Teams,” in proceedings of Int. Conf. Global Software Engineering (ICGSE), Bari, pp. 154-163, 2013.
[21]Jalali S. and Wohlin C., “Agile Practices in Global Software Engineering - A Systematic Map,” in proceedings of Int. Conf. Global Software Engineering (ICGSE), Princeton, NJ, pp. 45-54, 2010.
[22]Estler H.-C., Nordio M., Furia C., Meyer B. and Schneider J., “Agile vs. Structured Distributed Software Development: A Case Study,” in proceedings of Int. Conf. Global Software Engineering (ICGSE), Porto Alegre, pp. 1197-1224, 2012.
[23]Al-Zaidi A., and Qureshi M. R. J., “Global Software Development Geographical Distance Communication Challenges,” International Arab Journal of Information Technology, vol. 14, no. 2, pp. 215-222, 2017.
[24]Hayat M, Qureshi M. R. J., “Measuring the Effect of CMMI Quality Standard on Agile Scrum Model,” International Journal of Information Engineering and Electronic Business (IJIEEB), vol.7, no.6, pp.46-52 , 2015.
[25]Qureshi M. R. J., Abdulkhalaq A. M., “Increasing ERP Implementation Success Ratio by Focusing on Data Quality & User Participation,” International Journal of Information Engineering and Electronic Business (IJIEEB), vol.7, no.3, pp.20-25, 2015.
[26]Qureshi M.R.J., and Sayid Isaac, “Scheme of Global Scrum Management Software,” International Journal of Information Engineering and Electronic Business (IJIEEB), vol. 7, no. 2, pp. 1-7, 2015.
[27]Ghosh G., “Challenges in Distributed Scrum,” in proceedings of Global Software Engineering (ICGSE), Porto Alegre, pp. 200, 2012.
[28]Alqhtani M. S. and Qureshi R. J., “A Proposal to Improve Communication between Distributed Development Teams,” International Journal of Intelligent Systems and Applications (IJISA), vol. 6, no. 12, pp. 34-39, 2014.
[29]Asiri S. and Qureshi R. J., “The Proposed GSD Model to Solve Coordination and Communication Problems,” International Journal of Modern Education and Computer Science (IJMECS), vol. 6, no. 11, pp. 25-30, 2014.