Nils Brede Moe - Böcker

Faster, better and cheaper are challenges that IT-companies face every day. The customer's expectations shall be met in a world where constant change in environment, organization and technology are the rule rather that the exception. A solution for meeting these challenges is to share knowledge and experience - use the company's own experience, and the experience of other companies. Process Improvement in Practice - A Handbook for IT Companies tackles the problems involved in launching these solutions. Process Improvement in Practice - A Handbook for IT Companies is designed for small IT companies who wish to start with systematic improvement. The methods and techniques in this handbook are tried in practice, and have proven to be easy to use and scalable for local needs. Managers and developers will discover useful tips to initiate improvement work efficiently. This practical handbook is based on the authors' improvement work in a range of companies since the mid-nineties. Process Improvement in Practice - A Handbook for IT Companies is designed for a professional audience, composed of researchers and practitioners in industry.This book is also suitable for graduate-level students in software process improvement and software engineering.

Faster, better and cheaper are challenges that IT-companies face every day. The customer's expectations shall be met in a world where constant change in environment, organization and technology are the rule rather that the exception. A solution for meeting these challenges is to share knowledge and experience - use the company's own experience, and the experience of other companies. Process Improvement in Practice - A Handbook for IT Companies tackles the problems involved in launching these solutions. Process Improvement in Practice - A Handbook for IT Companies is designed for small IT companies who wish to start with systematic improvement. The methods and techniques in this handbook are tried in practice, and have proven to be easy to use and scalable for local needs. Managers and developers will discover useful tips to initiate improvement work efficiently. This practical handbook is based on the authors' improvement work in a range of companies since the mid-nineties. Process Improvement in Practice - A Handbook for IT Companies is designed for a professional audience, composed of researchers and practitioners in industry. This book is also suitable for graduate-level students in software process improvement and software engineering.

This book constitutes the refereed proceedings of three international workshops held in Rome, Italy, in conjunction with the 15th International Conference on Agile Software Development, XP 2014, in May 2014.The workshops comprised Principles of Large-Scale Agile Development, Refactoring & Testing (RefTest 2014), and Estimations in the 21st Century Software Engineering (EstSE21 2014). The 13 revised full papers presented were carefully reviewed and selected from 28 submissions. In addition, an introduction and a keynote paper are included.

Rather than deciding whether or not to get involved in global sourcing, many companies are facing decisions about whether or not to apply agile methods in their distributed projects. These companies are often motivated by the opportunities to solve the coordination and communication difficulties associated with global software development. Yet while agile principles prescribe close interaction and co-location, the very nature of distributed software development does not support these prerequisites. Šmite, Moe, and Ågerfalk structured the book into five parts. In “Motivation” the editors introduce the fundamentals of agile distributed software development and explain the rationale behind the application of agile practices in globally distributed software projects. “ Transition” describes implementation strategies, adoption of particular agile practices for distributed projects, and general concepts of agility. “Management” details practical implications for project planning, time management, and customer and subcontractor interaction. “Teams” discusses agile distributed team configuration, effective communication and knowledge transfer, and allocation of roles and responsibilities. Finally, in the “Epilogue” the editors summarize all contributions and present future trends for research and practice in agile distributed development. This book is primarily targeted at researchers, lecturers, and students in empirical software engineering, and at practitioners involved in globally distributed software projects. The contributions are based on sound empirical research and identify gaps and commonalities in both the existing state of the art and state of the practice. In addition, they also offer practical advice through many hints, checklists, and experience reports. Questions answered in this book include: What should companies expect from merging agile and distributed strategies? What are the stumbling blocks that prevent companies from realizing the benefits of the agile approach in distributed environments, and how can we recognize infeasible strategies and unfavorable circumstances? What helps managers cope with the challenges of implementing agile approaches in distributed software development projects? How can distributed teams survive the decisions taken by management and become efficient through the application of agile approaches?

Agile software development has become an umbrella term for a number of changes in how software developers plan and coordinate their work, how they communicate with customers and external stakeholders, and how software development is organized in small, medium, and large companies, from the telecom and healthcare sectors to games and interactive media. Still, after a decade of research, agile software development is the source of continued debate due to its multifaceted nature and insufficient synthesis of research results.Dingsøyr, Dybå, and Moe now present a comprehensive snapshot of the knowledge gained over many years of research by those working closely with or in the industry. It shows the current state of research on agile software development through an introduction and ten invited contributions on the main research fields, each written by renowned experts. These chapters cover three main issues: foundations and background of agile development, agile methods in practice, and principal challenges and new frontiers. They show the important results in each subfield, and in addition they explain what these results mean to practitioners as well as for future research in the field. The book is aimed at reflective practitioners and researchers alike, and it also can serve as the basis for graduate courses at universities.

Rather than deciding whether or not to get involved in global sourcing, many companies are facing decisions about whether or not to apply agile methods in their distributed projects. These companies are often motivated by the opportunities to solve the coordination and communication difficulties associated with global software development. Yet while agile principles prescribe close interaction and co-location, the very nature of distributed software development does not support these prerequisites. Šmite, Moe, and Ågerfalk structured the book into five parts. In “Motivation” the editors introduce the fundamentals of agile distributed software development and explain the rationale behind the application of agile practices in globally distributed software projects. “ Transition” describes implementation strategies, adoption of particular agile practices for distributed projects, and general concepts of agility. “Management” details practical implications for project planning, time management, and customer and subcontractor interaction. “Teams” discusses agile distributed team configuration, effective communication and knowledge transfer, and allocation of roles and responsibilities. Finally, in the “Epilogue” the editors summarize all contributions and present future trends for research and practice in agile distributed development. This book is primarily targeted at researchers, lecturers, and students in empirical software engineering, and at practitioners involved in globally distributed software projects. The contributions are based on sound empirical research and identify gaps and commonalities in both the existing state of the art and state of the practice. In addition, they also offer practical advice through many hints, checklists, and experience reports. Questions answered in this book include: What should companies expect from merging agile and distributed strategies? What are the stumbling blocks that prevent companies from realizing the benefits of the agile approach in distributed environments, and how can we recognize infeasible strategies and unfavorable circumstances? What helps managers cope with the challenges of implementing agile approaches in distributed software development projects? How can distributed teams survive the decisions taken by management and become efficient through the application of agile approaches?