By Ivan Aaen (auth.), Pekka Abrahamsson, Richard Baskerville, Kieran Conboy, Brian Fitzgerald, Lorraine Morgan, Xiaofeng Wang (eds.)
This e-book constitutes the refereed court cases of the ninth overseas convention on Agile procedures in software program Engineering and severe Programming, XP 2008, held in Limerick, eire, in June 2008.
Out of fifty four submitted papers, sixteen have been authorised as complete papers, four event stories, 14 poster papers, nine workshop papers, and three contributions on panel discussions. The papers are prepared in topical sections on agile options, version of agile, agile trying out and review, heritage and evolution of agile, humans components in agile environments, conceptual types of agility, and event reports.
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Additional info for Agile Processes in Software Engineering and Extreme Programming: 9th International Conference, XP 2008, Limerick, Ireland, June 10-14, 2008. Proceedings
Third, the team orientation suffered from specialization in the team, which lead to participants primarily focusing on their own issues. Fourth, mutual trust was not fully developed, which resulted in problems not being reported and a lack of self-organization. In the future we plan to use the “Big Five” framework in studying more projects, in order to get a better understanding of what the main challenges are when companies are seeking to promote effective teamwork through implementing agile development processes.
Keywords: Method Configuration, Method tailoring, Method Engineering, eXtreme Programming, Agile Method. 1 Introduction An often used dichotomy within the field of software and information systems development is that of plan-driven vs. agile methods . While agile proponents emphasise ‘just enough method’, plan-driven methods often try to cover every aspect of software and systems development. As a consequence, the latter have been criticized for being too inflexible and hard to comprehend .
The data analysis was conducted in an iterative manner allowing for a continual refinement of the categorisation and selection of observations for further interpretation. 3 Analysis Framework This case study is a study of an organization undergoing significant change. For structuring and scoping the search spaces of our analysis we adopt the multivariate framework proposed by Leavitt  more commonly referred to as Leavitt’s diamond, see Figure. 1. The framework consists of the four variables actors, structure, task, and technology.