Agility Across Time and Space Implementing Agile Methods in Global S
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 co
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Darja Šmite Nils Brede Moe Pär J. Ågerfalk Editors
Agility Across Time and Space Implementing Agile Methods in Global Software Projects
Editors Darja Šmite School of Engineering Blekinge Institute of Technology 372 25 Ronneby Sweden [email protected]
Nils Brede Moe Dept. Information & Communication Technology (ICT) SINTEF 7465 Trondheim Norway [email protected]
Pär J. Ågerfalk Dept. Information Sciences Uppsala University Box 513 751 20 Uppsala Sweden [email protected]
ISBN 978-3-642-12441-9 e-ISBN 978-3-642-12442-6 DOI 10.1007/978-3-642-12442-6 Springer Heidelberg Dordrecht London New York Library of Congress Control Number: 2010927809 ACM Computing Classification (1998): D.2, K.6 © Springer-Verlag Berlin Heidelberg 2010 This work is subject to copyright. All rights are reserved, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilm or in any other way, and storage in data banks. Duplication of this publication or parts thereof is permitted only under the provisions of the German Copyright Law of September 9, 1965, in its current version, and permission for use must always be obtained from Springer. Violations are liable to prosecution under the German Copyright Law. The use of general descriptive names, registered names, trademarks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. Cover design: KünkelLopka, Heidelberg Printed on acid-free paper Springer is part of Springer Science+Business Media (www.springer.com)
Foreword
Drawing from earlier definitions from Jim Highsmith or Steve Adolph and the OODA loop, I like to define agility as “the ability of an organization to react to change in its environment faster than the rate of these changes.” This definition uses the ultimate purpose or function of being agile for a business, rather than defining agility by a labeled set of practices (e.g., you’re agile when you do XP, Lean, or Scrum) or by a set of properties defined in opposition to another set (the agile manifesto approach). An analogy could be the definition of a road. Would you define a road as something made of crushed rocks and tar, or define it as a surface that is black rather than white, flat rather than undulated, and with painted lines rather than monochrome? Or as a component of a transportation system, allowing people and goods to be moved on the ground surface from point A to point B? And let the properties or components be derived from this, allowing some novel approach in road design. It is quite possible to adopt a labeled set of agile practices, or a set of practices that perfectly conform to the agile manifesto and not become agile. You then “do Agile” but are not agile. Agile software development methods do succeed in contexts which are identical or very similar to the contexts in which they ha
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