Abstract
Moving to agile through a well-defined strategy and framework is essential and this socio-technical process should be studied in deep. Advantages and earned values of agile approach in software industry motivate a lot of companies to try to use agile methods in their software product lines. Transformation process to agile methods is not easy and because of its nature, takes a long time. Since agile transformation needs organizational mutation, companies are faced with many challenges during this process. While several studies have been conducted for how to use agile methods, some other studies have focused on finding obstacles in agile adoption process. However, previous studies are valuable, but each of them has focused the change process from a particular perspective. In this study we discuss the dimensions of agile transformation process from a wider perspective. We will show that focusing on agile adoption is not the only master key for success in agile transformation process and we need to define an agile change management strategy for this organizational metamorphosis. This strategy should consider all aspects of changing approach and is underpinning of achievement in agile transformation process through substantive transformation experiences.
Highlights
Over one decade after agile manifesto (Beck et al, 2001), several agile methods were founded and introduced to the software industry
Some of them have been founded before agile manifesto, but it was the first time that all of them were collected under agile umbrella
Scrum (Schwaber and Beedle, 2001), XP (Beck and Andres, 2004), Crystal methods (Highsmith, 2002), Feature driven development (FDD) (Highsmith, 2002), Dynamic Systems Development Method (DSDM) (Highsmith, 2002), Test Driven Development (TDD) (Beck, 2002), lean software development (Highsmith, 2002) are some the famous agile methods. These methods are different in some activities and goals, but all of them rely on same agile values
Summary
Over one decade after agile manifesto (Beck et al, 2001), several agile methods were founded and introduced to the software industry. At that time CMMI model was the best assessment model for achieving high quality product, so, many managers were not interested in essential change in their product line In other words they preferred to have agile values beside their main development line. Benefits of each of these approaches (Agile and CMMI) cause interesting in both of them and tailoring is reasonable process yet (Glazer, 2010) It seems that it is first choice of managers in disciplined companies to using agile in at least some of their projects or using some of the agile practices in their product line. In the agile adoption process, managers accept essential organizational changes and try to adapt their organizations with agile methods. Anyway, moving to agile is a hot research area and there are a lot of research centers that try to facilitate this fundamental change in organizations (Dingsøyr et al, 2012)
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