Adaptive software development: a collaborative approach to managing complex systems
Adaptive software development: a collaborative approach to managing complex systems
Agile software development ecosystems
Agile software development ecosystems
Software Engineering with Java
Software Engineering with Java
Software Engineering: A Practitioner's Approach
Software Engineering: A Practitioner's Approach
Agile Software Development with Scrum
Agile Software Development with Scrum
Using Extreme Programming in a Maintenance Environment
IEEE Software
Preliminary guidelines for empirical research in software engineering
IEEE Transactions on Software Engineering
A Paradigmatic Analysis Contrasting Information Systems Development Approaches and Methodologies
Information Systems Research
Complexity Theory and Organization Science
Organization Science
Introducing XP into Greenfield Projects: Lessons Learned
IEEE Software
Extreme Programming Refactored: The Case Against XP
Extreme Programming Refactored: The Case Against XP
An Ethnographic Study of XP Practice
Empirical Software Engineering
Behind the Rules: XP Experiences
ADC '04 Proceedings of the Agile Development Conference
Extreme Programming Explained: Embrace Change (2nd Edition)
Extreme Programming Explained: Embrace Change (2nd Edition)
Agile project management: steering from the edges
Communications of the ACM - The semantic e-business vision
Investigating the extreme programming system---An empirical study
Empirical Software Engineering
European Journal of Information Systems - Including a special section on business agility and diffusion of information technology
Customising agile methods to software practices at Intel Shannon
European Journal of Information Systems - Including a special section on business agility and diffusion of information technology
AGILE '06 Proceedings of the conference on AGILE 2006
Field Experiences with eXtreme Programming: Developing an Emergency Response System
Journal of Management Information Systems
A Comparison of Pair Versus Solo Programming Under Different Objectives: An Analytical Approach
Information Systems Research
Information Systems Research
A Control Theory Perspective on Agile Methodology Use and Changing User Requirements
Information Systems Research
Reliability, mindfulness, and information systems
MIS Quarterly
Information Systems Research
Beyond the customer: Opening the agile systems development process
Information and Software Technology
The brave new world of design requirements
Information Systems
User Acceptance of Agile Information Systems: A Model and Empirical Test
Journal of Management Information Systems
Supporting Agile Organizations with a Decision Guidance Query Language
Journal of Management Information Systems
Scaling agile methods to regulated environments: an industry case study
Proceedings of the 2013 International Conference on Software Engineering
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Despite the popularity of agile methods in software development and increasing adoption by organizations there is debate about what agility is and how it is achieved. The debate suffers from a lack of understanding of agile concepts and how agile software development is practiced. This paper develops a framework for the organization of agile software development that identifies enablers and inhibitors of agility and the emergent capabilities of agile teams. The work is grounded in complex adaptive systems (CAS) and draws on three principles of coevolving systems: match coevolutionary change rate, maximize self-organizing, and synchronize exploitation and exploration. These principles are used to study the processes of two software development teams, one a team using eXtreme Programming (XP) and the other a team using a more traditional, waterfall-based development cycle. From the cases a framework for the organization of agile software development is developed. Time pacing, self-management with discipline and routinization of exploration are among the agile enablers found in the cases studies while event pacing, centralized management, and lack of resources allocated to exploration are found to be inhibitors to agility. Emergent capabilities of agile teams that are identified from the research include coevolution of business value, sustainable working with rhythm, sharing and team learning, and collective mindfulness.