The Role of Domain Expenence in Software Design
IEEE Transactions on Software Engineering - Special issue on artificial intelligence and software engineering
A field study of the software design process for large systems
Communications of the ACM
Inside a software design team: knowledge acquisition, sharing, and integration
Communications of the ACM
Proceedings of the Conference on The Future of Software Engineering
Framing design: a social process view of information system development
ICIS '98 Proceedings of the international conference on Information systems
Recognizing Design Decisions in Programs
IEEE Software
Formulation and preliminary test of an empirical theory of coordination in software engineering
Proceedings of the 9th European software engineering conference held jointly with 11th ACM SIGSOFT international symposium on Foundations of software engineering
A model of design decision making based on empirical results of interviews with software designers
Information and Software Technology
Designing the design process: exploiting opportunistic thoughts
Human-Computer Interaction
Foundations of agile decision making from agile mentors and developers
XP'06 Proceedings of the 7th international conference on Extreme Programming and Agile Processes in Software Engineering
Software design sketching with calico
Proceedings of the IEEE/ACM international conference on Automated software engineering
Obstacles to decision making in Agile software development teams
Journal of Systems and Software
| Hi-index | 0.01 |
Our ability to improve decision making in software development hinges on understanding how decisions are made, and which approaches to decision making are better than others. However, as of yet there are few studies examining how software developers make decisions in software design, especially studies that place agile approaches in the context of decision making. In this paper, we present results of a multi-case study of design decision making in three software organizations of varying levels of agility. We show an agile organization produced a culture that supported communication and debate about alternatives to design decision more than 2 organizations of lesser agility.