Agile modeling: effective practices for extreme programming and the unified process
Agile modeling: effective practices for extreme programming and the unified process
Agile software development ecosystems
Agile software development ecosystems
Questioning Extreme Programming
Questioning Extreme Programming
Empirical Findings in Agile Methods
Proceedings of the Second XP Universe and First Agile Universe Conference on Extreme Programming and Agile Methods - XP/Agile Universe 2002
Balancing Agility and Discipline: A Guide for the Perplexed
Balancing Agility and Discipline: A Guide for the Perplexed
Agile and Iterative Development: A Manager's Guide
Agile and Iterative Development: A Manager's Guide
Agile Management for Software Development
Agile Management for Software Development
Agile Software Construction
Moving from a plan driven culture to agile development
Proceedings of the 27th international conference on Software engineering
Extreme Programming Explained: Embrace Change (2nd Edition)
Extreme Programming Explained: Embrace Change (2nd Edition)
Sustainable Software Development: An Agile Perspective
Sustainable Software Development: An Agile Perspective
Agile Software Development: The Cooperative Game (2nd Edition) (Agile Software Development Series)
Agile Software Development: The Cooperative Game (2nd Edition) (Agile Software Development Series)
The agile professional culture: A source of agile quality
Software Process: Improvement and Practice - Special Issue on Industrial Experiences in SPI
The art of agile development
The influence of organizational culture on the adoption of extreme programming
Journal of Systems and Software
Software Process: Improvement and Practice
Proceedings of the 17th International Conference on Evaluation and Assessment in Software Engineering
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Agile methods emerge as an alternative to improve quality and performance in software development processes. However, as agile methods are essentially focused on human aspects, their application in companies depends mostly on their adequacy to the current organizational culture. This study explores the view of the organizational culture in three levels as a theoretical framework to allow early detection of problems, which could jeopardize the adoption of agile methods by a company. This article points out that many facilitators or obstacles to the adoption of an agile method can be hidden in the lower levels of the organizational culture. Additionally, the article shows that a superficial analysis of those issues can lead to a miscomprehension about the possibility of applying an agile method in a software company. This article also evidences that the interpretation of the levels of organizational culture improves the understanding of how an agile culture should be established. Copyright © 2009 John Wiley & Sons, Ltd.