Extreme programming explained: embrace change
Extreme programming explained: embrace change
New directions on agile methods: a comparative analysis
Proceedings of the 25th International Conference on Software Engineering
Successful strategies for user participation in systems development
Journal of Management Information Systems - Special section: Strategic and competitive information systems
The Social Nature of Agile Teams
AGILE '07 Proceedings of the AGILE 2007
Information System Development: A Categorical Analysis of User Participation Approaches
HICSS '08 Proceedings of the Proceedings of the 41st Annual Hawaii International Conference on System Sciences
Agile framework for globally distributed development environment (the DAD model)
AIC'08 Proceedings of the 8th conference on Applied informatics and communications
XP Customer Practices: A Grounded Theory
AGILE '09 Proceedings of the 2009 Agile Conference
Coproduction in successful software development projects
Information and Software Technology
Do We Know Enough about Requirements Prioritization in Agile Projects: Insights from a Case Study
RE '10 Proceedings of the 2010 18th IEEE International Requirements Engineering Conference
Business value is not only dollars – results from case study research on agile software projects
PROFES'10 Proceedings of the 11th international conference on Product-Focused Software Process Improvement
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Agile literature suggests that the active and continuous participation and involvement of the clients throughout the project is key to building the right product and raise users' satisfaction. However, relatively little research has been made on comparing what makes clients happy in 'traditional' companies that use planed-driven processes and in agile companies. In turn, it's hard to collect and evaluate evidence in favor of either settings. This paper fills in this gap and compares two software development companies in a Nord-European country in respect to client participation and its impact on the clients' satisfaction with the project. One of the companies is agile by its design while the other follows a 'traditional' software development approach. Our study suggests that active clients' participation is not an exclusive attribute of agile projects and that it can be successfully integrated (and implemented) in a 'traditional' project as well. Further, the study shows that by involving clients, software companies have the chance to get higher customer satisfaction, regardless whether or not they implement agile software development processes. Although our study is not quantitative in nature, we think that it is indicative about the impact of the factor "client's participation" on the client's satisfaction.