Coordination in co-located agile software development projects

  • Authors:

  • Diane E. Strode;Sid L. Huff;Beverley Hope;Sebastian Link

  • Affiliations:

  • School of Information Management, Victoria University of Wellington, PO Box 600, Wellington 6140, New Zealand;School of Information Management, Victoria University of Wellington, PO Box 600, Wellington 6140, New Zealand;School of Information Management, Victoria University of Wellington, PO Box 600, Wellington 6140, New Zealand;School of Information Management, Victoria University of Wellington, PO Box 600, Wellington 6140, New Zealand

  • Venue:
  • Journal of Systems and Software
  • Year:
  • 2012

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Abstract

Agile software development provides a way to organise the complex task of multi-participant software development while accommodating constant project change. Agile software development is well accepted in the practitioner community but there is little understanding of how such projects achieve effective coordination, which is known to be critical in successful software projects. A theoretical model of coordination in the agile software development context is presented based on empirical data from three cases of co-located agile software development. Many practices in these projects act as coordination mechanisms, which together form a coordination strategy. Coordination strategy in this context has three components: synchronisation, structure, and boundary spanning. Coordination effectiveness has two components: implicit and explicit. The theoretical model of coordination in agile software development projects proposes that an agile coordination strategy increases coordination effectiveness. This model has application for practitioners who want to select appropriate practices from agile methods to ensure they achieve coordination coverage in their project. For the field of information systems development, this theory contributes to knowledge of coordination and coordination effectiveness in the context of agile software development.