Agile distributed software development: enacting control through media and context

  • Authors:

  • John Stouby Persson;Lars Mathiassen;Ivan Aaen

  • Affiliations:

  • Aalborg University, Department of Computer Science, Selma Lagerlöfs Vej 300, 9220 Aalborg East, Denmark, email: john@cs.aau.dk;Center for Process Innovation, J. Mack Robinson College of Business, Georgia State University, 35 Broad Street, NW, Atlanta GA 30303, email: lmathiassen@ceprin.org;Aalborg University, Department of Computer Science, Selma Lagerlöfs Vej 300, 9220 Aalborg East, Denmark, email: aaen@acm.org

  • Venue:
  • Information Systems Journal
  • Year:
  • 2012

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Abstract

While face-to-face interaction is fundamental in agile software development, distributed environments must rely extensively on mediated interactions. Practicing agile principles in distributed environments therefore poses particular control challenges related to balancing fixed vs. evolving quality requirements and people vs. process-based collaboration. To investigate these challenges, we conducted an in-depth case study of a successful agile distributed software project with participants from a Russian firm and a Danish firm. Applying Kirsch's elements of control framework, we offer an analysis of how control was enacted through the project context and in the participants' mediated communication. The analysis reveals that formal measurement and evaluation control were persistently enacted through mediated communication. These formal control practices were, however, predominantly carried out in conjunction with informal roles and relationships such as clan-like control inherent in agile development. Overall, the study demonstrates that, if appropriately applied, communication technologies can significantly support distributed, agile practices by allowing concurrent enactment of both formal and informal controls. The paper discusses these findings as they relate to previous research and concludes with their implications for future research. © 2012 Wiley Periodicals, Inc.