Software project management
Information Systems Development: Methodologies, Techniques, and Tools
Information Systems Development: Methodologies, Techniques, and Tools
Software Cost Estimation with Cocomo II with Cdrom
Software Cost Estimation with Cocomo II with Cdrom
Extreme Programming in Action: Practical Experiences from Real World Projects
Extreme Programming in Action: Practical Experiences from Real World Projects
Balancing Agility and Discipline: A Guide for the Perplexed
Balancing Agility and Discipline: A Guide for the Perplexed
Moving from a plan driven culture to agile development
Proceedings of the 27th international conference on Software engineering
A cross-program investigation of students' perceptions of agile methods
Proceedings of the 27th international conference on Software engineering
Journal of Systems and Software - Special issue: Software engineering education and training
Extreme Programming Explained: Embrace Change (2nd Edition)
Extreme Programming Explained: Embrace Change (2nd Edition)
XP after Enron - can It survive?
XP'03 Proceedings of the 4th international conference on Extreme programming and agile processes in software engineering
Transition from a plan-driven process to Scrum: a longitudinal case study on software quality
Proceedings of the 2010 ACM-IEEE International Symposium on Empirical Software Engineering and Measurement
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In this paper we describe our experiences of introducing agile practices into undergraduate group work by comparing the results to more traditional plan-driven groups. When considering whether to adopt an agile or plan-driven project management strategy in a commercial context, Return On Investment (ROI) is an important factor. We have adapted the ROI model to our analysis to assess what affect a chosen development approach has on the outcome of the groups' projects. In our investigation we observed seven software teams as they implemented a business information system. Two groups adopted agile practices, including fortnightly iterative delivery; the other groups were controls. We found that being labelled agile did not necessarily imply that a group's practices were more agile. Also, it was unclear whether the so-called agile groups delivered a better ROI than their plan-driven counterparts.