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Philipp Diebold
University of Navarra
59Publications
10H-index
403Citations
Publications 60
Newest
Context: Agile software development is widely used by small teams. Companies want to check their implementation of Agile for different reasons. Many Agile Maturity Models (AMM) exist that support practitioners in assessing and improving their agility. However, practitioners need to be able to make informed decisions on which one to use. Objective: The aim of this work is to enable the comparison of existing AMMs. Method: We identified 14 AMMs in a non-systematic literature review, considering no...
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#1Steffen Küpper (TUC: Clausthal University of Technology)H-Index: 2
#2Dietmar Pfahl (UT: University of Tartu)H-Index: 24
Last.Marco Kuhrmann (University of Passau)
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#1Marco Kuhrmann (TUC: Clausthal University of Technology)H-Index: 16
#2Philipp DieboldH-Index: 10
Last.Christian R. Prause (DLR: German Aerospace Center)H-Index: 5
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The surveyed companies applied hybrid development approaches to specific projects even when company-wide policies for process usage existed. These approaches emerged from the evolution of different work practices and were consistently used regardless of company size or industry sector.
17 CitationsSource
#1Anne Hess (Fraunhofer Society)H-Index: 3
#2Philipp Diebold (Fraunhofer Society)H-Index: 10
Last.Norbert Seyff (University of Applied Science and Arts Northwestern Switzerland FHNW)H-Index: 17
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Abstract For traditional software development processes, we have detailed empirical knowledge about role-specific information needs that have to be satisfied in requirements documents. Particularly, we gained detailed knowledge about priorities of a set of traditional requirements artifacts in a series of empirical studies from the viewpoint of software architects, usability engineers, and testers. However, little is known about such information needs from the viewpoint of agile team members. Mo...
3 CitationsSource
#1Sven Theobald (University of Navarra)H-Index: 1
#2Anna Schmitt (University of Navarra)H-Index: 1
Last.Philipp DieboldH-Index: 10
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Context: Agile software development is widely-used by small teams and has benefits like increased transparency or faster feedback. However, companies want to benefit from Agile also in the development of big products, where multiple teams are involved. Many Scaling Agile Frameworks exist, but only few can be found in industry, especially SAFe, LeSS, and Nexus. Objective: The aim of this work is to identify commonalities of existing Scaling Agile Frameworks concerning their practices. Method: We ...
1 CitationsSource
#1Philipp Diebold (University of Navarra)H-Index: 10
#2Sven Theobald (University of Navarra)H-Index: 1
Last.Yves RauschH-Index: 1
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Smaller software companies, such as start-ups do not often follow an explicit process, but rather develop in a more or less unstructured way. Especially when they grow or customer involvement increases. This development without any structured process results in problems. Thus, our objective was the improvement of the current development process of one software start-up by introducing appropriate agile practices and eliciting their effects. For this reason, we per-formed a pre and post process as...
2 CitationsSource
#1Philipp Diebold (University of Navarra)H-Index: 10
#2Sven Theobald (University of Navarra)H-Index: 1
Last.Yves RauschH-Index: 1
view all 4 authors...
Context: Many smaller companies do not have time and effort to change their development processes at a time. In some cases, companies are not aware of the fact that many aspects of agile development are already in place. Objective: For this reason, only introducing a small set of agile practices in our SME-company case, namely User Stories, Definition of Done, and Definition of Ready, was our initial starting point for the evolutionary agile transition. Method: The introduction of these three pr...
3 CitationsSource
#1Sven Theobald (Fraunhofer Society)H-Index: 2
#2Philipp Diebold (Fraunhofer Society)H-Index: 10
Agile is the widespread software development approach. But many projects are still working with traditional methods. In addition, non-technical business units continue working in traditional ways. Thus, problems arise on the interface of agile and traditional due to their fundamental differences. To prevent potential problems, one must be aware of the existing interfaces and common pitfalls. Based on a literature search and workshops, we identified existing interfaces, collected and grouped prob...
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