Agile Software development refers to a group of software development methodologies, which in recent years has seen increasing popularity with practitioners in the eld of information systems development. The development of Agile methods arose from a dissatisfaction with the traditional and more document-driven methods, the so-called "heavy"methodologies. Agile methods usually promote a more hands-on project mangement style, focusing on frequent inspection through short development iterations as well as self-organizing cross-functional teamwork and high process adaptability, throughout the life-cycle of the project. Although the use of Agile methods is widespread among practitioners, the methods often lack empirical backing. We have undertaken an empirical case study on how the rejection of "traditional" documentation by Agile methods a ect the development process, with regards to Knowledge Management and Knowledge Creation. For these purposes we have examined the use of an Agile method called "Scrum" within the IT-department of a Danish investment banker, BankInvest. Here, we show how traditional methods use documentation as the primary means to manage knowledge-creation throughout the development process. Moreover, we show how Agile methods distance themselves from this perspective, and provide an alternate perspective on how knowledge-creation in software development can be facilitated. The organization relies predominantly on a strong verbal communicative tradition, and di erent organizational processes implemented within Scrum, to counter the negative concequences outlined by the proponents of traditional documentation. The case study underlines several di erent ways in which the organization, through the use of Scrum and general Agile principles, facilitate knowledge-creation with little or no documentation. In cases where documentation is used, we demonstrate how this di ers from traditional documentation and adhers to the principles outlined for "Agile Documentation". The study concludes by analyzing how Scrum's qualities as an adaptive process framework can function as an effective form of organizational Knowledge Management.
|Educations||Computer Science, (Bachelor/Graduate Programme) Graduate|
|Publication date||7 Dec 2008|
|Supervisors||Sisse Siggaard Jensen & Jan Pries-Heje|