The role of physical artefacts in agile software development: Two complementary perspectives
Identifieur interne : 000611 ( Istex/Corpus ); précédent : 000610; suivant : 000612The role of physical artefacts in agile software development: Two complementary perspectives
Auteurs : Helen Sharp ; Hugh Robinson ; Marian PetreSource :
- Interacting with Computers [ 0953-5438 ] ; 2009-01.
Abstract
Agile software development promotes feedback, discipline and close collaboration between all members of the development team, and de-emphasises documentation, ‘big design up front’ and hierarchical processes. Agile teams tend to be co-located and multi-disciplinary, and rely heavily on face-to-face communication and seemingly simple physical artefacts to support interaction. In this paper we focus on the functionality of two key physical artefacts – the story card and the Wall – which, individually and in combination, underpin the team’s activity. These artefacts have two main roles – one which enables a shared understanding of requirements and one which facilitates the development process itself. We consider these roles from two perspectives: a notational perspective and a social perspective. This discussion shows how the two perspectives – the notational and the social – intertwine and are mutually supportive. Any attempt to replace these physical artefacts with alternative support for an agile team needs to take account of both perspectives, and the complex relationships between them.
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DOI: 10.1016/j.intcom.2008.10.006
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Sharp), <email>h.m.robinson@open.ac.uk</email> (H. Robinson), <email>m.petre@open.ac.uk</email> (M. Petre).</corresp></author-notes><pub-date pub-type="ppub"><month>1</month><year>2009</year></pub-date><pub-date pub-type="epub"><day>21</day><month>10</month><year>2008</year></pub-date><volume>21</volume><issue>1-2</issue><issue-title>Special issue: Enactive InterfacesPhysicality & Interaction</issue-title><fpage>108</fpage><lpage>116</lpage><copyright-statement>© 2008 Elsevier B.V. All rights reserved.</copyright-statement><copyright-year>2008</copyright-year><abstract><p>Agile software development promotes feedback, discipline and close collaboration between all members of the development team, and de-emphasises documentation, ‘big design up front’ and hierarchical processes. Agile teams tend to be co-located and multi-disciplinary, and rely heavily on face-to-face communication and seemingly simple physical artefacts to support interaction. In this paper we focus on the functionality of two key physical artefacts – the story card and the Wall – which, individually and in combination, underpin the team’s activity. These artefacts have two main roles – one which enables a shared understanding of requirements and one which facilitates the development process itself. We consider these roles from two perspectives: a notational perspective and a social perspective. This discussion shows how the two perspectives – the notational and the social – intertwine and are mutually supportive. Any attempt to replace these physical artefacts with alternative support for an agile team needs to take account of both perspectives, and the complex relationships between them.</p></abstract><kwd-group><title>Keywords</title><kwd>Cognitive dimensions</kwd><kwd>Ethnography</kwd><kwd>Software teams</kwd><kwd>Agile development</kwd><kwd>Empirical studies</kwd></kwd-group></article-meta></front></article></istex:document></istex:metadataXml><mods version="3.6"><titleInfo><title>The role of physical artefacts in agile software development: Two complementary perspectives</title></titleInfo><titleInfo type="alternative" contentType="CDATA"><title>The role of physical artefacts in agile software development: Two complementary perspectives</title></titleInfo><name type="personal"><namePart type="given">Helen</namePart><namePart type="family">Sharp</namePart><affiliation>Empirical Studies of Software Development, Centre for Computing Research, The Open University, Walton Hall, Milton Keynes MK7 6AA, UK</affiliation><affiliation>E-mail: h.c.sharp@open.ac.uk</affiliation><role><roleTerm type="text">author</roleTerm></role></name><name type="personal"><namePart type="given">Hugh</namePart><namePart type="family">Robinson</namePart><affiliation>Empirical Studies of Software Development, Centre for Computing Research, The Open University, Walton Hall, Milton Keynes MK7 6AA, UK</affiliation><role><roleTerm type="text">author</roleTerm></role></name><name type="personal"><namePart type="given">Marian</namePart><namePart type="family">Petre</namePart><affiliation>Empirical Studies of Software Development, Centre for Computing Research, The Open University, Walton Hall, Milton Keynes MK7 6AA, UK</affiliation><role><roleTerm type="text">author</roleTerm></role></name><typeOfResource>text</typeOfResource><genre type="research-article" displayLabel="research-article"></genre><originInfo><publisher>Oxford University Press</publisher><place><placeTerm type="text">Oxford, UK</placeTerm></place><dateIssued encoding="w3cdtf">2009-01</dateIssued><dateCreated encoding="w3cdtf">2008-10-21</dateCreated><copyrightDate encoding="w3cdtf">2008</copyrightDate></originInfo><language><languageTerm type="code" authority="iso639-2b">eng</languageTerm><languageTerm type="code" authority="rfc3066">en</languageTerm></language><physicalDescription><internetMediaType>text/html</internetMediaType></physicalDescription><abstract>Agile software development promotes feedback, discipline and close collaboration between all members of the development team, and de-emphasises documentation, ‘big design up front’ and hierarchical processes. 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