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- Master of Science in Management, Goethe University Frankfurt am Main
- Bachelor of Science in Business Administration, LMU Munich
- Research Associate and Doctoral Candidate, Internet Business and Internet Services, LMU Munich since (04/2017)
- Business Analyst, Allianz Managed Operations and Services, Munich (2015 – 2017)
- Working Student, Allianz Managed Operations and Services, Munich (2013 – 2015)
- Hybrid development methods
- Scaling of agile methods
- Handover between agile methods
Research Area 1: Hybrid development methods
Over the past two decades, research in the area of agile and lean software development has mirrored the strong growth of the use of agile. Rather than just selecting one methodology, there are times when teams integrate multiple approaches into one hybrid methodology.
In fact, a myriad of custom and hybrid agile methodologies (e.g. XP + Scrum, Kanban, Scrumban; waterfall + scrum, water-scrum-fall), that utilize some or all of the parts of multiple methodologies, have been adopted and put to use. In general, teams combine these concepts to achieve flexibility and lean thinking, or work to scale Agile to make software development processes more efficient. What kinds of hybrid methods exist? How can Tripp et al. (2018) criterion two help to characterize them? Etc.
Methodology: Literature Review
Tripp, J., Saltz, J., & Turk, D. (2018). Thoughts on Current and Future Research on Agile and Lean: Ensuring Relevance and Rigor.
Schlauderer, S., Overhage, S., & Fehrenbach, B. (2015). Widely Used but also Highly Valued? Acceptance Factors and Their Perceptions in Water-Scrum-Fall Projects.
Fitzgerald, B., Hartnett, G., & Conboy, K. (2006). Customising agile methods to software practices at Intel Shannon. European Journal of Information Systems, 15(2), 200-213.
Nikitina, N., Kajko-Mattsson, M., & Stråle, M. (2012, June). From scrum to scrumban: A case study of a process transition. In Software and System Process (ICSSP), 2012 International Conference on (pp. 140-149). IEEE.
Conboy, K. (2009). Agility from first principles: Reconstructing the concept of agility in information systems development. Information Systems Research, 20(3), 329-354.
Research Area 2: Understanding scrum roles
Scrum is an incremental and iterative method to manage development projects. There are only three roles in Scrum: the development team, the Scrum master and the product owner. The product owner is responsible for maximizing the value of the product and the work of the development team. Whereas the scrum master is presented as a coach, focusing on protecting the team against external noise, removing impediments and facilitating the different processes defined by Scrum. How is the Scrum master role defined in practice? It the Scrum master role necessary? Etc.
Methodology: Case Study (student company contact)
Baumgart, R., Hummel, M., & Holten, R. (2015). Personality Traits of Scrum Roles in Agile Software Development Teams-A Qualitative Analysis. ECIS.
Diegmann, P., & Rosenkranz, C. (2017). Team Diversity and Performance–How Agile Practices and Psychological Safety Interact. ICIS
Moe, N. B., Dingsøyr, T., & Dybå, T. (2010). A teamwork model for understanding an agile team: A case study of a Scrum project. Information and Software Technology, 52(5), 480-491.
Moe, N. B., Dingsøyr, T., & Dybå, T. (2008). Understanding self-organizing teams in agile software development. Software Engineering.
Oomen, S., De Waal, B., Albertin, A., & Ravesteyn, P. (2017). How can Scrum be successful? Competences of the Scrum Product Owner. ECIS
Schwaber, K., & Beedle, M. (2002). Agile software development with Scrum. Upper Saddle River: Prentice Hall.
Tripp, J. F., Riemenschneider, C., & Thatcher, J. B. (2016). Job satisfaction in agile development teams: Agile development as work redesign. Journal of the Association for Information Systems, 17(4), 267.
Yin, R. K. (2009). Case Study Research, Design & Methods 4th ed. Sage