Agile Scaled Steps of Doneness: A Standardized Procedure to Conceptualizing and Completing User Stories Across Scrum Teams and Industries Agile software development (ASD) requires a shift in culture when compared to the traditional Waterfall software development. The traditional methods concentrate on project scope, using them to determine cost and time schedule. Agile concentrates on business values, using them to determine quality levels and possible technology constraints. Where waterfall methods are suitable for wellarranged and predictable environment. For an organization, one of the most important differences between agile and waterfall is the return of investment. Organizations are created to generate revenue and moreover profit for its stakeholders. Agile can help to produce earlier return on that investment. This enables an organization to get the maximum returns before their competitors start penetrating their market shares. Agile has scaling frameworks to assist organization transition to ASD. This paper aims to build on the original ENASE paper titled xe2x80x9cScaling A Standardized Procedure To Conceptualizing And Completing User Stories Across Scrum Teams And Industriesxe2x80x9d by extending the application of the Scaled Steps of Doneness procedure from four teams to six teams and analyze the results.

Effective social productivity measurements during software development: an empirical study Much of contemporary scientific discussion regarding factors that influence software development productivity is undertaken in various domains where there is an insufficient empirical basis for exploring sociotechnical factors of productivity that are specific to a software development organization. The purpose of the study is to characterize the multidimensional nature of software development productivity and its social aspects as a set of latent constructs (i.e. variables that are not directly observed) for a mediumsized software company. To this end, we designed an exploratory indepth field study based on the hypothesized productivity constructs, which were modeled by a set of factors identified from literature reviews, and later refined by industrial focus groups. In order to demonstrate the applicability of our approach, we conducted confirmatory factor analysis with the data attained from a questionnaire with 216 participants. To investigate factors of influence further, we analyzed the impact of selected teambased variables over the latent constructs of productivity. Taken together, our findings confirm that such an approach can be used to explore the quantifiable influence of sociotechnical factors that would affect productivity of a particular software development organization. Ultimately, the resulting model provides guidance to explore the comparative importance of a set of firmspecific factors that may help to improve the productivity of the organization.