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Managing Contradictory Tensions in Agile Distributed Development: An Ambidextrous Approach
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Author(s): Ashay Saxena (Indian Institute of Management, Bangalore, India), Shankar Venkatagiri (Indian Institute of Management, Bangalore, India)and Rajendra K. Bandi (Indian Institute of Management, Bangalore, India)
Copyright: 2021
Pages: 14
Source title:
Balancing Agile and Disciplined Engineering and Management Approaches for IT Services and Software Products
Source Author(s)/Editor(s): Manuel Mora (Universidad Autónoma de Aguascalientes, Mexico), Jorge Marx Gómez (University of Oldenburg, Germany), Rory V. O'Connor (Dublin City University, Ireland)and Alena Buchalcevová (University of Economics, Prague, Czech Republic)
DOI: 10.4018/978-1-7998-4165-4.ch005
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Abstract
Increasingly, agile approaches are being followed in a distributed setup to develop software. An agile approach is characterised by the need to regularly welcome change requests and update the software artefact accordingly whereas distributed teams prefer to work towards following a plan to fulfil project objectives defined upfront. This results in contradictory tensions when agile is practised with teams operating in a globally distributed format. This chapter focuses on exploring the central conflict and discuss approaches to manage the conflicting forces in an agile distributed development setup. Furthermore, it presents an industry case study to provide more clarity on conflict management in such settings.
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