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Position Paper for the OOPSLA 2008 Workshop on Challenges : Agile Values Meet Different Value Systems
| Content Provider | Semantic Scholar |
|---|---|
| Author | Hofer, Stefan |
| Copyright Year | 2008 |
| Abstract | As stated in this workshop's call for position papers, overcoming different value systems is a challenge faced not only in the field of software development. A clash of value systems may also occur in the area of application landscapes. An application landscape 1 consists of an organization's software systems and their interconnections. In my opinion, projects which restructure application landscapes are very reserved when it comes to principles and values known from agile software development methods. To renew or restructure an application landscape often presents a critical risk to an organization. Courage, simplicity and embracing change are not the values and principles typically applied in an environment that is far less flexible than the development of a new software system. As an example, I would like to share my experience gained in a bank project: A mid-sized German bank (about 2000 employees and a balance sheet total of more than 10 billion Euro) initiated a major overhaul of its application landscape in fall 2006. Host data was outsourced to a vendor that provides data processing services as well as an off-the-shelf solution that replaced dozens of host and client/server applications. This implied, among other things, an upgrade of operating systems and hardware. About 40 applications – ranging from office and communication software to niche products – were not to be replaced and thus had to be ported to the new environment. Since all the client/server applications were bought-in products, the bank's IT department of about 50 people primarily had maintenance duties before the project started. These duties involved host programming, user support and communication with software vendors. Responsibilities were clearly distributed which minimized the need for communication within the department. For the project, the department was staffed with another 30 people: Staff from other bank departments that handled organizational issues, IT consultants and programmers sent by software vendors to adapt their products. Including representatives of other departments and subsidiaries, the bank's project workforce totaled 300 people. |
| File Format | PDF HTM / HTML |
| Alternate Webpage(s) | https://swa.informatik.uni-hamburg.de/files/veroeffentlichungen/wks0000002-submission-Hofer.pdf |
| Alternate Webpage(s) | http://swt-www.informatik.uni-hamburg.de/uploads/media/wks0000002-submission-Hofer.pdf |
| Language | English |
| Access Restriction | Open |
| Content Type | Text |
| Resource Type | Article |
