Measurements and research are necessary to keep up with the current state of affairs in the field of agile software development. This study attempts to provide an adequate overview of the research conducted, classify many of the metrics used in the industry, and provide useful information for both current and future researchers and analysts. A consequence of the growing number of empirical studies in the field of software engineering is the need to adopt systematic approaches to assessing and aggregating all research results to provide a balanced and objective summary of research evidence on a given topic.[78 ] This systematic literature review aims to evaluate, synthesize and present the empirical findings on agile software development related to metrics and quality and provide an overview of the topics explored, their findings and implications for research and practice.
Finally, over 60% of organizations use Microsoft Project or Microsoft Excel as their preferred agile tool. To assess and aggregate the research results of the growing number of studies on measurement and metrics in agile methods and to provide a balanced and objective summary of research evidence, we applied the systematic literature review, inspired by [78]. What is the state of the metrics used in the industry in terms of validity, utilization and production of results.
These keywords attempted to match words in the titles, abstracts, and keyword sections of the online articles. Boolean operator in the hope that our results would include all articles containing only one of the terms we searched.
RESULTS
It refers to the number of participants in experiments and surveys and the number of case studies that have been researched and mentioned in the studies. However, the above approach is theoretical and simple and lacks the required flexibility to be used by organizations in the industry mainly because there are many differences from company to company.
Affirms and reinforces Agile principles
Measures outcome, not output
Follows trends, not numbers
Belongs to a small set of metrics
Is easy to collect
Reveals, rather than conceals, its context and significant variables
Provides fuel for meaningful conversation
Provides feedback on a frequent and regular basis
May measure Value (Product) or Process
Counts improvement requests that passed from management to organizational support Number of Process Improvements No. Class Size [14] Counts the total number of non-empty, uncommented lines of a class in the system Number of Commits [14] Counts the total number of individual commits in the. Counts the total number of lines (not just source code) added, removed, and updated in the source control repository.
Number of Delivered Stories [14] Counts the total number of stories implemented in an iteration and approved by the client. Effort estimation accuracy [10] Measures the deviation of the total effort after production from the initial effort estimate. Defect count [44, 56] Measures the number of defects in the overall software development cycle, or per iteration.
The sum of all work packages for each time period calculated for the total duration. Total number of story points completed (potentially transportable growth) divided by total number of story points planned Table 5.
METRIC DIAGNOSTIC
DISCUSSION
Taking into account all the above, the following classification of measures can be proposed in an attempt to categorize the reviewed measures in accordance with some core characteristics that they share with reference to their use or to the nature and application of the results they offer. Of all the benchmarks encountered during the conduct of the study, there were a small number of them that captured the attention and left positive or negative impressions on the researchers. EBV provides a percentage value for each item received by the customer that represents the relative business value of said item as defined by the customer.
However, for EBV to work and offer its considerable rewards, the project's scope must be well known from the start of the procedure and often visible to the client (who will assign his values to the individual parts to be completed. There is a fine line between proper and productive use of this metric and many of the organizations fail to distinguish it.It was deemed useful for reference to create a list of the existing metrics collection tools that have been reported earlier so that reference is easier can be made.
The identification of these modules and a little extra effort to maintain, improve and test them leads to greater quality and reliability of the software as a whole [23]. Many agile practices such as pair programming, test-driven development and planning provide good techniques and mechanisms to improve agile software development as well as to implement and further test activities of the ISO 12207 development process [19]. Even then, however, there is a need for a Project Manager, a person who often needs to be able to plan correctly in the middle of the project's cycle, lead the team and lead to the desired result.
These observations are based on an initial study and application of the above framework, suggesting that much research and work is still needed to certify the operational validity and reliability of POMSAA. Throughout our research, we have come across this particular metric in many cases and we have seen that it is not one of the metrics that are used widely or at their discretion by organizations and analysts. Naked Objects enable the rapid realization of user stories, providing a better understanding of the requirements and changes that need to be implemented.
The overall size of the software's code was reduced by -39% and team productivity increased significantly by 54%. The danger of errors in the extracted data and deviations in the synthesis of the results is always present and lurking. This threat to the internal or external validity of the review may arise due to some elements, such as the inability to accurately and correctly compare studies that have notable differences in their respective characteristics, or the lack of parts of the characteristics of the studies that were considered to be too important to be discarded.
CONCLUSIONS
10] Outi Salo, Pekka Abrahamsson: Integrating agile software development and software process improvement: a longitudinal case study. 11] Capers Jones, Development Practices for Small Software Applications, http://www.stsc.hill.af.mil/crosstalk jones.html, retrieved 2009. Quattlebaum: Empirical Validation of Three Software Metrics Suites to Predict Fault -Proneness of Object -Oriented classes developed using highly iterative or agile software development processes.
19] Minna Pikkarainen, Ketterän ohjelmistokehityksen kartoitus ISO 12207 -standardiin, ITEA, http://www.agile-itea.org/public/deliverables/ITEA-AGILE-. TjAf4nJyOCA&usg=AFQjCNGTqz8kMQEFRfHV_W0vgqYpk6JshA&sig2=Zy3gL6T O6OtkUQHGd-2SOA, Haettu 2009. 26] Outi Salo, Minna Pikkarainen. Ohjelmistojen käyttöönotto www. toimitukset/ITEA-AGILE-D4 .4_v1.0.pdf, 2009 haettu.
33] Liz Barnett, Metrics For Application Development, Forrester Research Inc, http://www.forrester.com/rb/Research/metrics_for_application_developmen t/q/id/35916/t/2, 2005. 38] Abrahamsson, P., AGILE Software Development of Embedded Systems, ITEA2 Symposium, Berlin, Germany, October 18-19, 2007 http://www.agile-. 42] Brad Appleton, Robert Cowham, Steve Berczuk, Lean-based metrics for Agile CM environments, cm crossroads http://www.cmcrossroads.com/agile-.
44] VersionOne, 2nd Annual Survey: The State of Agile Development, VersionOne, http://www.versionone.com/pdf/StateOfAgileDevelopmet2_FullDataReport.p df, retrieved 2009. Management across the Software Development Lifecycle”, NASA GSFC Nary Subramanian, Lawrence Chung: Process-oriented metrics for software. 58] Nicole Rauch, Eberhard Kuhn, Holger Friedrich (2008) Index-based process and software quality control in Agile development projects, Andrena Objects, http://comparch2008.ipd.kit.edu/fileadmin/user_upload/comparch2008/iertrauch -andrena.pdf, retrieved in 2009.
Conference on Product Focused Software Process Improvement, Japan Software Process Improvement in Agile Software Development Projects: Findings from Two XP Case Studies. 68] Scott Ambler, Survey Says: Agile Works in Practice, Dr. Dobb's Journal http://www.drdobbs.com/architecture-and-. Tichy, Case Study: Extreme Programming in a University Environment, Proceedings of the 23rd International Conference on Software Engineering (ICSE'01), 2001.
APPENDIX A
In 28% of the total time, a new developer would introduce a bug, while a senior developer in only 4%. Daily team meetings as suggested by the agile methodology (referred to as Retrospectives here) helped the teams to understand and stay in tune with the pace of the project. In any case, there is a need for a Project Manager who must be able to plan accurately often in the middle of the project cycle, lead and lead the team towards the desired result.
The overall capacity of the team developing a project is not used because it is limited by various constraints. Team management must be able to identify and remove those constraints and therefore not only improve the productivity of the team, but also that of the entire system. Agile practices provide good techniques and mechanisms to improve software development and further implement and test ISO 12207 process activities.
80% of the modules were correctly classified when the "α" metric was used in conjunction with the decision trees. The "design" part of an agile extreme programming method can be useful outside of a development/programming context. A project that provides high-value features to the client at the beginning of the project can finance itself over the course of the project.
With the right approach, agile methods scale without impacting teams' agile practices. 84% of Organizations adopted agile methods in some or all parts of their software development process. S45 VersionOne Survey: US VersionO Survey 722 • 84% of Organizations provided adapted agile methods in some or all parts of.
Global quality metrics provide information to determine what to measure regardless of the process model used. Task evaluation was problematic in both projects and contributed more than 15% to their negative findings. Reducing negative findings towards the end of projects leads to satisfaction, adaptation and improvement of the team and its efforts.
The customer was present 80% of the development time, which proved to be a huge motivating factor for the team. In the first release of the project, 81.7% of the programming was done in pairs, while in the second it was reduced to 75.9%.