Deliverables and Other Reports



D3.2.1. Intermediate report on industry-specific cases (OpenTelco)

Published by: PolinaMalashevich Last modified: 2012.02.07
Intermediate report on industry-specific cases of value chains in cloud software business, their composition and description how value is generated for the customers and providers.

D3.1.1.First Taste of Cloud Software Business

Published by: PolinaMalashevich Last modified: 2012.02.07
First Taste of Cloud Software Business Preliminary report on definition of cloud software business, on transition from software project business and license business, and on value propositions and risks of cloud software business.

D2.2.2 Lean Software Enterprise Assessment Model

Version: D2.2.2 V0.1
Published by: VaibhaviOza Last modified: 2012.02.07
This is a summary report on the work done in Cloud Software Program Work Package 2 (WP2) ―Lean Software Enterprise‖ during year 2010, under the task 2.2 ―Lean Enterprise Software Assessment‖. The goal has been on studying and experimenting how to assess the implementation of agile/lean methods within a software organization, especially for those largest, to check the results, reduce uncertainty and guide the next steps of the adoption of these methods.
During 2010 companies and research partners participating Cloud SW WP2, designed and applied different assessment models to their ongoing transformation process and shared their experiences in several workshops organized on outcoming topics.
This report summarizes the efforts, lessons learned and experiences collected on ―Lean Enterprise Software Assessment Model‖. Main efforts during 2010 have been focused on studying what to assess during the transformation process defining the key concerns and characteristics of the transformation, and on defining two initial proposals of assessment approaches: Agile and Lean Deployment Survey and F-Secure Team Health Barometer. Also, Agile Position System was used to assess the agility in one of the industrial partners.
It is expected that the work will continue during 2011 in the form of several pilot projects that aim to evolve and ―mature‖ a complete Lean Enterprise Software Assessment Model as the result of findings of the research efforts and of the repetitive usage of the different approaches.

D3.3.1: Initial UX Models and Measures

Published by: AriTurunen Last modified: 2012.02.07

D2.3.2 Scaling Agile: Systematic Piloting of Agile Methods in Large

Published by: AriTurunen Last modified: 2012.02.07

Deploying agile methods in a large, diverse, geographically distributed setting is a challenging task. In this paper, we propose that systematic piloting is to be used in order to build experience and to overcome the most common challenges of agile deployment, such as resistance to change. We approach this by developing a method for piloting agile. This method is developed based on multiple-case study in a large embedded systems company. Based on two cases, we describe a method that transcends the encountered challenges and can help meld an agile method with a plan-driven organization.

D2.3.2: Scaling Agile: Energy Project Story: From Waterfall to Distibuted Agile

Published by: AriTurunen Last modified: 2012.02.07

Our team helps Tieto teams distributed over the entire world to set up effective way of working applying Agile, Lean, Kanban and Global sourcing principles. In May 2009 we have faced our biggest challenge. Energy sector product, 30 people in Norway, Sweden and Finland with waterfall way of working organized into regular 6 sub-applications wanted to achieve quite challenging targets. To grow to 70 people by setting up another teams in Czech Republic, to transfer 15 years legacy system knowledge and to be up and running with this all in 6 months while maintaining the production for the clients at full speed. Paper describes how we fought and won over the challenges by basing the service transfer on Agile.

Page 2 of 4