System analysis and design in a large-scale software project: The case of transition to agile development

Agile software development methods mainly aim at increasing software quality by fostering customer collaboration and performing exhaustive testing. The introduction of Extreme Programming (XP) - the most common agile software development method - into an organization is accompanied with conceptual and organizational changes. These changes range from daily-life changes (e.g., sitting together and maintaining an informative project environment) and continue with changes on the management level (e.g., meeting and listening to the customer during the whole process and the concept of the whole team which means that all role holders are part of the team). This paper examines the process of transition to an agile development process in a large-scale software project in the Israeli Air Force as it is perceived from the system analysis and design perspective. Specifically, the project specifications of the agile team are compared with those of a team who continues working according to the previous heavyweight method during the first half year of transition. Size and complexity measures are used as the basis of the comparison. In addition to the inspection of the specifications, the change in the role of the system analysts, as the system analysts conceive of it, is examined.