A teamwork model for understanding an agile team: A case study of a Scrum project

ContextSoftware development depends significantly on team performance, as does any process that involves human interaction.ObjectiveMost current development methods argue that teams should self-manage. Our objective is thus to provide a better understanding of the nature of self-managing agile teams, and the teamwork challenges that arise when introducing such teams.MethodWe conducted extensive fieldwork for 9 months in a software development company that introduced Scrum. We focused on the human sensemaking, on how mechanisms of teamwork were understood by the people involved.ResultsWe describe a project through Dickinson and McIntyre’s teamwork model, focusing on the interrelations between essential teamwork components. Problems with team orientation, team leadership and coordination in addition to highly specialized skills and corresponding division of work were important barriers for achieving team effectiveness.ConclusionTransitioning from individual work to self-managing teams requires a reorientation not only by developers but also by management. This transition takes time and resources, but should not be neglected. In addition to Dickinson and McIntyre’s teamwork components, we found trust and shared mental models to be of fundamental importance.     

Leader delegation in global software teams: occurrence and effects

Global teams are an important work structure in software development projects. Managing such complex global software projects presents many challenges to traditional leadership wisdom, in particular, how, why and when the leaders should delegate responsibility and authority. Delegation is considered an important leadership component to motivate and grow subordinates. Cultural differences, skill level disparity and potential competition between different software development sites creates a management context which is much different from where traditional leadership theories were developed. This study investigates leader delegation behaviors in global software teams and explores the reasons and impact of delegation strategies on global team performance. Semi-structured interviews and a survey was used to collect data from global software team managers and members from four countries of a Fortune 100 IT service company. The results of this study include in-depth analysis of hows and whys of leader delegation in global teams and a theoretical model for analyzing global team leader delegation occurrence and effects.     

From Aristotle to Ringelmann: a large-scale analysis of team productivity and coordination in Open Source Software projects

Complex software development projects rely on the contribution of teams of developers, who are required to collaborate and coordinate their efforts. The productivity of such development teams, i.e., how their size is related to the produced output, is an important consideration for project and schedule management as well as for cost estimation. The majority of studies in empirical software engineering suggest that - due to coordination overhead - teams of collaborating developers become less productive as they grow in size. This phenomenon is commonly paraphrased as Brooks’ law of software project management, which states that “adding manpower to a software project makes it later”. Outside software engineering, the non-additive scaling of productivity in teams is often referred to as the Ringelmann effect, which is studied extensively in social psychology and organizational theory. Conversely, a recent study suggested that in Open Source Software (OSS) projects, the productivity of developers increases as the team grows in size. Attributing it to collective synergetic effects, this surprising finding was linked to the Aristotelian quote that “the whole is more than the sum of its parts”. Using a data set of 58 OSS projects with more than 580,000 commits contributed by more than 30,000 developers, in this article we provide a large-scale analysis of the relation between size and productivity of software development teams. Our findings confirm the negative relation between team size and productivity previously suggested by empirical software engineering research, thus providing quantitative evidence for the presence of a strong Ringelmann effect. Using fine-grained data on the association between developers and source code files, we investigate possible explanations for the observed relations between team size and productivity. In particular, we take a network perspective on developer-code associations in software development teams and show that the magnitude of the decrease in productivity is likely to be related to the growth dynamics of co-editing networks which can be interpreted as a first-order approximation of coordination requirements.     

Enabling knowledge diversity to benefit cross-functional project teams: Joint roles of knowledge leadership and transactive memory system

Team members’ knowledge diversity has a “double-edged sword” nature within cross-functional project teams (CFPTs), showing an inconsistent relationship with team performance. For realizing this diversity’s potential benefits, leadership is usually an essential enabler. However, little is known about how knowledge leadership achieves this. This study proposed that knowledge leadership moderates the effect of knowledge diversity on team performance through a transactive memory system (TMS). By empirically testing survey data from 96 CFPTs, we found that knowledge leadership enables a positive linkage of knowledge diversity-CFPT performance by successively breaking down barriers to communication and cooperation in TMS development and functioning.     

Cultural diversity and information and communication technology impacts on global virtual teams: An exploratory study

Modern organizations face many significant challenges because of turbulent environments and a competitive global economy. Among these challenges are the use of information and communication technology (ICT), a multicultural workforce, and organizational designs that involve global virtual teams. Ad hoc teams create both opportunities and challenges for organizations and many organizations are trying to understand how the virtual environment affects team effectiveness. Our exploratory study focused on the effects of cultural diversity and ICT on team effectiveness. Interviews with 41 team members from nine countries employed by a Fortune 500 corporation were analyzed. Results suggested that cultural diversity had a positive influence on decision-making and a negative influence on communication. ICT mitigated the negative impact on intercultural communication and supported the positive impact on decision-making. Effective technologies for intercultural communication included e-mail, teleconferencing combined with e-Meetings, and team rooms. Cultural diversity influenced selection of the communication media.     

Tools used in Global Software Engineering: A systematic mapping review

ContextThis systematic mapping review is set in a Global Software Engineering (GSE) context, characterized by a highly distributed environment in which project team members work separately in different countries. This geographic separation creates specific challenges associated with global communication, coordination and control.ObjectiveThe main goal of this study is to discover all the available communication and coordination tools that can support highly distributed teams, how these tools have been applied in GSE, and then to describe and classify the tools to allow both practitioners and researchers involved in GSE to make use of the available tool support in GSE.MethodWe performed a systematic mapping review through a search for studies that answered our research question, “Which software tools (commercial, free or research based) are available to support Global Software Engineering?” Applying a range of related search terms to key electronic databases, selected journals, and conferences and workshops enabled us to extract relevant papers. We then used a data extraction template to classify, extract and record important information about the GSD tools from each paper. This information was synthesized and presented as a general map of types of GSD tools, the tool’s main features and how each tool was validated in practice.ResultsThe main result is a list of 132 tools, which, according to the literature, have been, or are intended to be, used in global software projects. The classification of these tools includes lists of features for communication, coordination and control as well as how the tool has been validated in practice. We found that out the total of 132, the majority of tools were developed at research centers, and only a small percentage of tools (18.9%) are reported as having been tested outside the initial context in which they were developed.ConclusionThe most common features in the GSE tools included in this study are: team activity and social awareness, support for informal communication, Support for Distributed Knowledge Management and Interoperability with other tools. Finally, there is the need for an evaluation of these tools to verify their external validity, or usefulness in a wider global environment.     

Effects of task complexity on individual creativity through knowledge interaction: A comparison of temporary and permanent teams

Using the interactionist’s perspective of creativity, this paper proposes a new research model of creativity manifestation to explore how factors affecting individual creativity depend on team characteristics. We investigated the antecedents of creativity in the literature—task complexity, team member exchange, and knowledge sharing—and then examined the relationships and differences between temporary and permanent teams. To maximize practical implications, we studied two team types like project task force (PTF) and research and development (R&D) teams in the Information and Communication Technology (ICT) industry in Korea, where strong creativity is required for team performance. PTF teams operate with a clear mission to be completed on a deadline, while R&D teams create scientific enhancements for existing products. The proposed structural model was tested empirically with cross-sectional data from 289 professionals from the two team types. Results indicated that, in the case of PTF teams, task complexity had an indirect relationship with individual complexity through knowledge interaction among team members, while for R&D teams, task complexity was directly associated with individual creativity, and indirectly associated with the creativity through team member exchange. Thus, team characteristics must be considered together with task complexity and knowledge interactions in order to achieve team goals more effectively by maximizing each member’s creativity.     

The contingent effects of leadership on team collaboration in virtual teams

Decision-making in virtual teams creates challenges for leaders to structure team processes and provide task support. To help advance our knowledge of leadership in virtual teams, we explore the interaction effects between leadership styles and media richness on task cohesion and cooperative climate, which in turn influence team performance in decision-making tasks. Results from a laboratory study suggest that transactional leadership behaviors improve task cohesion of the team, whereas transformational leadership behaviors improve cooperative climate within the team which, in turn, improves task cohesion. However, these effects of leadership depend on media richness. Specifically, they occur only when media richness is low. Our results also suggest that task cohesion leads to group consensus and members’ satisfaction with the discussion, whereas cooperative climate improves discussion satisfaction and reduces time spent on the task.     

Secure Software Engineering: Learning from the Past to Address Future Challenges

ABSTRACT

This paper provides a taxonomy of secure software systems engineering (SSE) by surveying and organizing relevant SSE research and presents current trends in SSE, on-going challenges, and models for reasoning about threats and vulnerabilities. Several challenging questions related to risk assessment/mitigation (e.g., “what is the likelihood of attack”) as well as practical questions (e.g., “where do vulnerabilities originate” and “how can vulnerabilities be prevented”) are addressed.     

Acquiring and sharing tacit knowledge in software development teams: An empirical study

ContextSharing expert knowledge is a key process in developing software products. Since expert knowledge is mostly tacit, the acquisition and sharing of tacit knowledge along with the development of a transactive memory system (TMS) are significant factors in effective software teams.ObjectiveWe seek to enhance our understanding human factors in the software development process and provide support for the agile approach, particularly in its advocacy of social interaction, by answering two questions: How do software development teams acquire and share tacit knowledge? What roles do tacit knowledge and transactive memory play in successful team performance?MethodA theoretical model describing the process for acquiring and sharing tacit knowledge and development of a TMS through social interaction is presented and a second predictive model addresses the two research questions above. The elements of the predictive model and other demographic variables were incorporated into a larger online survey for software development teams, completed by 46 software SMEs, consisting of 181 individual team members.ResultsOur results show that team tacit knowledge is acquired and shared directly through good quality social interactions and through the development of a TMS with quality of social interaction playing a greater role than transactive memory. Both TMS and team tacit knowledge predict effectiveness but not efficiency in software teams.ConclusionIt is concluded that TMS and team tacit knowledge can differentiate between low- and high-performing teams in terms of effectiveness, where more effective teams have a competitive advantage in developing new products and bringing them to market. As face-to-face social interaction is key, collocated, functionally rich, domain expert teams are advocated rather than distributed teams, though arguably the team manager may be in a separate geographic location provided that there is frequent communication and effective use of issue tracking tools as in agile teams.     

Team building criteria in software projects: A mix-method replicated study

ContextThe internal composition of a work team is an important antecedent of team performance and the criteria used to select team members play an important role in determining team composition. However, there are only a handful of empirical studies about the use of team building criteria in the software industry.ObjectiveThe goal of this article is to identify criteria used in industrial practice to select members of a software project team, and to look for relationships between the use of these criteria and project success. In addition, we expect to contribute with findings about the use of replication in empirical studies involving human factors in software engineering.MethodOur research was based on an iterative mix-method, replication strategy. In the first iteration, we used qualitative research to identify team-building criteria interviewing software project managers from industry. Then, we performed a cross-sectional survey to assess the correlations of the use of these criteria and project success. In the second iteration, we used the results of a systematic mapping study to complement the set of team building criteria. Finally, we performed a replication of the survey research with variations to verify and improve the results.ResultsOur results showed that the consistent use team building criteria correlated significantly with project success, and the criteria related to human factors, such as personality and behavior, presented the strongest correlations. The results of the replication did not reproduce the results of the original survey with respect to the correlations between criteria and success goals. Nevertheless, the variations in the design and the difference in the sample of projects allowed us to conclude that the two results were compatible, increasing our confidence on the existence of the correlations.ConclusionOur findings indicated that carefully selecting team member for software teams is likely to positively influence the projects in which these teams participate. Besides, it seems that the type of development method used can moderate (increase or decrease) this influence. In addition, our study showed that the choice of sampling technique is not straightforward given the many interacting factors affecting this type of investigation.     

Distributing attention across multiple social worlds

Being a member of both local and global teams requires constant distribution and re-distribution of attention, engagement, and intensive communication over synchronous and asynchronous channels with remote and local partners. We explore in this paper the increasing number of social worlds such participants distribute their attention to, how this affects their level of engagement and attention, and how the workspace, collaboration technologies, and interaction modes afford and constrain the communicative events. The use of information and collaboration technologies (ICT) shapes and reshapes work spaces, processes, and social interactions among team members, and team members reshape ICT and the way it is used. We use as a testbed the AEC Global Teamwork course established at Stanford in 1993 in collaboration with universities worldwide and provide examples from two sites—Stanford PBL Lab, California USA and Chalmers University, Goteborg Sweden. We used temporal analysis and qualitative methods of inquiry in order to study participants’ attention, how they used the site and the means, i.e., their social and material resources, to accomplish their interaction needs, and how they engaged throughout project reviews.     

The effect of governance on global software development: An empirical research in transactive memory systems

ContextThe way global software development (GSD) activities are managed impacts knowledge transactions between team members. The first is captured in governance decisions, and the latter in a transactive memory system (TMS), a shared cognitive system for encoding, storing and retrieving knowledge between members of a group.ObjectiveWe seek to identify how different governance decisions (such as business strategy, team configuration, task allocation) affect the structure of transactive memory systems as well as the processes developed within those systems.MethodWe use both a quantitative and a qualitative approach. We collect quantitative data through an online survey to identify transactive memory systems. We analyze transactive memory structures using social network analysis techniques and we build a latent variable model to measure transactive memory processes. We further support and triangulate our results by means of interviews, which also help us examine the GSD governance modes of the participating projects. We analyze governance modes, as set of decisions based on three aspects; business strategy, team structure and composition, and task allocation.ResultsOur results suggest that different governance decisions have a different impact on transactive memory systems. Offshore insourcing as a business strategy, for instance, creates tightly-connected clusters, which in turn leads to better developed transactive memory processes. We also find that within the composition and structure of GSD teams, there are boundary spanners (formal or informal) who have a better overview of the network’s activities and become central members within their network. An interesting mapping between task allocation and the composition of the network core suggests that the way tasks are allocated among distributed teams is an indicator of where expertise resides.ConclusionWe present an analytical method to examine GSD governance decisions and their effect on transactive memory systems. Our method can be used from both practitioners and researchers as a “cause and effect” tool for improving collaboration of global software teams.     

The development of a tool to predict team performance

The paper describes the development of a tool to predict quantitatively the success of a team when executing a process. The tool was developed for the UK defence industry, though it may be useful in other domains. It is expected to be used by systems engineers in initial stages of systems design, when concepts are still fluid, including the structure of the team(s) which are expected to be operators within the system. It enables answers to be calculated for questions such as “What happens if I reduce team size?” and “Can I reduce the qualifications necessary to execute this process and still achieve the required level of success?”.The tool has undergone verification and validation; it predicts fairly well and shows promise. An unexpected finding is that the tool creates a good a priori argument for significant attention to Human Factors Integration in systems projects. The simulations show that if a systems project takes full account of human factors integration (selection, training, process design, interaction design, culture, etc.) then the likelihood of team success will be in excess of 0.95. As the project derogates from this state, the likelihood of team success will drop as low as 0.05. If the team has good internal communications and good individuals in key roles, the likelihood of success rises towards 0.25. Even with a team comprising the best individuals, p(success) will not be greater than 0.35.It is hoped that these results will be useful for human factors professionals involved in systems design.     

Interpretative case studies on agile team productivity and management

ContextThe management of software development productivity is a key issue in software organizations, where the major drivers are lower cost and shorter time-to-market. Agile methods, including Extreme Programming and Scrum, have evolved as “light” approaches that simplify the software development process, potentially leading to increased team productivity. However, little empirical research has examined which factors do have an impact on productivity and in what way, when using agile methods.ObjectiveOur objective is to provide a better understanding of the factors and mediators that impact agile team productivity.MethodWe have conducted a multiple-case study for 6 months in three large Brazilian companies that have been using agile methods for over 2 years. We have focused on the main productivity factors perceived by team members through interviews, documentation from retrospectives, and non-participant observation.ResultsWe developed a novel conceptual framework, using thematic analysis to understand the possible mechanisms behind such productivity factors. Agile team management was found to be the most influential factor in achieving agile team productivity. At the intra-team level, the main productivity factors were team design (structure and work allocation) and member turnover. At the inter-team level, the main productivity factors were how well teams could be effectively coordinated by proper interfaces and other dependencies and avoiding delays in providing promised software to dependent teams.ConclusionTeams should be aware of the influence and magnitude of turnover, which has been shown negative for agile team productivity. Team design choices remain an important factor impacting team productivity, even more pronounced on agile teams that rely on teamwork and people factors. The intra-team coordination processes must be adjusted to enable productive work by considering priorities and pace between teams. Finally, the revised conceptual framework for agile team productivity supports further tests through confirmatory studies.     

Flexibilizing and Customizing Education using Inverted Classroom Model

ABSTRACT

Traditional academic teaching can be transformed and enhanced by the use of information and communication technologies (ICT) implemented in suitable didactical frameworks. The “inverted” or “flipped” classroom model can create diverse learning opportunities for heterogenic learning needs. Within a multicase study approach the research on two teaching projects at two German higher education institutions was conducted that provided an insight into students’ opinions toward the inverted classroom model.     

The impact of global dispersion on coordination,team performance and software quality – A systematic literature review

ContextGlobal software development (GSD) contains different context setting dimensions, which are essential for effective teamwork and success of projects. Although considerable research effort has been made in this area, as yet, no agreement has been reached about the impact of these dispersion dimensions on team coordination and project outcomes.ObjectiveThis paper summarizes empirical evidence on the impact of global dispersion dimensions on coordination, team performance and project outcomes.MethodWe performed a systematic literature review of 46 publications from 25 journals and 19 conference and workshop proceedings, which were published between 2001 and 2013. Thematic analysis was used to identify global dimensions and their measures. Vote counting was used to decide on the impact trends of dispersion dimensions on team performance and software quality.ResultsGlobal dispersion dimensions are consistently conceptualized, but quantified in many different ways. Different dispersion dimensions are associated with a distinct set of coordination challenges. Overall, geographical dispersion tends to have a negative impact on team performance and software quality. Temporal dispersion tends to have a negative impact on software quality, but its impact on team performance is inconsistent and can be explained by type of performance.ConclusionFor researchers, we reveal several opportunities for future research, such as coordination challenges in inter-organizational software projects, impact of processes and practices mismatches on project outcomes, evolution of coordination needs and mechanism over time and impact of dispersion dimensions on open source project outcomes. For practitioners, they should consider the tradeoff between cost and benefits while dispersing tasks, alignment impact of dispersion dimensions with individual and organizational objectives, coordination mechanisms as situational approaches and collocation of development activities of high quality demand components in GSD projects.     

Investigating the Prevalence and Performance Correlates of Vertical Versus Shared Leadership in Emergent Software Development Teams

ABSTRACT

In this multi-disciplinary study involving 44 software development projects, we investigate how leadership types—vertical versus shared—impact team performance. The results of the study show that while vertical leadership was found to have a higher positive impact on team efficiency, shared leadership was found to have a higher positive impact on team innovation, and a balanced shared and vertical leadership was found to optimally impact team effectiveness.     

Tension between perceived collocation and actual geographic distribution in project teams

This paper describes an exploratory comparative study of knowledge workers and their challenges in high tech global project teams. More specifically we focus on the tension between perceived collocation and actual geographical distributed project work as a function of: (1) the demand to distribute and shift attention in multi-teaming, (2) virtuality i.e. number of virtual teams participants engage in, (3) the continuous adjustment and re-adjustment to new places they perform their activity, and (4) the collaboration technologies they use. We present the methodology for data collection that included semi-structured interviews, surveys, and on site shadowing of the project participants, and discuss the findings from the data analysis. The study is based on the bricks-bits-interaction framework. It is at the intersection of the design of physical spaces, i.e., bricks; rich digital information and collaboration technology (ICT) content, mobile devices and network infrastructures, i.e., bits, and emergent work practices, process, and new ways people behave in communicative events using the affordances of ICT augmented physical, virtual spaces and digital content, i.e., interaction.     

A statistical analysis of the effects of Scrum and Kanban on software development projects

Traditionally, software development processes have relied on the use of the “Waterfall” and “Vee” models. Later, Agile methodologies were used to handle the challenges of managing complex projects during the development phase. Agile methodologies are a group of incremental and iterative methods that are more effective, and have been used in project management. Kanban and Scrum are two powerful Agile project management approaches in software development. The objective of Scrum and Kanban is achieved by optimizing the development process by identifying the tasks, managing time more effectively, and setting-up teams. A review of the literature reveals that there is a lack of statistical evidence to conclude which methodology is more effective in dealing with the traditional project management factors of budget handling, risk control, quality of the project, available resources, having clear project scope, and schedule handling. This research statistically compares the effectiveness of the Scrum and Kanban methods in terms of their effects on the project management factors for software development projects. Numerical analysis is performed based on survey responses from those with experience in the Scrum and Kanban methods. Results suggest that both Scrum and Kanban lead to the development of successful projects, and that the Kanban method can be better than the Scrum method in terms of managing project schedule.