A teamwork model for understanding an agile team: A case study of a Scrum project |
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Authors: | Nils Brede Moe Torgeir Dingsøyr Tore Dybå |
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Affiliation: | 1. Fraunhofer Institute for Experimental Software Engineering IESE, Fraunhofer Platz 1, Kaiserslautern, 67663, Germany;2. University of Applied Sciences and Arts Northwestern Switzerland and University of Zurich, Bahnhofstrasse 6, Windisch, 5210, Switzerland;1. Department of Computing and Systems, Federal University of Campina Grande, Campina Grande, PB, Brazil;2. Federal Institute of Paraiba, Monteiro, PB, Brazil;3. Department of Electrical Engineering, Federal University of Campina Grande, Campina Grande, PB, Brazil;1. Department of Management Systems, Faculty of Computer Science and Management, Wroc?aw University of Science and Technology, Wybrzeze Wyspianskiego 27, 50-370 Wroc?aw, Poland;2. Department of Public Service Buildings and Elementary Design W1/K5, Faculty of Architecture, Wroclaw University of Science and Technology, Wybrzeze Wyspianskiego 27, 50-370 Wroclaw, Poland |
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Abstract: | 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. |
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