Large-scale software development requires coordination within and between very large engineering teams which may be located in different buildings, on different company campuses, and in different time zones. From a survey answered by 775 Microsoft software engineers, we learned how work was coordinated within and between teams and how engineers felt about their success at these tasks. The respondents revealed that the most common objects of coordination are schedules and features, not code or interfaces, and that more communication and personal contact worked better to make interactions between teams go more smoothly.

Abstract:Computational modeling is a powerful method for building theory. However, to construct a computational model, researchers need to operationalize their cognitive or verbal theory into the specific terms demanded by the simulation's language. This requires the researcher to make a series of reasonable assumptions to fill unanticipated "specificity gaps." The problem is that many other reasonable assumptions could also have been made, and many of those resulting models would also match the conceptual theory. This is the problem of equifinality. We demonstrate the power and the dangers of computational modeling by building a simulation of a classic small group study. The results demonstrate that reasonable assumptions and equifinality are straightforward (but o en overlooked) problems at the core of genuinely useful methodology. We o er recommendations and hope to open a dialog on other perspectives and solutions.

How effective are the socio-technical interactions in developing new products?

New product development (NPD) projects are characterised by task ambiguity, whereby the set of tasks necessary for project completion and the relationships between tasks are initially unknown and only emerge as the development process unfolds. This paper uses interview data from NPD project managers in a large telecom firm to examine the influence of product requirements ambiguity on NPD task structures. The findings are used to propose a taxonomy outlining four generic patterns by which NPD task structures change during the product development process as a result of requirements ambiguity-task expansion, contraction, substitution and combination. The results also highlight in general terms the role of communication, coordination, knowledge and problem solving as distributed NPD project teams struggle to resolve ambiguity. Knowledge of how NPD project task structures evolve can lead to improved strategies for managing projects with ambiguous requirements. Two general types of strategies are suggested, decomposition of project tasks to minimize interdependence between tasks and the flexible adaptation of NPD task structures as new forms of task interdependence are recognised during the development process.

Research on power suggests asymmetric task dependence (sending work resources to a coworker and receiving little in return) should create a power imbalance and promote selfishness. In contrast, work design theory suggests asymmetry can lead to felt responsibility, but this link has not been tested and its theory remains underdeveloped. Drawing on self-determination theory (SDT), this article argues that work design characteristics can encourage the SDT internalization process-the transformation of external reasons for behavior into internal reasons. Two experiments demonstrate asymmetry encourages felt responsibility for the dependent's task, which helps explain the amount of help provided to the dependent. The author proposes felt responsibility indicates the extent to which an external task has been internalized as a self-directed motivation. This article clarifies how task dependence is different from power and develops an important and understudied aspect of SDT: how work design characteristics are transformed into internalized motivations. (PsycINFO Database Record