No abstract

Scrum, the most popular agile method and project management framework, is widely reported to be used, adapted, misused, and abused in practice. However, not much is known about how Scrum actually works in practice, and critically, where, when, how and why it diverges from Scrum by the book. Through a Grounded Theory study involving semi-structured interviews of 45 participants from 30 companies and observations of five teams, we present our findings on how Scrum works in practice as compared to how it is presented in its formative books. We identify significant variations in these practices such as work breakdown, estimation, prioritization, assignment, the associated roles and artefacts, and discuss the underlying rationales driving the variations. Critically, we claim that not all variations are process misuse/abuse and propose a nuanced classification approach to understanding variations as standard, necessary, contextual, and clear deviations for successful Scrum use and adaptation.

Self-assignment, a self-directed method of task allocation in which teams and individuals assign and choose work for themselves, is considered one of the hallmark practices of empowered, self-organizing agile teams. Despite all the benefits it promises, agile software teams do not practice it as regularly as other agile practices such as iteration planning and daily stand-ups, indicating that it is likely not an easy and straighforward practice. There has been very little empirical research on self-assignment. This Grounded Theory study explores how self-assignment works in agile projects. We collected data through interviews with 42 participants representing 28 agile teams from 23 software companies and supplemented these interviews with observations. Based on rigorous application of Grounded Theory analysis procedures such as open, axial, and selective coding, we present a comprehensive grounded theory of making self-assignment work that explains the (a) context and (b) causal conditions that give rise to the need for self-assignment, (c) a set of facilitating conditions that mediate how self-assignment may be enabled, (d) a set of constraining conditions that mediate how self-assignment may be constrained and which are overcome by a set of (e) strategies applied by agile teams, which in turn result in (f) a set of consequences, all in an attempt to make the central phenomenon, self-assignment, work. The findings of this study will help agile practitioners and companies understand different aspects of self-assignment and practice it with confidence regularly as a valuable practice. Additionally, it will help teams already practicing self-assignment to apply strategies to overcome the challenges they face on an everyday basis.

Urinary tract infection (UTI) and community-acquired pneumonia (CAP) are the most common infections treated in hospitals. UTI and CAP are also commonly overdiagnosed, resulting in unnecessary antibiotic use and diagnostic delays. While much is known individually about overdiagnosis of UTI and CAP, it is not known whether hospitals with higher overdiagnosis of one also have higher overdiagnosis of the other. Correlation of overdiagnosis of these two conditions may indicate underlying hospital-level contributors, which in turn may represent targets for intervention. To evaluate the association of overdiagnosis of UTI and CAP, we first determined the proportion of hospitalised patients treated for CAP or UTI at 46 hospitals in Michigan who were overdiagnosed according to national guideline definitions. Then, we used Pearson’s correlation coefficient to compare hospital proportions of overdiagnosis of CAP and UTI. Finally, we assessed for ‘diagnostic momentum’ (ie, accepting a previous diagnosis without sufficient scepticism) by determining how often overdiagnosed patients remained on antibiotics on day 3 of hospitalisation. We included 14 085 patients treated for CAP (11.4% were overdiagnosed) and 10 398 patients treated for UTI (27.8% were overdiagnosed) across 46 hospitals. Within hospitals, the proportion of patients overdiagnosed with UTI was moderately correlated with the proportion of patients overdiagnosed with CAP (r=0.53, p<0.001). Over 80% (81.8% (n=952/1164) of UTI; 89.9% (n=796/885) of CAP) of overdiagnosed patients started on antibiotics by an emergency medicine clinician remained on antibiotics on day 3 of hospitalisation. In conclusion, we found overdiagnosis of UTI and CAP to be correlated at the hospital level. Reducing overdiagnosis of these two common infections may benefit from systematic interventions.

Abstract. Task allocation is considered an important activity in software project management. However, the process of allocating tasks in agile software development teams has not received much attention in empirical research. Through a pilot study involving mixed open-ended and closed-ended interviews questions with 11 agile software practitioners working within a software development organization in India, we explain the process of task allocation as including three different mechanisms of workflow across teams: team-independent, teamdependent, and hybrid workflow; and five types of task allocation strategies: manager-driven, team-driven, individual-driven, manager-assisted and teamassisted. Knowing these workflow mechanisms and task allocation strategies will help software teams and project managers make more effective decisions around workflow and task allocation.