An onboarding model for integrating newcomers into agile project teams

Gregory, Peggy; Strode, Diane E.; Sharp, Helen; Barroca, Leonor

doi:10.1016/j.infsof.2021.106792

Cited by 19 publications

(20 citation statements)

References 41 publications

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“…Social and/or psychological effects of team stability Chiocchio et al, 17 Ji and Yan, 47 Rico et al, 48 Rejab et al, 49 Prikladnicki et al, 50 Britto et al 51 Supporting structures and task matching Lee et al, 52 Taylor, 53 Grass et al, 54 Dusenberry et al 55 Team coordination, formation and onboarding Berntzen et al, 56 Britto et al, 51 Ancona and Caldwell, 42 Prikladnicki et al, 50 Gregory et al, 57 Garnier et al, 58 Gregory et al, 59 Buchan et al 60 Impact of stability on team outcomes Zhou et al, 16 Chiocchio et al, 17 Ça glayan et al, 61 Cavalcante et al, 62 Rejab et al, 49 Fang, 63 Dayan and Benedetto, 64 Prikladnicki et al, 50 Ancona and Caldwell, 42 Crowder and Friess, 65 Sosa and Danilovic 66 Impact of composition and roles on team outcomes…”

Section: Theme Sourcesmentioning

confidence: 99%

“…They also identify multiple activities and principles that support onboarding of newcomers to a team, 59 which suggests that teaming should be considered an organizational capability in its own right and that it is a process that may be either fast or slow depending on how actively it is supported. This view is further strengthened by the finding that a variety of onboarding techniques are used in practice, but that they vary in effectiveness 60 and that the right composition-not just in terms of skills, but of matching personalities-is important to team performance 67 and that the most prominent risks to outcomes stem from lack of expertise and unclear roles in the team.…”

Section: Theme Sourcesmentioning

confidence: 99%

“…In studying challenges to team onboarding, Gregory et al 57 find that the majority of challenges are related to onboarding developers—particularly junior ones—who are unfamiliar with Agile approaches and need to adjust to the mindset of Agile principles, rather than any disturbance of the team dynamics as such (in a similar vein, adding new members who lack the appropriate skills will not improve team performance 58 ). They also identify multiple activities and principles that support onboarding of newcomers to a team, 59 which suggests that teaming should be considered an organizational capability in its own right and that it is a process that may be either fast or slow depending on how actively it is supported. This view is further strengthened by the finding that a variety of onboarding techniques are used in practice, but that they vary in effectiveness 60 and that the right composition—not just in terms of skills, but of matching personalities—is important to team performance 67 and that the most prominent risks to outcomes stem from lack of expertise and unclear roles in the team 68 …”

Section: Study Of Related Workmentioning

confidence: 99%

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The dynamic versus the stable team: The unspoken question in large‐scale agile development

Ståhl

2023

J Software Evolu Process

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SummaryThe importance of the team, its internal dynamics, and its performance are widely recognized within the software engineering community. While popular frameworks identify wholeness, stability over time, and smallness as important factors, they offer little guidance on how to form teams that achieve these three characteristics. The objective of this study is to investigate how these team characteristics interact in large‐scale software development contexts, particularly focusing on the impact of stable and dynamic teaming approaches. This was done through a multivocal study of literature, followed by individual semi‐structured interviews with 19 engineers from two companies and validation workshops with an additional two companies from unrelated industry segments. The study results show that the question of stable versus dynamic approaches to forming software engineering teams is largely unaddressed in industry, with stable teams representing a habitual default option. Meanwhile, both stable and dynamic teams clearly have respective strengths and weaknesses, calling for careful consideration of the most suitable approach in any given situation. To support such consideration, this paper presents a model of how team stability, wholeness, and smallness interact. This model is found relevant, accurate, generalizable, and useful by practitioners.

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Section: Theme Sourcesmentioning

confidence: 99%

Section: Theme Sourcesmentioning

confidence: 99%

Section: Study Of Related Workmentioning

confidence: 99%

See 1 more Smart Citation

The dynamic versus the stable team: The unspoken question in large‐scale agile development

Ståhl

2023

J Software Evolu Process

View full text Add to dashboard Cite

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“…This is necessary as the company has implemented a hybrid working style, combining collocated and remote working environments, in response to the COVID-19 pandemic. The baseline model for this study is adapted from the onboarding model proposed by Gregory et al (2022), which provides a framework of categories and activities suitable for this research. Adjustments have been made to the onboarding model to align with the specific conditions at Company XYZ.…”

Section: Introductionmentioning

confidence: 99%

Onboarding Model to Integrate Newcomers into Scrum Team at an Insurance Company

Pramudya Mahardhika,

Budiardjo,

Mahatma

et al. 2024

J. Sistem Inf. (J. Inf. Sys.)

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PT XYZ applies the Scrum framework to meet application’s user demands quickly. The average percentage of IT employee turnover that occurred at PT XYZ from 2020 to 2022 was 14.5%. Every time a company recruits a new employee, the company must help that employee to adapt the Scrum method used for the company's system development process. However, PT XYZ information technology division does not yet have a specific onboarding method to help new employees adapt to the implementation of Scrum effectively without disrupting the ongoing sprint. Qualitative methods are used in the case study to collect data from a hybrid working Scrum team through interviews. The interview data was analyzed thematically with a determined model from an existing onboarding theory. Onboarding practices and adjustments are described and delivered consisting of onboarding activities, newcomer adjustments, and workplace adjustments. A combination of general and specific onboarding practices related to agile helps the successful onboarding of new members to a Scrum team. A practical guide is also described to improve successful onboarding practices into Scrum teams.

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“…For IT professionals,[1] technology is an inherent part of their work life. A significant part of their work consists of the complex process of software development that demands a high level of technical proficiency and diligence (Gregory et al , 2022). To improve their work performance, IT professionals must exhibit positive orientation toward their work (Sarker et al , 2010).…”

Section: Introductionmentioning

confidence: 99%

Impact of individual perceptions of technology on turnover intention among IT professionals

Tomer

Sharma²

2022

JSIT

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Purpose The purpose of this study is to explore the dimensions of technology on which information technology (IT) professionals assess and evaluate a given technology. The authors believe that these dimensions influence their career outcomes and hold the potential to explain the intent to leave among IT professionals. Design/methodology/approach This study hypothesizes that the likelihood of a given technology being assessed favorably depends on various technology features perceived by IT professionals. These features influence their career prospects, thus influencing work outcomes like turnover intention. This study uses a survey-based quantitative technique to test the proposed research model. Data has been recorded from 312 IT professionals working in different service-based IT firms. Findings The findings of this study indicate that the technology IT professionals work with impacts their work and career-related outcomes. IT professionals evaluate and understand technology to assess the favorability of these technologies. Individual preferences to work with a specific technology are driven by that technology's possible influence on career outcomes such as the availability of job opportunities. Research limitations/implications This study proposes that assigned technology influences career outcomes among IT professionals and has a potential to explain their turnover intentions. The authors have found that technologies fulfilling their career expectations, such as better work opportunities and job security, might be favorable for IT professionals. Unmet expectations with the assigned technology affect the turnover intention among IT professionals. Though this study examines turnover intention as an outcome, future studies can explore the attributes of technology relevant to IT professionals and their impact on other significant consequences such as work exhaustion and job satisfaction. Practical implications With a growing attrition rate and significant demand for skilled IT professionals, the importance of studying their behavior has become essential for both academia and the industry. Despite ample research, there is still a gap between theory and practice. This study on IT professionals proposes that understanding technology and how it is perceived, understood and evaluated by IT professionals might provide significant insights into their work behavior. Originality/value This study contributes to the literature by describing the unexplored phenomenon of the impact of technology assignment on IT professionals' work outcomes. This study is valuable in exploring a new dimension to explain turnover intention.

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An onboarding model for integrating newcomers into agile project teams

Cited by 19 publications

References 41 publications

The dynamic versus the stable team: The unspoken question in large‐scale agile development

The dynamic versus the stable team: The unspoken question in large‐scale agile development

Onboarding Model to Integrate Newcomers into Scrum Team at an Insurance Company

Impact of individual perceptions of technology on turnover intention among IT professionals

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