Perceived barriers to effective knowledge sharing in agile software teams

Abstract

While the literature offers several frameworks that explain barriers to knowledge sharing within software development teams, little is known about differences in how team members perceive these barriers. Based on an in‐depth multi‐case study of four software projects, we investigate how project managers, developers, testers and user representatives think about barriers to effective knowledge sharing in agile development. Adapting comparative causal mapping, we constructed causal maps for each of the four roles and identified overlap and divergence in map constructs and causal linkages. The results indicate that despite certain similarities, the four roles differ in how they perceive and emphasize knowledge‐sharing barriers. The project managers put primary emphasis on project setting barriers, while the primary concern of developers, testers and user representatives were project communication, project organization and team capabilities barriers, respectively. Integrating the four causal maps and the agile literature, we propose a conceptual framework with seven types of knowledge‐sharing barriers and 37 specific barriers. We argue that to bridge communication gaps and create shared understanding in software teams, it is critical to take the revealed concerns of different roles into account. We conclude by discussing our findings in relation to knowledge sharing in agile teams and software teams more generally.

Adaptive Framework to Manage Multiple Teams Using Agile Methodologies

“…Ghobadi and Mathiassen [13] describe the observed obstacles to sharing knowledge effectively in agile teams. Four case studies are conducted to conclude the results.…”

Risks to Effective Knowledge Sharing in Agile Software Teams: A Model for Assessing and Mitigating Risks

“…There is, however, limited knowledge and no comprehensive approach on how agile development teams can manage knowledge sharing risks (Ghobadi & Mathiassen, 2015). Traditionally, risk management approaches are used to identify and assess software development risks , Mcfarlan, 1981.…”

“…For example, scrum requires user representatives, product owners, developers and managers to engage in iterative cycles, address development challenges, and explore product opportunities (Nerur & Balijepally, 2007, Carmel et al, 2010, Chakraborty & Sarker, 2010. Several barriers may, however, pose risks to effective knowledge sharing in agile development (Ghobadi & Mathiassen, 2015). Some examples include diverse working and discipline-related backgrounds among team members (Corvera Charaf et al, 2012), different time zones and physical distance between team members (Conboy et al, 2010, Dorairaj et al, 2012, Gupta & Bajwa, 2012, and insufficient planning and documentation (Karlsen et al, 2011, Conboy & Morgan, 2011.…”

“…Inevitable knowledge sharing barriers prompt calls to pay closer attention to understanding the risks they pose to software practices and in turn to develop strategies that help mitigate those risks. Although the extant literature recognizes these barriers (Ghobadi & Mathiassen, 2015), there is limited knowledge and no comprehensive approach on how agile development teams can manage these risks.…”

“…In addressing the research question, we rely on a grounded theory approach (Glaser & Strauss, 1977). Specifically, we complement empirical data collected from four agile projects with (i) key findings within the agile literature (Conboy et al, 2010, Vidgen & Wang, 2009, McAvoy et al, 2012, Ramesh et al, 2010, Conboy & Morgan, 2011, Ghobadi & Mathiassen, 2015, and (ii) insights from risk management research (Davis, 1982, Persson et al, 2009, Iversen et al, 2004. The result is an empirically-grounded and theoretically-informed model for assessing and mitigating risks to effective knowledge sharing in agile development.…”