Putting Agile Teamwork to the Test – An Preliminary Instrument for Empirically Assessing and Improving Agile Software Development

Moe, Nils Brede; Dingsøyr, Torgeir; Røyrvik, Emil A.

doi:10.1007/978-3-642-01853-4_14

Cited by 33 publications

(29 citation statements)

References 22 publications

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“…Karhatsu et al [10] also elucidated the importance of communication and collaboration in supporting five characteristics of agile software development described by Moe et al [8]. Communication and collaboration gives assurance to management that autonomy given to self-organizing team is properly put to use.…”

Section: B Self-organizing Teams In Software Developmentmentioning

confidence: 99%

“…Based on research in an industry setting Moe et al [8] identified five important characteristics of agile software development to be: autonomy, team orientation, shared leadership, redundancy, and learning. Autonomy is the authority or the level of freedom that a self-organizing team can have in planning activities, resources and processes.…”

Section: B Self-organizing Teams In Software Developmentmentioning

confidence: 99%

“…Autonomy is the authority or the level of freedom that a self-organizing team can have in planning activities, resources and processes. In their work Moe et al [8] detailed on the how self-organizing team can be autonomous with reference to "the rest of the organization -external autonomy; internal organization of the work in the group -internal autonomy; and finally how free individuals are to organize their work -individual autonomy". Team orientation is the point where individual and team goals have to attain a judicious trade-off.…”

Section: B Self-organizing Teams In Software Developmentmentioning

confidence: 99%

“…Basing work of Moe et al [8], Karhatsu et al [10] carried out a literature survey to proposed a research framework to build self-organizing software development teams by adding a sixth crucial characteristic of agile software development teams-communication & collaboration. Karhatsu et al [10] also elucidated the importance of communication and collaboration in supporting five characteristics of agile software development described by Moe et al [8].…”

Section: B Self-organizing Teams In Software Developmentmentioning

confidence: 99%

See 3 more Smart Citations

Value of bottom-up team formation for complex adaptive business systems

Prasad

Vasanth

2014

2014 IEEE International Systems Conference Proceedings

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Workplace teams in software service organizations need to be adaptive to address the needs of complex business systems. Typically teams are formed top-down and go through stages -storm, form and norm before they perform. As knowledge societies move from 'command and control' mode to that of 'connect and communicate', building effective teams is a formidable challenge that needs great focus and attention. Several scholars in the fields of psychology and organizational behavior have acknowledged the role of Shared Mental Models in team learning and effectiveness. We used Shared Mental Model construct to study the relevance and contribution of bottom-up self-organization to agile software development teams.We found that self-organization develops task and team related shared mental models. Task related shared mental model fostered characteristics that are crucial to agile software development teams and team related shared mental models facilitated members to carry out roles needed for the functioning of agile software development teams.

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Section: B Self-organizing Teams In Software Developmentmentioning

confidence: 99%

Section: B Self-organizing Teams In Software Developmentmentioning

confidence: 99%

Section: B Self-organizing Teams In Software Developmentmentioning

confidence: 99%

Section: B Self-organizing Teams In Software Developmentmentioning

confidence: 99%

See 2 more Smart Citations

Value of bottom-up team formation for complex adaptive business systems

Prasad

Vasanth

2014

2014 IEEE International Systems Conference Proceedings

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“…Brede Moe et al [54] propose the use of a team radar for supporting agile development teams in discussing and identifying how to improve on their teamwork. The team radar visualises 5 qualitatively measured factors derived from an empirically based theory on teamwork challenges, namely shared leadership, team orientation, redundancy, learning and autonomy.…”

Section: Using Measurements For Group Reflectionmentioning

confidence: 99%

The role of distances in requirements communication: a case study

Bjarnason

Sharp

2015

Requirements Eng

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Requirements communication plays a vital role in development projects in coordinating the customers, the business roles and the software engineers. Communication gaps represent a significant source of project failures and overruns. For example, misunderstood or uncommunicated requirements can lead to software that does not meet the customers' requirements, and subsequent low number of sales or additional cost required to redo the implementation. We propose that requirements engineering (RE) distance measures are useful for locating gaps in requirements communication and for improving on development practice. In this paper, we present a case study of one software development project to evaluate this proposition. Thirteen RE distances were measured including geographical and cognitive distances between project members, and semantic distances between requirements and testing artefacts. The findings confirm that RE distances impact requirements communication and project coordination. Furthermore, the concept of distances was found to enable constructive group reflection on communication gaps and improvements to development practices. The insights reported in this paper can provide practitioners with an increased awareness of distances and their impact. Furthermore, the results provide a stepping stone for further research into RE distances and methods for improving on software development processes and practices.

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Teamwork quality in technology‐driven product teams in large‐scale agile organizations

Poth

Kottke

Mahr

et al. 2021

J Software Evolu Process

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The maturity of teams is related to the specific solutions they are building and maintaining. Every team needs generic skills and capabilities for successful teamwork. However, depending on the used technology, particular skills and qualifications are required to form a mature team to handle the solution‐related products and services adequately. Especially in agile organizations, autonomous teams have the responsibility for their solutions and their team development. To foster transparency and structured team development, the Technical Team Maturity (TTM) approach is presented. The TTM approach shapes and models specific technologies, for example, cloud technology demands about team skills and capabilities to form a reliable delivery team. The approach is divided into a technology‐specific profile and an evaluation model to support active usage in teams. The profile focuses on abstract and generic technology aspects. The evaluation model validates against the profile with a state‐of‐the‐art focus about the technology application to determine the maturity. The different maturity levels are mapped to belts—as a gamification aspect to foster continuous improvement in the teams with this benchmark. TTM is evaluated in the enterprise context of Volkswagen AG and Volkswagen Financial Services AG. It provides insights into the effectiveness of this approach in heterogeneous multiteam settings and its strengths, weaknesses, and limitations.

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Putting Agile Teamwork to the Test – An Preliminary Instrument for Empirically Assessing and Improving Agile Software Development

Cited by 33 publications

References 22 publications

Value of bottom-up team formation for complex adaptive business systems

Value of bottom-up team formation for complex adaptive business systems

The role of distances in requirements communication: a case study

Teamwork quality in technology‐driven product teams in large‐scale agile organizations

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