Subgroups in Agile and Traditional IT Project Teams

Pflügler, Christoph; Wiesche, Manuel; Krcmar, Helmut

doi:10.24251/hicss.2018.683

Cited by 8 publications

(4 citation statements)

References 48 publications

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“…Therefore, software developers withdrew from interruptions by signaling quiet time or even changed their working habits so they gained quiet time in the early morning or in home-office arrangements. This timeboxing created temporal brackets for work rather than long-term subgroups that affect team coherence and project performance (Carton & Cummings, 2012; Pflügler et al, 2018; Przybilla et al, 2018).…”

Section: Discussionmentioning

confidence: 99%

“…Thereby, agile software development projects increase collaboration with different stakeholders in software development project teams (Kudaravalli et al, 2017; Majchrzak et al, 2005; Pflügler et al, 2018). This collaboration has many benefits for the agile team, as it ensures that customer needs are met (Recker et al, 2017; Rigby et al, 2016; Vidgen & Wang, 2009), it fosters knowledge sharing (Ghobadi & Mathiassen, 2017; Kudaravalli et al, 2017), and it increases employee motivation (Tripp et al, 2016).…”

Section: Introductionmentioning

confidence: 99%

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Interruptions in Agile Software Development Teams

Wiesche

2021

Project Management Journal

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Agile approaches help software development project teams to better meet user needs and ensure flexibility in uncertain environments. But using agile approaches invites changes to the project and increases interactions between team members, which both cause interruptions in the workplace. While interruptions can help in task completion and increase process flexibility, they can also hinder employee productivity. We conducted an exploratory study of four agile software development teams. Our analysis identified (1) programming-related work impediments, (2) interaction-related interruptions, and (3) interruptions imposed by the external environment, which were managed by improved information retrieval and reduced team dependencies.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Interruptions in Agile Software Development Teams

Wiesche

2021

Project Management Journal

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“…[21,22]. Subgroups can form where team members perceive hypothetical divisions, also referred to as 'faultlines', between other members of the project team [23,24]. As stated by Carton and Cummings [21], the co-existence of subgroups creates a notable change to the team dynamic as subgroup members must continuously remain cognizant of subgroup members as well as other subgroups.…”

Section: Literature Reviewmentioning

confidence: 99%

Distributed ISD Team Leadership and the Paradox of Cohesion and Conflict

McCarthy

O’Raghallaigh

Fitzgerald

et al. 2019

Proceedings of the Annual Hawaii International Conference on System Sciences

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Distributed ISD projects are often typified by deepseated differences between team members from diverse organizational and professional backgrounds. Consequently, literature suggests that cohesion is crucial for aligning the efforts of a distributed ISD team; however, a competing body of literature also asserts that conflict is essential for capitalizing on diverse knowledge flows. Team leaders can therefore face a conundrum around how to balance the paradoxical need for both cohesion and conflict. In this paper, we develop a theoretical framework to analyze case study findings from the 'CDSS project', a distributed ISD project undertaken in an Intensive Care Unit (ICU). We find evidence that distributed ISD leaders must adopt a 'paradox mindset', one which embraces both cohesion and conflict. Based on these findings, we also put forward the concept of 'leadership intelligence' which describes the simultaneous enactment of a diverse set of leadership styles for balancing constructive cohesion and conflict.

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“…A failure in the traditional planning cycle might have necessitated another planning cycle to resolve the problem. While annual planning cycles are not unusual in traditional project settings, continuous planning is considered a key prerequisite in the context of agile development and for delivering fast and new software [8,11,12].…”

Section: Introductionmentioning

confidence: 99%

Implementing the Planning Process within DevOps Teams to Achieve Continuous Innovation

Wiedemann¹,

Wiesche²,

Gewald³

et al. 2019

Proceedings of the Annual Hawaii International Conference on System Sciences

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Integrating business capabilities into software development projects is still a major challenge for organizations. New ways of working are appearing in response to react to novel market places. Hence, there are more and more business managers with good IT knowledge; thus, software developers need to understand business processes. Hence, the relationship between software development, operations, and business strategy needs to be enhanced. For collecting customer perspectives in IT projects, new approaches like DevOps and BizDevOps are being used. The customer view can be integrated within software development teams through the planning processes. Our findings show that continuous innovation mechanisms are connected with the planning of customer requirements. We present planning scalability, security, and quality as rich descriptions of continuous innovation. Furthermore, we present core categories of how the customer perspectives can be integrated within a DevOps team and insights on how planning areas influence the continuous innovation mechanisms. 8]. This integration could be achieved through planning processes. Continuous planning is an important topic in recent publications [9]. In the past, planning was often combined in annual financial cycles in traditional software development projects

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Subgroups in Agile and Traditional IT Project Teams

Abstract: Abstract

Cited by 8 publications

References 48 publications

Interruptions in Agile Software Development Teams

Interruptions in Agile Software Development Teams

Distributed ISD Team Leadership and the Paradox of Cohesion and Conflict

Implementing the Planning Process within DevOps Teams to Achieve Continuous Innovation

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