Teamwork quality and project success in software development: A survey of agile development teams

Lindsjørn, Yngve; Sjøberg, Dag I. K.; Dingsøyr, Torgeir; Bergersen, Gunnar R.; Dybå, Tore

doi:10.1016/j.jss.2016.09.028

Cited by 256 publications

(255 citation statements)

References 36 publications

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“…We collected data from 31 teams in small projects and 33 teams in two large projects. The data from the small projects was also used in a previously published study [2]. This data set also includes 11 teams in one large project used in this study.…”

Section: Methodsmentioning

confidence: 99%

“…Originally aimed at development in small teams, agile methods are now used also in large software projects [6]. Teamwork is central in agile development [2,3]. There are a growing number of studies on large-scale agile development that focus on topics such as how product owners are involved in development and how to achieve inter-team coordination [6,7].…”

Section: Introductionmentioning

confidence: 99%

“…The Teamwork Quality (TWQ) constructs of this paper are based on Hoegl and Gemuenden [8], and also used in Lindsjørn et al [2]. The six subconstructs of communication, coordination, balance of member contribution, mutual support, effort, and cohesion cover performance-relevant measures of internal interaction in teams.…”

Section: Introductionmentioning

confidence: 99%

“…A more detailed description of the team performance concept is given in [2,9]. This paper reports a study on the extent to which the effect of teamwork quality on team performance is moderated by the size of development projects.…”

Section: Introductionmentioning

confidence: 99%

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Teamwork Quality and Team Performance: Exploring Differences Between Small and Large Agile Projects

Lindsjørn

Bergersen

Dingsøyr

et al. 2018

Lecture Notes in Business Information Processing

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Abstract. Agile principles were originally developed for small projects but are now widely used in larger projects with hundreds of developers. Teamwork quality is essential in any development work, but how does teamwork quality differ in small and large agile projects? We report from an explorative survey with 64 agile teams and 320 team members and team leaders, from 31 teams in small projects and 33 teams in large projects. For small projects, teamwork quality was considered by both team members and team leaders to primarily affect product quality. For large projects, the effect of teamwork quality on product quality was positive when it was rated by team members but was negative when rated by team leaders. At a finer granularity, the six dimensions of teamwork quality that we investigated affected team performance differently in small and large projects. These findings question to what extent findings from previous studies on teamwork in agile development in small projects apply to large projects.

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Section: Methodsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Teamwork Quality and Team Performance: Exploring Differences Between Small and Large Agile Projects

Lindsjørn

Bergersen

Dingsøyr

et al. 2018

Lecture Notes in Business Information Processing

Self Cite

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“…Şelale modelindeki hiyerarşik yapı ve formel iletişim, takım içi uyumu olumsuz etkilerken çevik yöntemlerde genellikle aynı fiziksel alanda bulunan takım elemanları arasındaki etkileşim ile daha yüksek bir uyum yakalanır. [51] Bu sebeplerle ekip çalışması bakımından çevik yöntemler şelale modeline göre daha kaliteli bir yaklaşım ortaya koyar ve ekip çalışmasının önemli olduğu projeler için çevik yöntemler daha uygundur. (Product) Nitelikler: Yazılımdan beklenen nitelikler, yazılımın uygulama alanına göre değişiklik gösterir.…”

Section: Proje Elemanları (Project Members)unclassified

Yazılım Proje Yönetimi: Şelale Modeli ve Çevik Yöntemlerin Karşılaştırılması

Gencer¹,

Kayacan²

2017

Bilişim Teknolojileri Dergisi

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Özet-Günümüzde yazılım, günlük eğlencemizden en karmaşık iş süreçlerine kadar hayatımızın her alanında yerini almış ve etkileri hissedilen bir olgudur. Şirketler, iş süreçlerinin yönetimi için etkin yazılım sistemlerine ihtiyaç duyarlar ve bu sistemleri bilgi sistem departmanları vasıtasıyla üretir ya da yazılım şirketlerinden tedarik ederler. Her iki durumda da yazılımın üretilmesi bir dizi mühendislik ve proje yönetim sürecini gerektirir. Bu süreçlerin metodoloji seçiminde, üretilecek yazılımın büyüklüğü, karmaşıklığı ve kullanım maksadı gibi karakteristik özellikleri, yazılımı üretecek organizasyon ve proje ekibinin yapısı ve kullanılabilecek kaynaklar önem arz eder. Bu çalışmada, şelale modeli ile çevik yöntemler arasında, proje yönetimi ve kontrolü, müşteriler, organizasyon yapısı, proje elemanları, ürün, gereksinimler, kaynaklar ve risk yönetimi açısından ortaya çıkan durumlar temel alınarak bir karşılaştırma ortaya konulmakta ve yazılım proje yönetimi metodolojisi seçimi konusunda önerilerde bulunulmaktadır. Abstract-In our time, software is a fact, the influence of which is strongly felt and has attained its place in our lives from daily entertainment to the most complex business processes. Corporations need efficient software systems in order to manage their business processes and they either produce these systems through the agency of their information systems departments or procure from software companies. In both situations, the production of software requires a series of engineering and project management processes. In selection of methodology for these processes, the characteristics of software such as size, complexity and purpose of use, the structure of the project team and organization which are to produce the software and available sources are important. In this study, a comparison of waterfall model and agile methodologies based on situations about Project Management and Control, Customers, Organizational Structure, Project Members, Product Requirements, Sources and Risk Management is presented and propsals about selecting a methodology for software project management are submitted.

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Group maturity, team efficiency, and team effectiveness in software development: A case study in a CMMI‐DEV Level 5 organization

Ramírez‐Mora

Oktaba

Pérez

2019

J Software Evolu Process

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Group aspects are essential to the success of software projects; however, almost no research regarding group maturity in CMMI‐DEV Level 5 organizations has been conducted. The objective of this work is to investigate group maturity and its relationship to the efficiency and effectiveness of Agile Software Development teams in a CMMI‐DEV Level 5 organization. A case study was conducted, and three data collection methods were used: a validated questionnaire was given to nine agile software teams (59 people) to measure specific aspects of group maturity, team efficiency, and team effectiveness; the effort to develop Use Case Points and a group rate (related to productivity and salary) were collected to investigate team efficiency, and focus group sessions and semi‐structured interviews were conducted with project managers and team leaders to explore group issues in software development. Aspects of group maturity were correlated with team effectiveness and team efficiency measures. Communication was found to be strongly correlated with team effectiveness and group rate, and conformity and the clarity of roles and goals were found to be strongly correlated with team efficiency. The results suggest that group maturity has a positive influence on software teams in CMMI‐DEV Level 5 organizations.

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Teamwork quality and project success in software development: A survey of agile development teams

Cited by 256 publications

References 36 publications

Teamwork Quality and Team Performance: Exploring Differences Between Small and Large Agile Projects

Teamwork Quality and Team Performance: Exploring Differences Between Small and Large Agile Projects

Yazılım Proje Yönetimi: Şelale Modeli ve Çevik Yöntemlerin Karşılaştırılması

Group maturity, team efficiency, and team effectiveness in software development: A case study in a CMMI‐DEV Level 5 organization

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