The XP Customer Team: A Grounded Theory

Martín, Àngela; Biddle, Robert; Noble, James

doi:10.1109/agile.2009.70

Cited by 34 publications

(39 citation statements)

References 13 publications

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“…Three XP customer functions have been identified that address collaboration within teams: geek interpreter, political advisor and technical liaison (Martin et al, 2009b). A geek interpreter improves communication between technical team members and the business.…”

Section: Discussionmentioning

confidence: 99%

“…Technical liaison coordinates with other related projects and technical specialist groups residing within the organisation. The three collaboration functions exist alongside four direction setting roles: negotiator, diplomat, supersecretary and customer coach (Martin et al, 2009b). The negotiator gains agreement from stakeholders on a single vision for the software under development.…”

Section: Discussionmentioning

confidence: 99%

“…A set of XP customer practices have been identified by investigating 66 practitioner participants involved in 11 projects of varying sizes (Martin et al, 2009a). The concept of an XP customer team is identified; with groups of practices that include collaboration guides, direction setting and skill specialists (Martin et al, 2009b).…”

Section: Product Ownershipmentioning

confidence: 99%

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How product owner teams scale agile methods to large distributed enterprises

Bass

2014

Empir Software Eng

113

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Software development teams in large scale offshore enterprise development programmes are often under intense pressure to deliver high quality software within challenging time contraints. Project failures can attract adverse publicity and damage corporate reputations. Agile methods have been advocated to reduce project risks, improving both productivity and product quality. This article uses practitioner descriptions of agile method tailoring to explore large scale offshore enterprise development programmes with a focus on product owner role tailoring, where the product owner identifies and prioritises customer requirements. In globalised projects, the product owner must reconcile competing business interests, whilst generating and then prioritising large numbers of requirements for numerous development teams. The study comprises eight international companies, based in London, Bangalore and Delhi. Interviews with 46 practitioners were conducted between February 2010 and May 2012. Grounded theory was used to identify that product owners form into teams. The main contribution of this research is to describe the nine product owner team functions identified: groom, prioritiser, release master, technical architect, governor, communicator, traveller, intermediary and risk assessor. These product owner functions arbitrate between conflicting customer requirements, approve release schedules, disseminate architectural design decisions, provide technical governance and propogate information across teams. The functions identified in this research are mapped to a scrum of scrums process, and a taxonomy of the functions shows how focusing on either decision-making or information dissemination in each helps to tailor agile methods to large scale offshore enterprise development programmes.Keywords agile software development · scrum · large scale offshore enterprise development programmes · product owner · product owner teams · grounded theory.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

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How product owner teams scale agile methods to large distributed enterprises

Bass

2014

Empir Software Eng

113

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“…GT was originally developed by Barney G. Glaser and Anslem L. Strauss [32]. GT is successfully being used to study the social nature of Agile teams [25,40,47,58,69]. We chose GT as our research method for two main reasons.…”

Section: Methodsmentioning

confidence: 99%

Understanding lack of trust in distributed agile teams: a grounded theory study

Dorairaj

Noble

Malik

2012

16th International Conference on Evaluation &Amp; Assessment in Software Engineering (EASE 2012)

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Background: Trust fuels team performance and contributes to build an effective and cohesive team. The self-organizing and collaborative nature of Agile teams increases the importance of trust in software development teams. Trust is, however, affected in distributed teams. Aim: Through a Grounded Theory study we investigate the impact of trust in distributed Agile teams. Method: We interviewed 45 Agile practitioners from 28 different software companies in the USA, India and Australia, over a period of 3 years, using semi-structured open-ended questions. Results: In this paper, we present the reasons for lack of trust and its adverse effects in distributed Agile teams that emerged from the analysis, using the causal-consequences theoretical model. Conclusion: Understanding the causes and consequences of lack of trust can develop awareness of the importance of trust in distributed teams and pave ways for effectively building trust in project-oriented contexts.

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“…Secondly, GT allows researchers to study social interactions and the behaviour of people in the context of solving problems, and Agile methods focus on people and their interactions in software development teams [16]. Notably, GT is increasingly being used successfully to study the social nature of Agile teams [29,30,31,32,33].…”

Section: Grounded Theorymentioning

confidence: 99%

Understanding Team Dynamics in Distributed Agile Software Development

Dorairaj

Noble

Malik

2012

Lecture Notes in Business Information Processing

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Team dynamics are patterns of interaction among team members that determine the performance of the team. Success of Agile software development depends on team interaction. Team interactions are, however, affected in distributed teams. We conducted a Grounded Theory study to investigate team interaction in distributed Agile teams involving 40 Agile practitioners from 24 different software companies in the USA, Western Europe, Australia and India. We present six eminent strategies that promote team interaction in distributed Agile teams.

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The XP Customer Team: A Grounded Theory

Cited by 34 publications

References 13 publications

How product owner teams scale agile methods to large distributed enterprises

How product owner teams scale agile methods to large distributed enterprises

Understanding lack of trust in distributed agile teams: a grounded theory study

Understanding Team Dynamics in Distributed Agile Software Development

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