Understanding Team Dynamics in Distributed Agile Software Development

Dorairaj, Siva; Noble, James; Malik, Petra

doi:10.1007/978-3-642-30350-0_4

Cited by 31 publications

(44 citation statements)

References 31 publications

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“…Using video also helps because you immediately see who is talking and who is going to say something more." Dorairaj et al (2012) also found that distributed teams preferred video conferencing over telephone conferencing in distributed DSMs.…”

Section: P2b: Visualization Of Tasks Positively Affects the Dsm Procementioning

confidence: 91%

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The daily stand-up meeting: A grounded theory study

Stray

Sjøberg

Dybå

2016

Journal of Systems and Software

100

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Context: The daily stand-up meeting is one of the most used agile practices but has rarely been the subject of empirical research. Aim: The present study aims to identify how daily stand-up meetings are conducted and what the attitudes towards them are. Method: A grounded theory study of the daily stand-up meeting was conducted with twelve software teams in three companies in Malaysia, Norway, Poland and the United Kingdom. We interviewed 60 people, observed 79 daily stand-up meetings and collected supplementary data. Results: The factors that contributed the most to a positive attitude towards the daily stand-up meeting were information sharing with the team and the opportunity to discuss and solve problems. The factors that contributed the most to a negative attitude were status reporting to the manager and spending too much time; both the frequency and duration of the meeting were perceived to be too much. Based on our results, we developed a grounded theory of daily stand-up meetings and proposed evidencebased guidelines on how to organize them. Conclusion: Organizations should be aware of the factors that may affect attitude towards daily stand-up meetings and should consider our proposed guidelines to improve the way the meetings are conducted.

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Section: P2b: Visualization Of Tasks Positively Affects the Dsm Procementioning

confidence: 91%

“…McHugh et al (2012) examined how agile practices impact trust and found that DSMs help a team function more cohesively. Dorairaj et al (2012) studied dynamics in distributed teams and found that the practice promotes team interaction and builds a "one team" mindset.…”

Section: Introductionmentioning

confidence: 99%

The daily stand-up meeting: A grounded theory study

Stray

Sjøberg

Dybå

2016

Journal of Systems and Software

100

View full text Add to dashboard Cite

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“…Hence, we formulate related research questions to investigate the impact of trust in distributed teams. In this paper we report the causes and consequences of lack of trust, and in a companion paper [19] we report the techniques for building trust in distributed Agile teams. There is an increasing realisation that understanding the causes and consequences of lack of trust in teams can pave ways for building trust in projectoriented contexts, and subsequently contribute to the success of a distributed Agile project.…”

Section: Discussionmentioning

confidence: 99%

“…We investigated these research questions and presented the findings in different papers [15,16,17,18,19]. In this paper, we investigate the research question described in section 1, which is "What are the causes and consequences of lack of trust in distributed Agile teams?…”

Section: Data Collectionmentioning

confidence: 99%

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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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A systematic review of distributed Agile software engineering

Rizvi

Bagheri

Gašević

2015

J Software Evolu Process

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The combination of Agile methods and distributed software development via remote teams represents an emerging approach to address the challenges such as late feedback, slow project timelines, and high cost, typically associated with software development projects. However, when projects are implemented using an Agile model with distributed human resources, there are a number of challenges that need to be considered and mitigated. The objectives of our work are multifold. First, we would like to understand the reasons and conditions that lead to the adoption of distributed Agile software engineering (DASE) practices. Second, we would like to investigate and find out the most important risks that threaten a DASE approach and what mitigation strategies exist to address them. Finally, we would like to highlight which of the available approaches among the existing Agile methodologies has been successfully adopted by the community. We intend to solidify our findings by exploring the strength of the evidence that has been reported in the literature. We carried out a systematic literature review of DASE techniques and approaches. This systematic literature review found time zone difference, knowledge of resources, lack of infrastructure, missing roles, and responsibilities as being the primary challenges that needed to be addressed. Copyright © 2015 John Wiley & Sons, Ltd.

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Understanding Team Dynamics in Distributed Agile Software Development

Cited by 31 publications

References 31 publications

The daily stand-up meeting: A grounded theory study

The daily stand-up meeting: A grounded theory study

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

A systematic review of distributed Agile software engineering

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