scholarly journals Self-Organizing Agile Teams: A Grounded Theory

2021 ◽  
Author(s):  
◽  
Rashina Hoda
Keyword(s):  
Grounded Theory ◽  
Software Development ◽  
Agile Software Development ◽  
Senior Management ◽  
Management Support ◽  
Grounded Theory Research ◽  
Software Development Teams ◽  
Agile Software ◽  
Agile Teams ◽  
Self Organizing

<p>Self-organizing teams are a hallmark of Agile software development, directly a ecting team e ectiveness and project success. Agile software development, and in particular the Scrum method, emphasizes self-organizing teams but does not provide clear guidelines on how teams should become and remain self-organizing. Based on Grounded Theory research involving 58 Agile prac- titioners from 23 di erent software organizations in New Zealand and In- dia, this thesis presents a grounded theory of self-organizing Agile teams. The theory of self-organizing Agile teams explains how software development teams take on informal, implicit, transient, and spontaneous roles and per- form balanced practices while facing critical environmental factors, in order to become self-organizing. The roles are: Mentor, Co-ordinator, Translator, Champion, Promoter, and Terminator. The practices involve balancing free- dom and responsibility, cross-functionality and specialization, and continuous learning and iteration pressure. The factors are senior management support and level of customer involvement. This thesis will help teams and their coaches better understand their roles and responsibilities as a self-organizing Agile team. This thesis will also serve to educate senior management and customers about the importance of supporting these teams</p>

scholarly journals Self-Organizing Agile Teams: A Grounded Theory

2021 ◽  
Author(s):  
◽  
Rashina Hoda
Keyword(s):  
Grounded Theory ◽  
Software Development ◽  
Agile Software Development ◽  
Senior Management ◽  
Management Support ◽  
Grounded Theory Research ◽  
Software Development Teams ◽  
Agile Software ◽  
Agile Teams ◽  
Self Organizing

<p>Self-organizing teams are a hallmark of Agile software development, directly a ecting team e ectiveness and project success. Agile software development, and in particular the Scrum method, emphasizes self-organizing teams but does not provide clear guidelines on how teams should become and remain self-organizing. Based on Grounded Theory research involving 58 Agile prac- titioners from 23 di erent software organizations in New Zealand and In- dia, this thesis presents a grounded theory of self-organizing Agile teams. The theory of self-organizing Agile teams explains how software development teams take on informal, implicit, transient, and spontaneous roles and per- form balanced practices while facing critical environmental factors, in order to become self-organizing. The roles are: Mentor, Co-ordinator, Translator, Champion, Promoter, and Terminator. The practices involve balancing free- dom and responsibility, cross-functionality and specialization, and continuous learning and iteration pressure. The factors are senior management support and level of customer involvement. This thesis will help teams and their coaches better understand their roles and responsibilities as a self-organizing Agile team. This thesis will also serve to educate senior management and customers about the importance of supporting these teams</p>

scholarly journals Reconciling agility and architecture: a theory of agile architecture

2021 ◽  
Author(s):  
◽  
Michael Grant Waterman
Keyword(s):  
Software Development ◽  
Agile Software Development ◽  
Architecture Design ◽  
Development Team ◽  
Grounded Theory Research ◽  
Responding To Change ◽  
Agile Software ◽  
Theory Research ◽  
Time Planning ◽  
Agile Teams

<p>The purpose of agile software development is to enable the software development team to respond to change and learn from change so that it can better deliver value to its customer. If an agile software development team spends too much time planning and designing architecture up-front then the delivery of value to the customer is delayed or otherwise compromised, and responding to change can become extremely difficult. Not doing enough architecture design increases exposure to risk and increases the chance of failure. The balance between architecture and agility is not well understood by agile practitioners or researchers.  This thesis is based on grounded theory research involving 44 participants from 36 organisations, all working in agile software development and who are either experienced in architecture design or are closely involved with architecture. The thesis presents a theory that describes how agile software teams design an agile architecture with reduced up-front design and which is able to respond to change, helping teams find a balance between architecture and agility.  The theory describes six forces that affect the agility of the architecture and up-front design, and five strategies that teams use in response to those forces to determine how much effort they put into up-front design. Understanding these forces and strategies helps agile teams to determine how much up-front design is appropriate in their contexts.</p>

scholarly journals Reconciling agility and architecture: a theory of agile architecture

2021 ◽  
Author(s):  
◽  
Michael Grant Waterman
Keyword(s):  
Software Development ◽  
Agile Software Development ◽  
Architecture Design ◽  
Development Team ◽  
Grounded Theory Research ◽  
Responding To Change ◽  
Agile Software ◽  
Theory Research ◽  
Time Planning ◽  
Agile Teams

<p>The purpose of agile software development is to enable the software development team to respond to change and learn from change so that it can better deliver value to its customer. If an agile software development team spends too much time planning and designing architecture up-front then the delivery of value to the customer is delayed or otherwise compromised, and responding to change can become extremely difficult. Not doing enough architecture design increases exposure to risk and increases the chance of failure. The balance between architecture and agility is not well understood by agile practitioners or researchers.  This thesis is based on grounded theory research involving 44 participants from 36 organisations, all working in agile software development and who are either experienced in architecture design or are closely involved with architecture. The thesis presents a theory that describes how agile software teams design an agile architecture with reduced up-front design and which is able to respond to change, helping teams find a balance between architecture and agility.  The theory describes six forces that affect the agility of the architecture and up-front design, and five strategies that teams use in response to those forces to determine how much effort they put into up-front design. Understanding these forces and strategies helps agile teams to determine how much up-front design is appropriate in their contexts.</p>

scholarly journals Agile Self-selecting Teams Foster Expertise Coordination

10.28945/4280 ◽  
2019 ◽  
Vol 14 ◽  
pp. 099-117
Author(s):  
Mawarny M Rejab ◽  
James Noble ◽  
Stuart Marshall
Keyword(s):  
Grounded Theory ◽  
Software Development ◽  
Focal Point ◽  
The Body ◽  
Future Research ◽  
Diverse Range ◽  
Team Members ◽  
Grounded Theory Research ◽  
Agile Software ◽  
Agile Teams

Aim/Purpose: This paper aims to discuss the activities involved in facilitating self-selecting teams for Agile software development projects. This paper also discussed how these activities can influence the successful expertise coordination in Agile teams. Background: Self-selecting teams enable Agile team members to choose teams based on whom they prefer to work with. Good team bonding allows Agile team members to rely on each other in coordinating their expertise resources effectively. This is the focal point where expertise coordination is needed in Agile teams. Methodology: This study employed Grounded Theory by interviewing 48 Agile practitioners from different software organizations mainly based in New Zealand. This study also carried out several sessions of observations and document analysis in conjunction with interviews. Contribution: This study contributes to the body of knowledge by identifying the way self-selecting teams support expertise coordination. Findings: Our findings indicated that the activities involved tend to influence the successful expertise coordination in Agile teams. Self-selecting teams are essential to supporting expertise coordination by increasing inter-dependencies between Agile team members, ensuring a diverse range of knowledge and skills in teams. Recommendations for Practitioners: The self-selecting team activities can be used as a guideline for Agile software organizations in forming self-selecting teams in the fastest and most efficient way. It is vital for management to facilitate the process of self-selecting teams in order to optimize successful expertise coordination. Recommendation for Researchers: There is potential for further Grounded Theory research to explore more activities and strategies involved in self-selecting teams. Impact on Society: Self-selecting teams in Agile software developments projects tend to boost the productivity of software development. Future Research: Several hypotheses can be tested through a deductive approach in future studies.

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