Disciplined Teams vs. Agile Teams

2022 ◽  
pp. 40-55
Author(s):  
Antonio Alexandre Moura Costa ◽  
Felipe Barbosa Araújo Ramos ◽  
Dalton Cézane Gomes Valadares ◽  
Danyllo Wagner Albuquerque ◽  
Emanuel Dantas Filho ◽  
...  
Keyword(s):  
Software Development ◽  
Human Resources ◽  
Critical Role ◽  
Software Projects ◽  
Team Members ◽  
Main Motivation ◽  
Development Methodology ◽  
Quality Product ◽  
Different Characteristics ◽  
Agile Teams

Software development has been considered a socio-technical activity over the past decades. Particularly, in the case of software engineering, the necessity to communicate effectively with stakeholders and team members has been progressively emphasized. Human resources play a critical role in the success of software projects. Many techniques, methods, tools, models, and methodologies have been proposed, applied, and improved in order to help and ease the management of the software development process. Regardless of the software development methodology adopted, delivering a quality product in a predictable, efficient, and responsive manner is the objective for every team. Disciplined and Agile teams have different characteristics, but also share common aspects when working to accomplish their goals. The main motivation of this chapter is to present the differences and similarities of both teams in the context of software development.

Disciplined Teams vs. Agile Teams

2021 ◽  
pp. 151-166
Author(s):  
Antonio Alexandre Moura Costa ◽  
Felipe Barbosa Araújo Ramos ◽  
Dalton Cézane Gomes Valadares ◽  
Danyllo Wagner Albuquerque ◽  
Emanuel Dantas Filho ◽  
...  
Keyword(s):  
Software Development ◽  
Human Resources ◽  
Critical Role ◽  
Software Projects ◽  
Team Members ◽  
Main Motivation ◽  
Development Methodology ◽  
Quality Product ◽  
Different Characteristics ◽  
Agile Teams

Software development has been considered a socio-technical activity over the past decades. Particularly, in the case of software engineering, the necessity to communicate effectively with stakeholders and team members has been progressively emphasized. Human resources play a critical role in the success of software projects. Many techniques, methods, tools, models, and methodologies have been proposed, applied, and improved in order to help and ease the management of the software development process. Regardless of the software development methodology adopted, delivering a quality product in a predictable, efficient, and responsive manner is the objective for every team. Disciplined and Agile teams have different characteristics, but also share common aspects when working to accomplish their goals. The main motivation of this chapter is to present the differences and similarities of both teams in the context of software development.

Triggering Specialised Knowledge in the Software Development Process

2022 ◽  
pp. 434-452
Author(s):  
Hanna Dreyer ◽  
Martin George Wynn ◽  
Robin Bown
Keyword(s):  
Software Development ◽  
Human Resources ◽  
Tacit Knowledge ◽  
Human Resources Management ◽  
Project Team ◽  
Theoretical Development ◽  
Ethnographic Case Study ◽  
Team Members ◽  
Verbal Exchanges

Many factors determine the success of software development projects. The exchange and harnessing of specialized knowledge amongst and between the project team members is one of these. To explore this situation, an ethnographic case study of the product-testing phase of a new human resources management system was undertaken. Extempore verbal exchanges occur through the interplay of project team members in weekly meetings, as the software was tested, analyzed, and altered in accordance with the customer's needs. Utilizing tacit knowledge from the project members as well as the group, new tacit knowledge surfaces and spirals, which allows it to build over time. Five extempore triggers surfaced during the research generated through explicit stimuli, allowing project members to share and create new knowledge. The theoretical development places these learning triggers in an interpretive framework, which could add value to other software development and project management contexts.

Comparative Analysis of Social Media Tool Used in Software Projects Deploying Virtual Teams

2017 ◽  
Vol 21 (4) ◽  
pp. 397-409 ◽  
Author(s):  
Debarshi Mukherjee ◽  
Nidhi S. Natrajan
Keyword(s):  
Social Media ◽  
Software Development ◽  
Virtual Teams ◽  
Cost Effective ◽  
Development Projects ◽  
Software Projects ◽  
Team Members ◽  
Collaborative Tools ◽  
Social Media Tools ◽  
User Friendly

The social media tools available at public platform are soon becoming as user friendly and cost effective way of corporate communication. It has become a new way of collaborating among the team members of virtual teams deployed in software development projects. The open culture offered by these platforms helps business in general and software development projects in specific to accelerate growth through innovation, communication and active participation of the employees in their workplace. The study aims at comparing the four social media tools namely Facebook, blog, google plus and enterprise collaborative tools. The tools can be chosen from the long list as per the need of the task in the project.

scholarly journals Establishment of agile teams for software development: review of literature

2018 ◽  
Vol 16 (2) ◽  
pp. 39-54
Author(s):  
Fabiola Sáenz Blanco ◽  
Frederick Gutiérrez Sierra ◽  
Julián Camilo Ramos Rivera
Keyword(s):  
Software Development ◽  
Work Teams ◽  
Software Industry ◽  
Essential Elements ◽  
Review Article ◽  
Review Of Literature ◽  
Journal Articles ◽  
Agile Methodologies ◽  
Development Methodology ◽  
Agile Teams

This review article aims to analyze one of the most important elements in the software industry: the conformation of self-managed work teams and the implementation of a planning, control and development methodology of software project.For that, a literature review was made, researching journal articles, graduation projects and books, among others, to know the software industry generalities worldwide, as well as the situation in Colombia, the conformation of self-managed work teams and the agile methodologies features for planning, executing and controlling development projects. The self-managed teams’ conformation eases communication and knowledge sharing, essential elements inside the software development industry since they allow the generation of an appropriate answer in front of the changes caused by the environment. Supporting on the Scrum development methodology, value for the stakeholders is obtained and a workflow is set, guided to improve project productivity and efficiency.ResumenEl presente artículo de revisión tiene como finalidad analizar uno de los elementos más importantes en la industria de software: La conformación de equipos autogestionados y la implementación de una metodología para la planeación, control y desarrollo de los proyectos de software. Se realizó una revisión bibliográfica en diferentes bases de datos académicas, con el fin de conocer las generalidades y estado de la industria de software, la conformación de equipos autogestionados y las características de las metodologías ágiles de desarrollo. La conformación de equipos autogestionados facilita la comunicación y transmisión de conocimiento, elementos fundamentales dentro de la industria de desarrollo, permitiendo generar una respuesta adecuada frente a los cambios ocasionados por el entorno. Apoyándose en la metodología de desarrollo Scrum, se obtiene valor para los Stakeholders y se establece un flujo de trabajo encaminado a mejorar la productividad y eficiencia del proyecto.ResumoEste artigo é uma revisão e análise de um dos elementos mais importantes da indústria de software: A criação de equipes auto-geridas e implementação de uma metodologia de planejamento, controle e desenvolvimento de projetos de software. Uma revisão da literatura em diferentes bancos de dados acadêmicos foi realizada a fim de conhecer generalidades e estado da indústria de software, a criação de equipamentos de auto-gestão e as características de metodologias ágeis de desenvolvimento. A formação de equipes auto-geridas facilita a comunicação e transmissão de conhecimento, elementos fundamentais dentro da indústria de desenvolvimento, permitindo gerar uma resposta adequada às mudanças causadas pelo ambiente. Com base na metodologia de desenvolvimento Scrum, o valor das partes interessadas é obtido e um fluxo de trabalho projetado para melhorar a produtividade e eficiência do projeto é estabelecida.

Developing a Glossary for Software Projects

2018 ◽  
pp. 7399-7410 ◽  
Author(s):  
Tamer Abdou ◽  
Pankaj Kamthan ◽  
Nazlie Shahmir
Keyword(s):  
Information Technology ◽  
Software Development ◽  
Effective Communication ◽  
Software Project ◽  
Application Domain ◽  
Software Projects ◽  
Development Methodology ◽  
Software Development Methodology

The success of a software project depends intrinsically on effective communication among stakeholders. The purpose of a glossary is to ensure that the knowledge of the domain underlying a software project be communicated properly to all the stakeholders of that project. This chapter provides the context, the rationale, and the means for developing a glossary for software projects. In doing so, it proposes a process for developing a glossary. This process is independent of any particular application domain, software development methodology, and information technology. The approaches for representing and presenting a glossary, for the consumption of humans as well as that of machines, are discussed.

COLLABORATION STRUCTURE AND PERFORMANCE IN NEW SOFTWARE DEVELOPMENT: FINDINGS FROM THE STUDY OF OPEN SOURCE PROJECTS

2010 ◽  
Vol 14 (05) ◽  
pp. 735-758 ◽  
Author(s):  
JORGE A. COLAZO
Keyword(s):  
Software Development ◽  
Product Quality ◽  
Open Source ◽  
New Product Development ◽  
Performance Metrics ◽  
Efficient Frontier ◽  
Software Projects ◽  
Team Members ◽  
New Product Development Teams ◽  
And Performance

The state of software development performance is far from being exemplar, with a success rate well below that of other industries, and understanding how to improve these projects is not only substantive but urgent. Software development is at most times a collaborative effort, yet we do not understand clearly how different collaboration structures associate with development performance metrics. This paper empirically examines the association between collaboration patterns, project productivity and product quality through a field study of working software open source new product development teams, using archival data from electronic sources related to Open Source Software projects. Collaboration structures are measured using Social Network Analysis and in terms of their network density, network centralization and the level of boundary spanning activity of team members. Productivity and quality are measured using "hard", code-based metrics. Results of regression analyses testing relevant hypotheses suggest that project managers need to strongly encourage internal collaboration, but be wary of allowing team members to participate in multiple projects. The breadth of skills within the team is a tactical asset that may increase the efficient frontier in the quality–productivity trade-off. Results also show that centralized structures associate with higher product quality and development productivity.

scholarly journals Expertise Coordination for Agile Software Development Projects

2021 ◽  
Author(s):  
◽  
Mawarny Md. Rejab
Keyword(s):  
Software Development ◽  
Agile Software Development ◽  
Development Projects ◽  
Structured Interviews ◽  
Team Members ◽  
Coordination Strategies ◽  
Management Roles ◽  
Agile Software ◽  
Agile Teams ◽  
Insight Into

<p>Agile software development projects rely on the diversity of team members’ expertise. This expertise, however, is not adequate on its own: it is important to leverage available expertise through expertise coordination. Expertise coordination requires team members to rely on each other for recognizing who has particular expertise, when and where they are needed, and how to access the expertise effectively. Agile teams also need to rely on outside expertise such as user experience designers, architects, and database administrators. This thesis presents a theory of expertise coordination in Agile Software Development projects. We employed semi-structured interviews, observations, and document analysis in a Grounded Theory study involving 48 Agile practitioners and external specialists. This study discovered three main categories of expertise coordination: processes of expertise coordination, strategies of managing external expertise, and management roles in supporting expertise coordination. The theory provides a new insight into how Agile teams coordinate internal and external expertise, how they utilize external specialists and outsourcers’ expertise, and how management can support expertise coordination.</p>

scholarly journals Principles of reforming an agile-compliant performance appraisal

2019 ◽  
Vol 16 (2) ◽  
pp. 1009
Author(s):  
Mawarny Md. Rejab ◽  
Mazni Omar ◽  
Mazida Ahmad ◽  
Syahida Hassan
Keyword(s):  
Software Development ◽  
Performance Appraisal ◽  
Agile Software Development ◽  
Structured Interviews ◽  
Development Environment ◽  
Team Members ◽  
Consistent Manner ◽  
Software Engineers ◽  
Agile Software ◽  
Agile Teams

This paper presents principles of reforming an Agile-compliant performance appraisal. In this study, several semi-structured interviews have been carried out and discovered eight principles for reforming an Agile-compliant performance appraisal for Agile teams. Performance appraisal for software engineers in an Agile software development environment is complex and different from the traditional software development.  Performance appraisal should be aligned to Agile values, principles, and practices, which advocate interactions, collaborations, teamwork, and knowledge transfer among Agile team members. Therefore, a transition to Agile Software Development requires the implementation of Agile-compliant performance appraisal. These principles embark the proper practices and guidance to support management and Agile teams in deriving and implementing an Agile-compliant performance appraisal. Therefore, the emerged principles can be a baseline in generating an Agile-compliant performance appraisal to assess Agile team members in a fair and consistent manner. This indirectly increases motivation amongst team members and tends to produce capable workforce to perform at a higher level.

Developing a Glossary for Software Projects

2019 ◽  
pp. 1358-1372
Author(s):  
Tamer Abdou ◽  
Pankaj Kamthan ◽  
Nazlie Shahmir
Keyword(s):  
Information Technology ◽  
Software Development ◽  
Effective Communication ◽  
Software Project ◽  
Application Domain ◽  
Software Projects ◽  
Development Methodology ◽  
Software Development Methodology

The success of a software project depends intrinsically on effective communication among stakeholders. The purpose of a glossary is to ensure that the knowledge of the domain underlying a software project be communicated properly to all the stakeholders of that project. This chapter provides the context, the rationale, and the means for developing a glossary for software projects. In doing so, it proposes a process for developing a glossary. This process is independent of any particular application domain, software development methodology, and information technology. The approaches for representing and presenting a glossary, for the consumption of humans as well as that of machines, are discussed.

INVESTIGATING THE SYNERGISTIC AND ANTAGONISTIC IMPACTS OF OUTCOME INTERDEPENDENCE, SHARED VISION AND TEAM REFLEXIVITY ON INNOVATION IN SOFTWARE DEVELOPMENT PROJECTS

2018 ◽  
Vol 22 (06) ◽  
pp. 1850050
Author(s):  
ADARSH KUMAR KAKAR
Keyword(s):  
Software Development ◽  
Negative Impact ◽  
Shared Vision ◽  
Goal Achievement ◽  
Software Projects ◽  
Team Members ◽  
Team Innovation ◽  
Key Factor ◽  
Outcome Interdependence ◽  
Agile Software

Reflexivity, the extent to which teams reflect upon and modify their functioning, is widely considered a key factor for engendering team innovation. In this study, we propose that reflexivity is a necessary but not a sufficient condition for team innovation. Outcome interdependence, defined as the extent to which team members perceive that attainment of goals by their colleagues will facilitate their own goal achievement, and shared team vision, will moderate the effect of team reflexivity on team innovation. An empirical study with 332 team members of 34 software projects reveals that as predicted high outcome interdependence and shared team vision magnified the positive impacts of team reflexivity on team innovation. However, an increase in team reflexivity at low outcome interdependence and shared team vision had a negative impact on team innovation. Further, in general, agile software teams consistently demonstrated higher outcome interdependence and team reflexivity and thereby higher team innovation compared to teams adopting plan-driven methods of software development.

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