Challenges and Trends of Agile

Rapidly increasing of requirements of business pushed researchers to define new approaches and methodologies to meet marketing needs. Agile methodology has been created and replaced the traditional-driven development methods that focus on soliciting, documenting a complete set of requirements, and take a long time comparing to market change. On the other hand, customers need to be closer to the development process and collaborate with team development. Despite agile advantages, introducing new tools, coordination, and collaboration concepts, some challenges still need to be discussed and improved. These challenges relate to achieve balanced IT service development process in the organization. As a result, new trends have been created to facilitate new changes in software development. This chapter will study agile methodologies and different challenges with suggested solutions generated from agile philosophy itself.

A Qualitative Exploration of School Nurse Continuing Education Needs

Continuing education (CE) can help school nurses achieve the unique competencies required for the challenges of an academic health setting. A comprehensive understanding of school nurse learning needs is necessary to guide CE development. The purpose of this study was to describe school nurse perceptions of their learning needs according to the Framework for 21st Century School Nursing Practice ™. The researchers analyzed data from 24 interviews with practicing school nurses using descriptive coding to identify perceived learning needs. Learning needs relevant to all areas of the framework were identified, with clinical judgment and team development emerging as priority areas for CE. These results illuminate school nurse perceptions of their own learning needs and can help guide the development of meaningful CE opportunities.

Rolling Out Behavioral Recovery Outreach (BRO) Teams: Perspectives From an Inaugural Partner Site

The Sioux Falls VA Community Living Center (CLC) is a partner site for the Behavioral Recovery Outreach (BRO) Team dissemination. This CLC is home to over 55 Veterans requiring a variety of specialty needs such as dementia care, short-term rehabilitation, respite, hospice, and/or psychosocial needs. Many of the Veterans followed by the BRO Team on the CLC experienced frequent rehospitalizations and difficult placement in the community due to behavioral concerns. Local leadership encouraged participation in the BRO Team dissemination due to the growing need in this VA system to open access to dementia and mental health care, successfully discharge Veterans to appropriate community settings, and reduce unnecessary rehospitalizations. This presentation will discuss BRO Team development, including several factors facilitating successful BRO Team implementation (e.g., leadership support, community outreach approaches, staff partner buy-in), and identify barriers impacting successful implementation with a case example to illustrate strategies to overcome such barriers.

Unpacking the Role of Feedback in Virtual Team Effectiveness

Feedback is a cornerstone of human development. Not surprisingly, it plays a vital role in team development. However, the literature examining the specific role of feedback in virtual team effectiveness remains scattered. To improve our understanding of feedback in virtual teams, we identified 59 studies that examine how different feedback characteristics (content, source, and level) impact virtual team effectiveness. Our findings suggest that virtual teams benefit particularly from feedback that (a) combines performance-related information with information on team processes and/or psychological states, (b) stems from an objective source, and (c) targets the team as a whole. By integrating the existing knowledge, we point researchers in the direction of the most pressing research needs, as well as the practices that are most likely to pay off when designing feedback interventions in virtual teams.

Identifying the development stages of virtual teams – An application of social network analysis

PurposeThe purpose of this study is to explore some quantitative indicators from the social network analysis, observe the variations of these indicators over time and determine whether these indicators fit into the traditional team development stages model or theory. The primary focus is on the perspective of social interaction rather than the suitability of the indicator, i.e. the authors will not determine the optimal indicators nor compare the performance of different indicators. This study aims to propose a quantitative method to identify the development stages of virtual teams.Design/methodology/approachTwo phases were designed in this study. The first phase was a simple study to prove the preliminary ideas and explore which quantitative indicators would be suitable for analysis. In total, 16 undergraduates were randomly assigned to two virtual teams. They were required to complete an information system (IS) project through virtual teamwork and use information and communications technologies (ICTs) to communicate with each other. After proving the preliminary ideas, the authors collected communication data of the 30 virtual teams working on IS projects in the second phase. The total duration of this process was two months.FindingsThe findings practically identified three stages, which were found to be consistent with that of the previous qualitative studies. In the initial (inclusion) stage, intensity had an upward trend. In the second (control) stage, centralization had an upward trend. In the final (affection) stage, intensity and density had upward trends and centralization had a downward trend. Both density and centralization also became smooth in this final stage. The conclusion can serve as a basis for further studies in virtual team development.Originality/valueA successful virtual team will help industries to reduce their costs and increase performance and benefits. The findings will help industries quickly and objectively identify which stage they are at. This quantified approach will provide managers and leaders with a simple, useful way to highlight the needs for managing different aspects of team behavior at each stage of development. After establishing this approach, managers and leaders will be able to make plans to improve existing processes, set priorities, provide suitable principles and guidelines, etc., and eventually improve virtual team performance.

Developing Teams in a Virtual Environment: A Generative Approach

At the beginning of 2020, the operations of the Finance Hub of the Americas (FHoA) at pharmaceutical company GlaxoSmithKline (GSK) were suddenly forced to shift entirely from face-to-face to remote work. To handle this challenge, an FHoA team started a team development process aimed at strengthening teamwork in virtual environments. The intervention was grounded in the principles of generative leadership and dialogic organization development. Through a scholar-practitioner collaboration that focused on identifying the drivers of the successful transition to remote work, we build a three-step process of team development using the metaphor of organic growth: (1) sowing, (2) nurturing, and (3) flourishing. Using GSK's example, we illustrate how this process became a simple but powerful strategy to help teams thrive in a virtual environment. The core of the process uses generative questions to configure a structured but adaptable process that can be easily implemented in different contexts and situations.

SYSTEMATIC SUPPORT FOR THE DEVELOPMENT OF THE PEDAGOGICAL TEAM OF THE COLLEGE

The article states that in order to create a competitive educational institution, management needs to use team management technologies. The research considers the issue of creating systematic support for pedagogical teams, namely assessment and analysis of a number of factors influencing the successful work of the pedagogical team and the formation of systematic support for team development using retrospective techniques and team adjustments. According to the results of the research, which is based on the Michigan model of leadership, the existing difficulties in the functioning of college teams were analyzed. The survey identified that at this stage of development, not all members of the college staff teams have a clear understanding of the overall goal (86.9 %) and the impact of teamwork on the overall result (78.2 %). Their unequal contribution to achieving the goal was also noted (73.9 %). The survey indicates that not all teams have a combination of skills at the highest level, and team members who have certain skills are not always interested in helping colleagues (82.6 %). Teams are quite high spirited and motivated even in difficult periods (82.6 %), the teams hold constructive discussions about misunderstandings and problems, regularly find new opportunities to find information and solve complex problems, appreciate the achievements of colleagues (86.9 %). Thus, it turned out that team leaders motivate not all team members to successfully implement projects (78.2 %), but provide management and prompt feedback, consult with team members to remove obstacles and difficulties in the work and ensure team progress (86.9 %). Given the identified weak spots of the pedagogical teams of the college and the factors influencing their work, systematic support, which consists in the formation of psychological security, constant analysis of team development and retrospectives, swell as models of adjustment for team development to improve their efficiency were created.

Outcomes of Team-Centered, Occupational Adaptation-Based Versus Traditional Dementia Workforce Training

Background. Dementia workforce training aligned with Occupational Adaptation (OA) theory may facilitate teams resolving challenges in the care environment more than traditional skills-based (SB) training, although comparisons are needed. Purpose. This pilot study compared effectiveness of an OA and SB program on relative mastery and team development for dementia care teams at a continuing care retirement community. Method. In a quasi-experimental study, employees underwent nine sessions in an OA or SB program. Relative Mastery Measurement Scale and Team Development Measure results were collected pre-, mid-, post-intervention. A 3 × 2 ANOVA determined differences in group score changes across time. Findings. Data from 28 employees (14/group) showed group-by-time interaction reached statistical significance for both relative mastery ( F = 3.17, df = 2, p = .05) and team development ( F = 8.38, df = 2, p = .001). Implications. OA-based training may improve dementia care teams’ collaborative mastery over real-world challenges. While preliminary findings inform program developers, further research must explore clinical effectiveness.

The Design and Development of Backend System for a Game Application

This paper is discussed a technical report regarding the backend system and the web application to manage the game and the API that the game client of Dishcover Indonesia will frequently request to a web application is one of the many ways that can be used to manage content that is saved on the backend for a system. An API is also a method. The author, part of a team development for a game, will attempt to provide a solution so that to easily maintain the content of the game and a method for the client to access with them.