More Filters. Business, Computer Science. XP Workshops. Finding the sweet spot for organizational control and team autonomy in large-scale agile software development. Engineering, Computer Science. View 1 excerpt, cites background. Agile software development ASD practices are used in a variety of contexts nowadays, transforming not only IT departments but entire organizations. One of the preconditions for ASD to be successful … Expand.
Small Group Research. Self-managing teams are popular but they can only benefit team performance if their members are competent to navigate within self-managing systems. Based on a systematic literature search on … Expand.
Building blocks for self-organizing software development teams a framework model and empirical pilot study. Coaching a Global Agile Virtual Team. Date of Publication: 16 October DOI: Need Help? One scrum- ing, integration, or performance. One developer master, after working on a project for 30 months, from Company A said, explained, We classiied tasks as inished before they We divide tasks among ourselves, and then were completed, and we knew there was still people are responsible for implementing them.
However, in the on two or more projects in parallel. When differ- last sprint one of the developers spoke with ent team goals or needs were in conlict, it threat- Misalignment someone in the market about an issue. The ened at least one of the self-managing teams.
In one important project in Company A, the team had problems losing resources. Eight weeks structure can In companies A and B, the scrum-masters made before the irst major delivery, the scrum-master be counter- many decisions just as they had done before self- was allowed to protect the developers against all management was introduced. This was especially kinds of external requests four days a week.
The productive. In one proj- scrum-master collocated with the team, and even ect Company A already running late, the certiied made team members leave their telephones un- scrum-master said, answered. One developer commented on this situation: I probably inluence what they do. It is dif- icult to keep your mouth shut when you feel The isolation works how it should, but we you have some good recommendations to [the developers] end up in a dilemma. Like give. Not problems.
Then I just need to help if they everyone can be involved in everything, but people are having problems. However, the team seldom which project will not meet its deadlines.
One experienced developer newly hired in Company C Developers in companies A and B ended up told us, doing unscheduled work because parts of the or- ganization expected developers to work even if They usually tell me what to do. I think I no resources were provided. This was part of the possess more knowledge than they realize and company culture.
No one could quantify this un- that I get too simple tasks. Projects usually fought to get the most skilled em- ployees, and the organizations rarely invested in As his fellow team members became aware of his building redundancy.
So, the projects kept losing expertise, they involved him more. Organizational-Level Barriers Organizational Control Implementing self-managed teams is dificult, In Company B, the tool for organizing project tasks if not impossible, if there are critical barriers at also included information the quality department the organizational level. Misalignment between used.
The self-managing team perceived this infor- team structure and organizational structure can mation as unnecessary, representing a form of de- be counterproductive, and attempts to implement tailed control from management, which required self-managed teams can cause frustration for both extra reporting from the project participants.
Such developers and management. In this case, zational control, and specialist culture as the most the quality department could have chosen instead important barriers see Figure 1.
You get stuck in the quagmire. And for every The team did this to cover up losing resources to new project you are on, it gets worse. Covering up such problems is a type of impression management and This resulted in a lack of shared commitment. Fostering self-management must therefore jobs and substitute as needs arise. However, we involve mechanisms that affect all levels. In the project we studied, the chief architect partic- Achieving greater redundancy can reduce this ipated in important decision meetings with man- problem.
A greater focus on redundancy egy. This holdup problem13 threatened the self- at the organizational level. However, we observed managing team. One developer described the that the organizational level saw redundancy as situation: unnecessary and ineficient. Yes No. Keywords Planning Data mining Management agile software development ethnographic studies case study empirical software engineering self-management organizational management and coordination organizational change software process improvement software engineering Planning Data mining Management agile software development ethnographic studies case study empirical software engineering self-management organizational management and coordination organizational change software process improvement software engineering.
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