摘要 :
Inter-team coordination in large-scale software development can be challenging when relying on agile development methods that emphasize iterative and frequent delivery in autonomous teams. Previous research has introduced the conc...
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Inter-team coordination in large-scale software development can be challenging when relying on agile development methods that emphasize iterative and frequent delivery in autonomous teams. Previous research has introduced the concept of coordination strategies, which refer to a set of coordination mechanisms to manage dependencies. We report on a case study in a large-scale agile development program with 16 development teams. Through interviews, meeting observations, and supplemental document analyses, we explore the challenges to inter-team coordination and how dependencies are managed. We found four coordination strategies: 1) aligning autonomous teams, 2) maintaining overview in the large-scale setting, 3) managing prioritizations, and 4) managing architecture and technical dependencies. This study extends previous research on coordination strategies within teams to the inter-team level. We propose that large-scale organizations can use coordination strategies to understand how they coordinate across teams and manage their unique coordination situation.
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摘要 :
Inter-team coordination in large-scale software development can be challenging when relying on agile development methods that emphasize iterative and frequent delivery in autonomous teams. Previous research has introduced the conc...
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Inter-team coordination in large-scale software development can be challenging when relying on agile development methods that emphasize iterative and frequent delivery in autonomous teams. Previous research has introduced the concept of coordination strategies, which refer to a set of coordination mechanisms to manage dependencies. We report on a case study in a large-scale agile development program with 16 development teams. Through interviews, meeting observations, and supplemental document analyses, we explore the challenges to inter-team coordination and how dependencies are managed. We found four coordination strategies: 1) aligning autonomous teams, 2) maintaining overview in the large-scale setting, 3) managing prioritizations, and 4) managing architecture and technical dependencies. This study extends previous research on coordination strategies within teams to the inter-team level. We propose that large-scale organizations can use coordination strategies to understand how they coordinate across teams and manage their unique coordination situation.
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There has been a recent increase in the use of agile coaches in organizations. Although the use of the job title is popular, empirical knowledge about the tasks, responsibilities and skills of an agile coach is lacking. In this pa...
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There has been a recent increase in the use of agile coaches in organizations. Although the use of the job title is popular, empirical knowledge about the tasks, responsibilities and skills of an agile coach is lacking. In this paper, we present a systematic literature review on agile coaching and the role of the agile coach. The initial search resulted in a total of 209 studies identified on the topic. Based on our inclusion and exclusion criteria, a total of 67 studies were selected as primary studies. Our findings suggest that agile coaching facilitates the adoption and sustainability of agile methods and deals with agile adoption challenges. Agile coaches help in training and developing software development teams and all the stakeholders involved in the agile adoption process. The primary skills of an agile coach identified herein are leadership qualities, project management skills, technical skills, and expertise in agile methods. Based on the findings, it can be argued that agile coaches play a significant role in addressing challenges in an agile transformation such as resistance to change. Coaches focus on removing barriers to team autonomy in agile teams and making agile meetings more valuable.
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摘要 :
There has been a recent increase in the use of agile coaches in organizations. Although the use of the job title is popular, empirical knowledge about the tasks, responsibilities and skills of an agile coach is lacking. In this pa...
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There has been a recent increase in the use of agile coaches in organizations. Although the use of the job title is popular, empirical knowledge about the tasks, responsibilities and skills of an agile coach is lacking. In this paper, we present a systematic literature review on agile coaching and the role of the agile coach. The initial search resulted in a total of 209 studies identified on the topic. Based on our inclusion and exclusion criteria, a total of 67 studies were selected as primary studies. Our findings suggest that agile coaching facilitates the adoption and sustainability of agile methods and deals with agile adoption challenges. Agile coaches help in training and developing software development teams and all the stakeholders involved in the agile adoption process. The primary skills of an agile coach identified herein are leadership qualities, project management skills, technical skills, and expertise in agile methods. Based on the findings, it can be argued that agile coaches play a significant role in addressing challenges in an agile transformation such as resistance to change. Coaches focus on removing barriers to team autonomy in agile teams and making agile meetings more valuable.
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Datafication processes, the ongoing strive for making organizations data-driven, have in recent years entailed data-focused software projects and more interdisciplinary teamwork. Simultaneously as agile product teams have been dir...
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Datafication processes, the ongoing strive for making organizations data-driven, have in recent years entailed data-focused software projects and more interdisciplinary teamwork. Simultaneously as agile product teams have been directed towards increased use of data for software development, stronger data protection regulations such as GDPR have further complexified the software developer role, whose responsibilities and expectations now expand far beyond mere coding. Seeking to develop an understanding of how data-intensive product teams in the public sector maneuver the legal hurdles emerging in the wake of data governance, this paper builds on 19 interviews with members of two agile product teams in the Norwegian organizations NAV and Entur. Our findings indicate that including a legal expert in the team can boost confidence in data handling practices and avoid delays in deliveries, but it requires effort to synchronize and overcome interdisciplinary barriers.
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Along with the increasing popularity of agile software development, software work has become much more social than ever. Contemporary software teams rely on a variety of collaborative practices, such as pair programming, the topic...
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Along with the increasing popularity of agile software development, software work has become much more social than ever. Contemporary software teams rely on a variety of collaborative practices, such as pair programming, the topic of our study. Many agilists advocated the importance of collocation, face-to-face interaction, and physical artefacts incorporated in the shared workspace, which the COVID-19 pandemic made unavailable; most software companies around the world were forced to send their engineers to work from home. As software projects and teams overnight turned into distributed collaborations, we question what happened to the pair programming practice in the work-from-home mode. This paper reports on a longitudinal study of remote pair programming in two companies. We conducted 38 interviews with 30 engineers from Norway, Sweden, and the USA, and used the results of a survey in one of the case companies. Our study is unique as we collected the data longitudinally in April/May 2020, Sep/Oct 2020, and Jan/Feb 2021. We found that pair programming has decreased and some interviewees report not pairing at all for almost a full year. The experiences of those who paired vary from actively co-editing the code by using special tools to more passively co-reading and discussing the code and solutions by sharing the screen. Finally, we found that the interest in and the use of PP over time, since the first months of the forced work from home to early 2021, has admittedly increased, also as a social practice.
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摘要 :
Along with the increasing popularity of agile software development, software work has become much more social than ever. Contemporary software teams rely on a variety of collaborative practices, such as pair programming, the topic...
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Along with the increasing popularity of agile software development, software work has become much more social than ever. Contemporary software teams rely on a variety of collaborative practices, such as pair programming, the topic of our study. Many agilists advocated the importance of collocation, face-to-face interaction, and physical artefacts incorporated in the shared workspace, which the COVID-19 pandemic made unavailable; most software companies around the world were forced to send their engineers to work from home. As software projects and teams overnight turned into distributed collaborations, we question what happened to the pair programming practice in the work-from-home mode. This paper reports on a longitudinal study of remote pair programming in two companies. We conducted 38 interviews with 30 engineers from Norway, Sweden, and the USA, and used the results of a survey in one of the case companies. Our study is unique as we collected the data longitudinally in April/May 2020, Sep/Oct 2020, and Jan/Feb 2021. We found that pair programming has decreased and some interviewees report not pairing at all for almost a full year. The experiences of those who paired vary from actively co-editing the code by using special tools to more passively co-reading and discussing the code and solutions by sharing the screen. Finally, we found that the interest in and the use of PP over time, since the first months of the forced work from home to early 2021, has admittedly increased, also as a social practice.
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In agile software development, a core responsibility of the product owner (PO) is to communicate business needs to the development team. In large-scale agile software development projects, many teams work toward an overall outcome...
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In agile software development, a core responsibility of the product owner (PO) is to communicate business needs to the development team. In large-scale agile software development projects, many teams work toward an overall outcome, but they also need to manage interdependencies and coordinate efficiently. In such settings, POs need to coordinate knowledge about project status and goal attainment both within and across the development teams. Previous research has shown that the PO assumes a wide set of roles. Still, our knowledge about how POs coordinate amongst themselves and with their teams in large-scale agile is limited. In this case study, we explore PO coordination in a large-scale development program through the theoretical lens of Relational Coordination Theory. Our findings suggest that (1) coordination varies depending on the context of each PO, (2) a focus on achieving high-quality communication changes coordination over time, and (3) unscheduled coordination enables of high-quality communication.
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There is a growing interest in making software more accessible for everyone, which is emphasized by the numerous suggestions passed into law in many countries. However, many software organizations that use agile methods postpone o...
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There is a growing interest in making software more accessible for everyone, which is emphasized by the numerous suggestions passed into law in many countries. However, many software organizations that use agile methods postpone or neglect accessibility testing. We aimed to understand how accessibility testing can be better integrated into the daily routine of agile projects by conducting a case study in a Norwegian software company. We investigated three accessibility testing tools: automatic checker, simulation glasses, and a dyslexia simulator. We hosted sessions at which agile project members used the tools while thinking out loud, responded to questionnaires, and were interviewed at the end. Additionally, we observed the project members for 18 workdays. Our results show that all three tools are suitable for agile projects. Especially the automatic checker and simulation glasses worked well in finding accessibility issues and were described as easy to use by the project members. Software organizations should empower their agile project members with low-cost and efficient accessibility testing tools to make their products more accessible for all. Doing this early and often in the development cycle may save the project from potential high costs at a later stage.
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Agile software development is practiced in most software development projects around the world. To explicitly consider and include security requirements as part of agile software development is referred to as 'secure agile'. To in...
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Agile software development is practiced in most software development projects around the world. To explicitly consider and include security requirements as part of agile software development is referred to as 'secure agile'. To include security will naturally require additional time and effort, with potentially reduced agility as a consequence. To maintain agility, it is important to have efficient methods to include security in the development process. In this study, we describe enhancements to Threat Poker, which is a game designed for the software development team to deal with security threats identified during the agile development project. Games can be valuable educational tools for actively engaging students and practitioners alike. An experiment with students indicates that playing Threat Poker increases security awareness and that it is a fun and simple way to discuss identified security threats and how to remove security vulnerabilities during the software development process.
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