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SUMMARYThis paper is based on the premise that people's behavioural competencies or characteristics of professional conduct influence the effectiveness and efficiency with which they perform a predetermined role in the software process. We propose a capabilities-oriented process model that includes traditional elements of the software process (activities, products, techniques, people and roles) and the original element of this paper (capabilities). With the aim of adding behavioural competencies to the process model, we define the capability-person and capability-role relationships involved in software development. Additionally, we propose two procedures that are based on each of these relationships: a procedure that can be used to determine the capabilities of the members of a development team; and a procedure that can be used to assign people to perform roles depending on their capabilities and the capabilities demanded by the roles. Finally, the person-capabilities-role relationship has been empirically validated. The results yielded by this experiment confirm the hypothesis that assigning people to roles according to their capabilities and the capabilities demanded by the role improves software development.

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This paper describes an empirical study that examined the work climate within software development teams. The question was whether the team climate in software developer teams has any relation to software product quality. We define team climate as the shared perceptions of the team's work procedures and practices. The team climate factors examined were West and Anderson's participative safety, support for innovation, team vision and task orientation. These four factors were measured before the project using the Team Selection Inventory (TSI) test to establish subject climate preferences, as well as during and after the project using the Team Climate Inventory (TCI) test, which establishes the subject's perceptions of the climate. In this quasi-experimental study, data were collected from a sample of 35 three-member developer teams in an academic setting. These teams were formed at random and their members were blind to the quasi-experimental conditions and hypotheses. All teams used an adaptation of extreme programming (XP) to the students' environment to develop the same software system. We found that high team vision preferences and high participative safety perceptions of the team were significantly related to better software. Additionally, the results show that there is a positive relationship between the categorization of better than preferred, as preferred and worse than preferred climate and software quality for two of the teamwork climate factors: participative safety and team vision. So it seems important to track team climate in an organization and team as one (of many) indicators of the quality of the software to be delivered.

Esta es la versión de autor del artículo publicado en: This is an author produced version of a paper published in:Information and Software Technology 57 (2015) We aggregate the results of the three studies through a meta-analysis of correlations. The study was conducted with students.Results: The aggregation of results from the baseline experiment and two replications corroborates the following findings. There is a positive relationship between all four climate factors and satisfaction in software development teams. Teams whose members score highest for the agreeableness personality fac-tor have the highest satisfaction levels. The results unveil a significant positive correlation between the extraversion personality factor and software product quality. High participative safety and task orienta-tion climate perceptions are significantly related to quality. Conclusions: First, more efficient software development teams can be formed heeding personality factors like agreeableness and extraversion. Second, the team climate generated in software development teams should be monitored for team member satisfaction. Finally, aspects like people feeling safe giving their opinions or encouraging team members to work hard at their job can have an impact on software quality. Software project managers can take advantage of these factors to promote developer satisfaction and improve the resulting product.

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