A qualitative study of the determinants of self-managing team effectiveness in a scrum team

Monteiro, Cleviton V. F.; Silva, Fábio Q. B. da; Santos, Isabella R.M. dos; Farias, Felipe; Cardozo, Elisa S.F.; Leitão, André R.G. do A.; Neto, Dacio N.M.; Filho, Miguel J.A. Pernambuco

doi:10.1145/1984642.1984646

Cited by 11 publications

(8 citation statements)

References 23 publications

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“…"; and (3) "what impediments that prevent your progress have you encountered or created for others?" Scrum teams are self-organising, since team members collaborate in order to develop work estimates, and can select user stories for implementation within the current sprint (Cohn, 2009;Hoda et al, 2010Hoda et al, , 2012Moe et al, 2010;Monteiro et al, 2011). Scrum emphasises incremental software development using a 'feature' team structure (Schwaber and Beedle, 2001).…”

Section: Agile Methodsmentioning

confidence: 99%

How product owner teams scale agile methods to large distributed enterprises

Bass

2014

Empir Software Eng

113

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Software development teams in large scale offshore enterprise development programmes are often under intense pressure to deliver high quality software within challenging time contraints. Project failures can attract adverse publicity and damage corporate reputations. Agile methods have been advocated to reduce project risks, improving both productivity and product quality. This article uses practitioner descriptions of agile method tailoring to explore large scale offshore enterprise development programmes with a focus on product owner role tailoring, where the product owner identifies and prioritises customer requirements. In globalised projects, the product owner must reconcile competing business interests, whilst generating and then prioritising large numbers of requirements for numerous development teams. The study comprises eight international companies, based in London, Bangalore and Delhi. Interviews with 46 practitioners were conducted between February 2010 and May 2012. Grounded theory was used to identify that product owners form into teams. The main contribution of this research is to describe the nine product owner team functions identified: groom, prioritiser, release master, technical architect, governor, communicator, traveller, intermediary and risk assessor. These product owner functions arbitrate between conflicting customer requirements, approve release schedules, disseminate architectural design decisions, provide technical governance and propogate information across teams. The functions identified in this research are mapped to a scrum of scrums process, and a taxonomy of the functions shows how focusing on either decision-making or information dissemination in each helps to tailor agile methods to large scale offshore enterprise development programmes.Keywords agile software development · scrum · large scale offshore enterprise development programmes · product owner · product owner teams · grounded theory.

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Section: Agile Methodsmentioning

confidence: 99%

How product owner teams scale agile methods to large distributed enterprises

Bass

2014

Empir Software Eng

113

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“…Here, the team members manage their own workload, shift work among themselves based on need and best fit and participate in team decision-making (Highsmith, 2009). Agile development involves intensive teamwork and high task interdependence, and as the role of the project manager shrinks, developers become more empowered to make decisions (Cao and Ramesh, 2007), and show commitment (Monteiro et al , 2011). It proposes minimal explicit control over the team members; else, the teams will become followers of orders rather than taking initiatives in solving problems (Yaggahavita, 2011).…”

Section: Literature Reviewmentioning

confidence: 99%

“…The success of the team relies heavily on his/her ability to balance the expectations of these two entities. The scrum team is given significant authority, autonomy and responsibility for many aspects of its work, such as planning, scheduling, assigning tasks to members and making decisions to deliver the product (Monteiro et al , 2011). A scrum master’s role is not to be confused with that of a team leader (as the teams in agile are self-organizing).…”

Section: Introductionmentioning

confidence: 99%

A leadership framework for distributed self-organized scrum teams

Srivastava

Jain

2017

TPM

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Purpose Scrum, an agile software development method, has gained major interest among software development organizations. The scrum master should be well equipped with specific leadership traits and exhibit leadership behavior to effectively manage his/her team. However, in a distributed team, which is spread across geographies, having scrum master to lead the project team at each location is not viable. Therefore, every member in the team is expected to have the capability to become one. This paper aims to explore the leadership mechanisms desired for effective functioning of distributed self-organized scrum team members, leading to project success and overall customer satisfaction. Design/methodology/approach A qualitative research methodology with an open-ended questionnaire is followed by semi-structured in-depth interviews. The unit of analysis is a scrum master. Findings The qualitative findings unearth the kind of leadership mechanisms required for scrum masters and the team members in a self-organizing scrum team, leading to their project success and customer satisfaction. It includes a set of leadership approaches and behaviors explicitly related to the role of scrum masters. Both inductive and deductive approaches are used to develop a leadership framework applicable for distributed self-organized scrum teams. Research limitations/implications The proposed framework can be empirically tested with a large number of teams and more software organizations. Practical implications Organizations can use these identified specific leadership approaches and behaviors as parameters for identifying and selecting the potential scrum masters. They can be further trained on them to be an effective scrum master. Originality/value There is scant literature on the leadership mechanisms necessary for distributed scrum teams and their impact on project performance. This paper addresses this gap.

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“…Hoda [54]. Poppendieck explained the role of leaders and coaches in helping and supporting team members and believed that their role is more important than the role of the managers in this regard [55].…”

Section: Accelerating Changementioning

confidence: 99%