Agile Practices: The Impact on Trust in Software Project Teams

McHugh, Orla; Conboy, Kieran; Lang, Michael

doi:10.1109/ms.2011.118

Cited by 89 publications

(85 citation statements)

References 11 publications

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“…The knowledge on what causes trust to decline, what are the adverse effects of absence of trust and how to build trust in a team, can create an awareness on the importance of trust in software development teams. Several studies particularly investigate the impact of trust in non-Agile teams [5,45,51,54,60], and Agile teams [35,48]. We are only able to discuss selected studies due to space constaints.…”

Section: Discussion and Related Workmentioning

confidence: 99%

“…Agile teams are collaborative and self-organizing in nature [40,64]. The self-organizing nature of Agile teams increases the importance of trust in software development teams [39,48,50]. A member of a team should trust that other members in the team are competent, knowledgeable and willing to collaborate effectively to deliver business values to customers [37,48,53].…”

Section: Introductionmentioning

confidence: 99%

“…The self-organizing nature of Agile teams increases the importance of trust in software development teams [39,48,50]. A member of a team should trust that other members in the team are competent, knowledgeable and willing to collaborate effectively to deliver business values to customers [37,48,53]. Trust among team members is imperative for blending agility with distributed software development projects [53,58].…”

Section: Introductionmentioning

confidence: 99%

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Understanding lack of trust in distributed agile teams: a grounded theory study

Dorairaj

Noble

Malik

2012

16th International Conference on Evaluation &Amp; Assessment in Software Engineering (EASE 2012)

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Background: Trust fuels team performance and contributes to build an effective and cohesive team. The self-organizing and collaborative nature of Agile teams increases the importance of trust in software development teams. Trust is, however, affected in distributed teams. Aim: Through a Grounded Theory study we investigate the impact of trust in distributed Agile teams. Method: We interviewed 45 Agile practitioners from 28 different software companies in the USA, India and Australia, over a period of 3 years, using semi-structured open-ended questions. Results: In this paper, we present the reasons for lack of trust and its adverse effects in distributed Agile teams that emerged from the analysis, using the causal-consequences theoretical model. Conclusion: Understanding the causes and consequences of lack of trust can develop awareness of the importance of trust in distributed teams and pave ways for effectively building trust in project-oriented contexts.

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Section: Discussion and Related Workmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Understanding lack of trust in distributed agile teams: a grounded theory study

Dorairaj

Noble

Malik

2012

16th International Conference on Evaluation &Amp; Assessment in Software Engineering (EASE 2012)

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“…This increased adoption rate can be attributed to the success of these methodologies and a number of research studies have documented this phenomenon worldwide (Dingsøyr, Nerur, Balijepally, & Brede Moe, 2012). Currently, research articles focus on issues related to critical success factors for agile implementations (Chow & Cao, 2008), project success relative to traditional plan driven methods (Ambler, 2014), maturity models, and adoption frameworks (Fontana, Meyer, Reinehr, & Malucelli, 2015), and organisational (Iivari & Iivari, 2011) and people (McHugh, Conboy, & Lang, 2012) considerations.…”

Section: Introductionmentioning

confidence: 99%

A Systematic Literature Review of Agile Maturity Model Research

Henriques

Tanner

2017

IJIKM

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Background/Aim/Purpose: A commonly implemented software process improvement framework is the capability maturity model integrated (CMMI). Existing literature indicates higher levels of CMMI maturity could result in a loss of agility due to its organizational focus. To maintain agility, research has focussed attention on agile maturity models. The objective of this paper is to find the common research themes and conclusions in agile maturity model research. Methodology: This research adopts a systematic approach to agile maturity model research, using Google Scholar, Science Direct, and IEEE Xplore as sources. In total 531 articles were initially found matching the search criteria, which was filtered to 39 articles by applying specific exclusion criteria. Contribution:: The article highlights the trends in agile maturity model research, specifically bringing to light the lack of research providing validation of such models. Findings: Two major themes emerge, being the coexistence of agile and CMMI and the development of agile principle based maturity models. The research trend indicates an increase in agile maturity model articles, particularly in the latter half of the last decade, with concentrations of research coinciding with version updates of CMMI. While there is general consensus around higher CMMI maturity levels being incompatible with true agility, there is evidence of the two coexisting when agile is introduced into already highly matured environments. Future Research: Future research direction for this topic should include how to attain higher levels of CMMI maturity using only agile methods, how governance is addressed in agile environments, and whether existing agile maturity models relate to improved project success.

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“…Among the principles advocated in the Agile Manifesto [2] are communication, objectivity, a greater focus on development and customer interaction, conceptual simplicity, high quality, technical excellence, lower costs, dynamism regarding changes to project requirements, flexibility, autonomy, efficiency of development and quick delivery of functional software [3][4][5][6]. Interest in these principles is increasing, as organizations and researchers are trying to find solutions to common project problems [7] such as scope and deadline control, code quality, communication efficiency and team cooperation, as well as well as trying to analyze the impact, effectiveness and challenges of software development [5,[8][9][10][11][12].…”

Section: Introductionmentioning

confidence: 99%