Collaboration and co-ordination in mature eXtreme programming teams

Sharp, Helen; Robinson, Hugh

doi:10.1016/j.ijhcs.2007.10.004

Cited by 97 publications

(78 citation statements)

References 27 publications

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“…Northover et al (2007) -where agility is rightly framed as a 'paradigm shift' (Kuhn, 1962) is a rare example, as is Sharp and Robinson (2008) who connect sprint-based working with distributed cognition. Lack of theory is exacerbated by a focus on cognition that underplays the felt nature of practice.…”

Section: Literature Reviewmentioning

confidence: 99%

Go with the Flow: Accelerated digital design in the age of Post-agility

Knight

2017

The Design Journal

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Section: Literature Reviewmentioning

confidence: 99%

Go with the Flow: Accelerated digital design in the age of Post-agility

Knight

2017

The Design Journal

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“…However, practices that involved others parties such as on-site customer, planning game and small release were difficult to adopt (Aveling, 2004). Positive experiences and feedbacks in applying agile approach especially XP in software organization have tremendously reported in literature review such as promoting highly collaborative and coordination teams, improving learning experiences and receiving satisfactory relationship with customers (Murru et al, 2003;Sharp and Robinson, 2008;Sillitti et al, 2005) Researchers investigated underlying reasons that prevent agile approach to be successfully adopted. Aveling (2004) claimed that level of XP adoption can be categorized into three major categories; insufficient discipline, failure to understand the practices and failure to persuade third party stakeholders, which perceived that the third category often led to project failure.…”

Section: Related Work: Agile In Organizationsmentioning

confidence: 99%

“…This ethnographic study gave an insight into the culture and communities that apply XP. The study discovered that XP developers were relaxed in competent environment because XP promotes high collaboration and coordination amongst agile teams (Sharp and Robinson, 2008).…”

Section: Related Work: Agile In Organizationsmentioning

confidence: 99%

The Impact of Agile Approach on Software Engineering Teams

Omar¹

2011

American Journal of Economics and Business Administration

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Problem statement:This study presents the initial findings on the impact of agile approach amongst Software Engineering (SE) teams in one computer center in Malaysia. This study revealed that agile approach able to receive positive feedbacks and increase positive affectivity amongst team members during software development projects. Approach: This study used action research approach. Data were collected from four Software Engineering (SE) teams who volunteered to participate in this study through a series of interviews, short-term observations and a questionnaire. Positive Affect scale from Positive Affect and Negative Affect Schedule (PANAS) questionnaire was used to measure the developers' state of positive affect during two intervals. Results: These findings found that not agile-XP practices adopted by the developers. This is due to knowledge barriers and organizational culture. However, agile approach induced level of positive affectivity amongst the members during software development process. In addition, agile approach promotes the members to be more active in coordinating and collaborating amongst teams. Conclusion: The findings in this study give an insight towards applying a flexible agile approach to accommodate and suit organizational culture. Effective methodology and organizational culture are important factors that must be considered to produce innovative teams and quality software.

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“…One of the 12 principles behind the Agile Manifesto explicitly states that managers should trust the Agile teams to "get the job done" [24]. 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].…”

Section: Introductionmentioning

confidence: 99%

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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Collaboration and co-ordination in mature eXtreme programming teams

Abstract: The Open University's repository of research publications and other research outputs Collaboration and coordination in mature eXtreme programming teams

Cited by 97 publications

References 27 publications

Go with the Flow: Accelerated digital design in the age of Post-agility

Go with the Flow: Accelerated digital design in the age of Post-agility

The Impact of Agile Approach on Software Engineering Teams

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

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