Coordinating Expertise Outside Agile Teams

Rejab, Mawarny Md.; Noble, James; Marshall, Stuart

doi:10.1007/978-3-319-18612-2_12

Cited by 5 publications

(4 citation statements)

References 15 publications

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“…A category is a group of similar concepts that is used to generate a theory. Several categories have emerged from our data analysis such as locating and recognizing expertise (Rejab et al, 2014b), distributing expertise (Rejab et al, 2014a), and coordinating outside expertise (Rejab et al, 2015). This paper presents the category self-selecting teams which is discussed in the next section.…”

Section: Discussionmentioning

confidence: 99%

“…Expertise coordination requires a team to recognize who has particular expertise, when and where they are needed, and how to access that expertise effectively (Faraj & Sproull, 2000). Hence, locating and recognizing the source of expertise is a pivotal step in coordinating a team's expertise, as well as expertise outside Agile teams (Rejab, Noble, & Allan, 2014a, 2014bRejab, Noble, & Marshall, 2015).…”

Section: Introductionmentioning

confidence: 99%

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Agile Self-selecting Teams Foster Expertise Coordination

Rejab

Noble

Marshall

2019

IJIKM

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Aim/Purpose: This paper aims to discuss the activities involved in facilitating self-selecting teams for Agile software development projects. This paper also discussed how these activities can influence the successful expertise coordination in Agile teams. Background: Self-selecting teams enable Agile team members to choose teams based on whom they prefer to work with. Good team bonding allows Agile team members to rely on each other in coordinating their expertise resources effectively. This is the focal point where expertise coordination is needed in Agile teams. Methodology: This study employed Grounded Theory by interviewing 48 Agile practitioners from different software organizations mainly based in New Zealand. This study also carried out several sessions of observations and document analysis in conjunction with interviews. Contribution: This study contributes to the body of knowledge by identifying the way self-selecting teams support expertise coordination. Findings: Our findings indicated that the activities involved tend to influence the successful expertise coordination in Agile teams. Self-selecting teams are essential to supporting expertise coordination by increasing inter-dependencies between Agile team members, ensuring a diverse range of knowledge and skills in teams. Recommendations for Practitioners: The self-selecting team activities can be used as a guideline for Agile software organizations in forming self-selecting teams in the fastest and most efficient way. It is vital for management to facilitate the process of self-selecting teams in order to optimize successful expertise coordination. Recommendation for Researchers: There is potential for further Grounded Theory research to explore more activities and strategies involved in self-selecting teams. Impact on Society: Self-selecting teams in Agile software developments projects tend to boost the productivity of software development. Future Research: Several hypotheses can be tested through a deductive approach in future studies.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Agile Self-selecting Teams Foster Expertise Coordination

Rejab

Noble

Marshall

2019

IJIKM

Self Cite

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“…This scenario could be happened when team members contribute their expertise for helping each other [15,16]. This indirectly supports expertise coordination, when sharing expertise requires team members to rely on each other for locating, recognizing, and accessing expertise [17][18][19]. Deriving KPIs should focus on team goals not on individuals due to nature of Agile methods [7,20].…”

Section: Discussionmentioning

confidence: 99%

Principles of reforming an agile-compliant performance appraisal

Rejab

Omar

Ahmad

et al. 2019

IJEECS

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This paper presents principles of reforming an Agile-compliant performance appraisal. In this study, several semi-structured interviews have been carried out and discovered eight principles for reforming an Agile-compliant performance appraisal for Agile teams. Performance appraisal for software engineers in an Agile software development environment is complex and different from the traditional software development. Performance appraisal should be aligned to Agile values, principles, and practices, which advocate interactions, collaborations, teamwork, and knowledge transfer among Agile team members. Therefore, a transition to Agile Software Development requires the implementation of Agile-compliant performance appraisal. These principles embark the proper practices and guidance to support management and Agile teams in deriving and implementing an Agile-compliant performance appraisal. Therefore, the emerged principles can be a baseline in generating an Agile-compliant performance appraisal to assess Agile team members in a fair and consistent manner. This indirectly increases motivation amongst team members and tends to produce capable workforce to perform at a higher level.

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“…Knowledge retention involves capturing external specialists' knowledge and preserving the knowledge in agile teams, 5. Effective communication is defined as the activity of conveying sufficient information between agile teams and external specialists [24]. These factors were established from responses from individuals, which were not necessarily joined in teams.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Competencies outside Agile Teams’ Borders: The Extended Scrum Team

Wagenaar¹,

Overbeek²,

Helms³

2016

Annals of Computer Science and Information Systems

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Abstract-According to the Scrum process framework a Scrum team should have all necessary competencies to accomplish its work. Fragmented and anecdotal evidence hints at Scrum teams still needing additional, external competencies. To contribute to theories on Scrum team composition and practitioner's concerns in staffing a Scrum team we investigated Scrum teams' cross-functionality: To whom do Scrum teams turn for additional competencies, which competencies are involved and how are Scrum teams aware of additional competencies they need? To this extent we analysed the communication in three Scrum teams during one of their Sprints. Our results show that additional competencies are called for, not only on an ad hoc basis, but also on a structural basis. To include those structural competencies the notion of an extended Scrum team is introduced.

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Coordinating Expertise Outside Agile Teams

Cited by 5 publications

References 15 publications

Agile Self-selecting Teams Foster Expertise Coordination

Agile Self-selecting Teams Foster Expertise Coordination

Principles of reforming an agile-compliant performance appraisal

Competencies outside Agile Teams’ Borders: The Extended Scrum Team

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