Interpretative case studies on agile team productivity and management

Melo, Claudia de O.; Cruzes, Daniela S.; Kon, Fábio; Conradi, Reidar

doi:10.1016/j.infsof.2012.09.004

Cited by 133 publications

(62 citation statements)

References 66 publications

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“…Larger teams of 9 or more people experience more challenges and report higher technical debt in all categories. This finding is similar to Melo et al [9] studying productivity in agile teams. Smaller teams are better aligned and more efficient in collaboration with little overhead.…”

Section: Discussion 51 Reflections On the Research Questionssupporting

confidence: 91%

Exploration of technical debt in start-ups

Klotins

Unterkalmsteiner

Chatzipetrou

et al. 2018

Proceedings of the 40th International Conference on Software Engineering: Software Engineering in Practice

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Context: Software start-ups are young companies aiming to build and market software-intensive products fast with little resources. Aiming to accelerate time-to-market, start-ups often opt for ad-hoc engineering practices, make shortcuts in product engineering, and accumulate technical debt. Objective: In this paper we explore to what extent precedents, dimensions and outcomes associated with technical debt are prevalent in start-ups. Method: We apply a case survey method to identify aspects of technical debt and contextual information characterizing the engineering context in start-ups. Results: By analyzing responses from 86 start-up cases we found that start-ups accumulate most technical debt in the testing dimension, despite attempts to automate testing. Furthermore, we found that start-up team size and experience is a leading precedent for accumulating technical debt: larger teams face more challenges in keeping the debt under control. Conclusions: This study highlights the necessity to monitor levels of technical debt and to preemptively introduce practices to keep the debt under control. Adding more people to an already difficult to maintain product could amplify other precedents, such as resource shortages, communication issues and negatively affect decisions pertaining to the use of good engineering practices.

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Section: Discussion 51 Reflections On the Research Questionssupporting

confidence: 91%

Exploration of technical debt in start-ups

Klotins

Unterkalmsteiner

Chatzipetrou

et al. 2018

Proceedings of the 40th International Conference on Software Engineering: Software Engineering in Practice

View full text Add to dashboard Cite

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“…De Melo et al (2013) explores agile team productivity and lists several team related processes contributing to productivity, staff turnover and commitment. For example, good conflict management, sharing of expertise, and team coordination are essential to high developer commitment, low staff turnover and high productivity.…”

Section: Software Engineering Professional Practice Knowledge Areamentioning

confidence: 99%

Software engineering in start-up companies: An analysis of 88 experience reports

2018

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Context Start-up companies have become an important supplier of innovation and softwareintensive products. The flexibility and reactiveness of start-ups enables fast development and launch of innovative products. However, a majority of software start-up companies fail before achieving any success. Among other factors, poor software engineering could be a significant contributor to the challenges experienced by start-ups. However, the state-ofpractice of software engineering in start-ups, as well as the utilization of state-of-the-art is largely an unexplored area. Objective In this study we investigate how software engineering is applied in start-up context with a focus to identify key knowledge areas and opportunities for further research. Method We perform a multi-vocal exploratory study of 88 start-up experience reports. We develop a custom taxonomy to categorize the reported software engineering practices and their interrelation with business aspects, and apply qualitative data analysis to explore influences and dependencies between the knowledge areas. Results We identify the most frequently reported software engineering (requirements engineering, software design and quality) and business aspect (vision and strategy development) knowledge areas, and illustrate their relationships. We also present a summary of how relevant software engineering knowledge areas are implemented in start-ups and identify potentially useful practices for adoption in start-ups. Conclusions The results enable a more focused research on engineering practices in startups. We conclude that most engineering challenges in start-ups stem from inadequacies in requirements engineering. Many promising practices to address specific engineering challenges exists, however more research on adaptation of established practices, and validation of new start-up specific practices is needed.

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“…Hamilton et al [11] examined the impact of teamwork on productivity improvement and concluded that the adoption of teamwork and the implementation of collaborative skills improved workers' productivity by 14 percent on average, which are less valuable in individual production. In fact, when people collaborate together to perform a job and think and argue about it, a rich and comprehensive initial plan of the job is generated, and when the base of a job is inclusive and accurate, its productivity and enhancement are more visible [12,13]. Therefore, it can be said that with the gathering and cooperation of individuals, strong ideas and strong opinions are generated [14,15].…”

Section: Introductionmentioning

confidence: 99%

The Impact of Teamwork on an Organization’s Performance: A Cooperative Game’s Approach

et al. 2020

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In this article, we study the impact of teamwork on an organization’s performance, considering a cooperative game’s framework. To promote teamwork culture, performance indexes were considered both individually and collectively, and by comparing the scores that every employee earned individually and collectively, their differences became obvious. In this approach, a cooperative game’s model was used in order to improve the organization’s performance. The proposed model, in addition to evaluating the organization and employee’s activities, implemented all payments, including overtime pay, rewards, etc., fairly and along with increasing performance and satisfaction. The cooperative approach created effective communications between employees and authorities and enhanced their motivation for teamwork. Moreover, results could be used for decisions related to employees (such as promotion, transition, firing, and secondment), analysis of training requirements, employees’ development, and research and plan valuation. Our findings show that the collaborative coefficient (CC) is a key factor in increasing productivity and improving the efficiency of an organization in the long run. The collaborative coefficient is a new concept in teamwork that has rarely been considered in scientific research.

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Interpretative case studies on agile team productivity and management

Cited by 133 publications

References 66 publications

Exploration of technical debt in start-ups

Exploration of technical debt in start-ups

Software engineering in start-up companies: An analysis of 88 experience reports

The Impact of Teamwork on an Organization’s Performance: A Cooperative Game’s Approach

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