Short-Term Physiological Strain and Recovery among Employees Working with Agile and Lean Methods in Software and Embedded ICT Systems

Time pressure in software engineering: A systematic review

“…In contrast, men in the company mentioned their children in relation to leisure time. Tuomivaara et al [2017] found that individuals in a low Agile group of software developers felt more job strain at the end of the study period compared to the high Agile group. The authors speculated that this is because of deadlines, and the accumulation of work near the end of deadlines.…”

“…". Cost estimation, cost models, simulation and project escalation: Madnick 1989, 1990;Basten and Mellis 2011;Cao et al 2010;Costello 1984;Houston et al 2001;Jeffery 1987;Lee et al 2012;Miranda and Abran 2008;Mukhopadhyay and Kekre 1992;Nan et al 2003;Nan and Harter 2009;Pfahl 2001;Powell et al 1999;Rahmandad and Weiss 2009;Reichelt and Lyneis 1999;Ruiz et al 2001;Yang et al 2008;Zhang et al 2006 [Borg 2014;Clegg et al 1996;Fujigaki 1996;Fujigaki and Mori 1997;Jemielniak 2009;Perlow 1998Perlow , 1999Perlow , 2001Sawyer and Southwick 2002;Staudenmayer et al 2002 Well-being [Fujigaki 1996;Fujigaki and Mori 1997;Graziotin et al 2017;Laanti 2013;Tuomivaara et al 2017] In further work, Ebert and Jones [2009] noted that projects with higher defect removal effectiveness tend to have shorter schedules, as testing is the part of development where delays typically happen. This observation is supported by Table 4 that showed a high number of papers in the quality assurance phase.…”

“…We think there are three reasons for this. First, in Agile software development, iterations are small meaning that there is constant small time pressure to meet the next deadline, but there is no massive end deadline [Harris et al 2009;Tuomivaara et al 2017]. The sustainable pace of Agile is also good at cutting down extreme time pressure.…”

Agiles Arbeiten in offenen Büroumgebungen und Mitarbeiterstress

“…": 27 % besser, 34 % gleich, 15 % schlechter, 23 % gaben an, dass ihrer Auffassung nach zwischen agilen Methoden und Stress kein Zusammenhang besteht [5]. In einer weiteren Untersuchung in drei finnischen Unternehmen mit insgesamt 44 Teilnehmern wird darüber berichtet, dass agiles Arbeiten Stress reduzieren kann ("results provide evidence that agile work could even out workload during a working period") [6]. Schließlich zeigen Befragungsdaten aus der Schweiz von 185 IT-Mitarbeitern aus dem agilen Umfeld (vorwiegend Softwareentwickler, Designer und Projektmanager), dass auf einer Skala von 1 (entspannt) bis 5 (sehr gestresst) der mit Abstand dominierende Wert 3 ist; der Stress wird somit vorwiegend als mittelmäßig ausgeprägt wahrgenommen [7].…”

Daily questionnaire to assess self-reported well-being during a software development project

“…The study found no increase or decrease of stress by the change of development method, but teams who reported being more empowered reported less stress. Tuomivaara et al [20] investigated job strain in agile and lean development projects. While the evidence gathered suggests that constant deadlines in agile projects levels the workload more evenly across the whole project, more strain was still felt in the end of investigated projects.…”