Team Performance in Software Development: Research Results versus Agile Principles

Dingsøyr, Torgeir; Fægri, Tor Erlend; Dybå, Tore; Haugset, Børge; Lindsjørn, Yngve

doi:10.1109/ms.2016.100

Cited by 42 publications

(25 citation statements)

References 16 publications

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“…Earlier studies suggest that the team is the catalyst for product development in start-ups [7]. Team characteristics such as cohesion, coordination, leadership, and learning are recognized as essential for software project success [44]. Across our sample, the median team size is 4 -8 people and 1 -3 of them primarily work on software engineering.…”

Section: Goalsmentioning

confidence: 89%

A Progression Model of Software Engineering Goals, Challenges, and Practices in Start-Ups

Klotins

Unterkalmsteiner

Chatzipetrou

et al. 2021

IIEEE Trans. Software Eng.

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Context: Software start-ups are emerging as suppliers of innovation and software-intensive products. However, traditional software engineering practices are not evaluated in the context, nor adopted to goals and challenges of start-ups. As a result, there is insufficient support for software engineering in the start-up context. Objective: We aim to collect data related to engineering goals, challenges, and practices in start-up companies to ascertain trends and patterns characterizing engineering work in start-ups. Such data allows researchers to understand better how goals and challenges are related to practices. This understanding can then inform future studies aimed at designing solutions addressing those goals and challenges. Besides, these trends and patterns can be useful for practitioners to make more informed decisions in their engineering practice. Method: We use a case survey method to gather first-hand, in-depth experiences from a large sample of software start-ups. We use open coding and cross-case analysis to describe and identify patterns, and corroborate the findings with statistical analysis. Results: We analyze 84 start-up cases and identify 16 goals, 9 challenges, and 16 engineering practices that are common among startups. We have mapped these goals, challenges, and practices to start-up life-cycle stages (inception, stabilization, growth, and maturity). Thus, creating the progression model guiding software engineering efforts in start-ups. Conclusions: We conclude that start-ups to a large extent face the same challenges and use the same practices as established companies. However, the primary software engineering challenge in start-ups is to evolve multiple process areas at once, with a little margin for serious errors.

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Section: Goalsmentioning

confidence: 89%

A Progression Model of Software Engineering Goals, Challenges, and Practices in Start-Ups

Klotins

Unterkalmsteiner

Chatzipetrou

et al. 2021

IIEEE Trans. Software Eng.

View full text Add to dashboard Cite

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“…Other studies indicated direct relationship between team commitment and team performance (30,33). Prior study also found that cohesion and satisfaction served as dual mediators of the trust-team effectiveness relationship (19) . Team satisfaction is defined as a project manager's perception on how team members feel about events within the project team which includes satisfaction with project works, satisfaction with team members, and satisfaction with being part of the project team.…”

Section: Results and Findingsmentioning

confidence: 91%

“…So, based on the findings the importance of within team interdependence and act as a moderator between team interdependence and mechanism. Dingsøyr, Faegri (19) reported that five constructs (team coordination, goal orientation, team cohesion, shared mental models, and team learning) were listed in team performance which highlighted parts that could be the focus of new practices and increase team productivity. The findings are important because they highlighted what effect practices should have, which could lead to increased understanding of why practices should be followed, and also the changes in how they are performed.…”

Section: Literature Reviewmentioning

confidence: 99%

Modelling Team Effectiveness and its Determinants Among Multidisciplinary Engineering Students: A Case of Malaysian Public University

Hussein¹,

Daud²,

Mantoro³

et al. 2018

IJET

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Team effectiveness depends on the performance of each team member. Success or failure of a team highly relies on the interaction level of all members. Effective teamwork is a critical learning outcome for engineering students and it is one of the most desired skill required by employers. All engineering graduates must have the ability to function in multidisciplinary teams. Prior studies had also found that, many Malaysian employers agreed that the lack of team working skill among the Malaysian graduates would risk the survival of an organisation and in result developing low-level interpersonal skills which is equally necessary for working effectively in a team. However, in the engineering education literature most of the previous studies have focused on the area of professional environments. A very few studies were conducted in the context of educational environments to identify the factors that affect the team effectiveness in higher education. Moreover several internal and external factors also inﬂuence the outcomes of student teamwork and not every group is effective in their objectives and numerous groups fail. Therefore, this study is designed to identify the underlying factors that help students to develop their teamwork skill, thus improving team effectiveness. Hence, upon analysing the articles found in this study, nine (factors were identified to have more impacts towards team effectiveness, which were (1) team communication, (2) trust, (3) team cohesion, (4) team leadership, (5) team coordination and cooperation, (6) team commitment, (7) team performance, (8) team satisfaction, and (9) task interdependence. In addition, after comparing several models and theories, a conceptual model that demonstrates relationships among the identified factors was proposed. It asserted team performance and team satisfaction as the predictors of team effectiveness.

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“…Agile development is a team-oriented development that relies more on individuals and interactions rather than predefined processes [10]. An ASD team is a small group of people that have complementary skills, brought together (collocated), committed to achieve a common goal, interact in frequent face-to-face interactions, self-organized as well as they are mutually interdependent [11].…”

Section: B Agile Software Development Teammentioning

confidence: 99%

Team Formation for Agile Software Development: A Review

Zainal¹,

Razali²,

Mansor³

2020

Int. J. Adv. Sci. Eng. Inf. Technol.

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Rapid and unpredictable technology advancements cause a rise in demand for software products that can be delivered faster, adapt to volatile changes and save cost. Over the years, Agile Software Development (ASD) becomes more suitable as the software process that can cater to those demands while still maintaining the quality desired. With this Agile nature, it is apparent that the team that develops the software product need to have unique features as well. The team should also be formed correctly to gain effectiveness, strong performance and ultimately project success. Ineffective teams can be caused by, among others, conflict, inadequate skillset, unbalanced role assignment, lack of teamwork and non-competent team members. However, by far, the characteristics that need to be considered in forming effective teams are yet to be formalized. Thus, this study aims to identify the necessary characteristics in composing a competent team that is well balanced and can create coherent teamwork. The study involves a qualitative literature review which includes past studies about team formation specifically in the software development domain. The data were collected from online journal databases and analyzed using content analysis. From the analysis, six characteristics together with their attributes were identified as vital in team formation. Another two characteristics were also identified as influencing the sixteam formation characteristics. These findings will need further empirical rigor before they can become a complete Agile Software Development team composition model. This model is believed to assist Agile practitioners in forming effective teams for their development projects.

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Team Performance in Software Development: Research Results versus Agile Principles

Cited by 42 publications

References 16 publications

A Progression Model of Software Engineering Goals, Challenges, and Practices in Start-Ups

A Progression Model of Software Engineering Goals, Challenges, and Practices in Start-Ups

Modelling Team Effectiveness and its Determinants Among Multidisciplinary Engineering Students: A Case of Malaysian Public University

Team Formation for Agile Software Development: A Review

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