The Changes in Team Cognition and Cognitive Artifact Use During Agile Software Development Project Management

Drury‐Grogan, Meghann L.

doi:10.1177/8756972820960301

Cited by 15 publications

(11 citation statements)

References 50 publications

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“…Extending the concept of DC to DTC, it describes how the cognitive processes resulting from a team's collective are distributed among TMs and their context-relevant environment. In this way, the findings of the interviews support the manner in which TMs share, manage and contribute their knowledge, potentials, abilities and capacities towards achieving shared goals (Drury-Grogan, 2021;Palermos, 2021).…”

Section: Theoretical and Practical Implicationsmentioning

confidence: 64%

“…Problem-solving consists of using methods and tools, in a systematic way, with the aim of finding solutions to specific problems, whether known or not (Barrett, 2018). In the context of projects, problem-solving is mandatory, and regardless of whether traditional or agile methods are considered, there will always be a standard process, a method with its tools, sufficient to improve the chances of success if applied correctly (Drury-Grogan, 2021; Ribeiro et al. , 2021).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Abankwa (2019) demonstrated the significance of team adaptability for the success of complex projects. Aggarwal and Woolleyb (2019) found that cognitive diversity affects the team's creative capacity, and the study by Drury-Grogan (2021) correlated communication and collective interaction (CI). Although several studies like the ones mentioned above were found, no study was found that explain how distributed cognition (DC) can improve the collaborative problem-solving (CPS) of project teams within the context of projects.…”

Section: Introductionmentioning

confidence: 99%

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Distributed team cognition and collaborative problem-solving in project management

Fernandes,

Silva,

Vils

2023

IJMPB

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PurposeThe purpose of this paper is to verify how distributed cognition enhances collaborative problem-solving in the context of projects.Design/methodology/approachUsing qualitative research and in-depth interviews, a sample of 32 project managers with experience in traditional and agile methods acting in Brazil and internationally participated in the research process. The analysis process, utilising coding techniques, involved stages: open, axial, coding and selective coding. These stages encompassed the evaluation of categories based on a hierarchy, in order to determine an appropriate level of abstraction that properly explains theoretical findings.FindingsThe results indicate that distributed team cognition is significant for collaborative problem-solving. The data from the interviews allowed the proposal of a model of cognition, and the identification of the elements that support it.Practical implicationsUnderstand how aspects of distributed team cognition can impact the behaviours of the project professional and contribute to problem-solving in the project environment.Originality/valueThe elements observed affects the collaborative problem-solving by presenting a model of distributed cognition, which is composed by directed communication, collective interaction, trust building and collaborative behaviour.

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Section: Theoretical and Practical Implicationsmentioning

confidence: 64%

Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Distributed team cognition and collaborative problem-solving in project management

Fernandes,

Silva,

Vils

2023

IJMPB

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“…Participating in frequent interactions regarding one's work has a significant impact on building one's transactive memory (Kwahk and Park, 2018). In ASD, social interaction can occur in meetings (Drury-Grogan, 2018) such as sprint planning meetings, team leader meetings, daily stand-ups and retrospectives. These meetings are also used to manage expertise dependencies (Stray et al.…”

Section: Theoretical Framework: Ba's Contribution To Selected Dynamic...mentioning

confidence: 99%

Business analysts' contributions to the dynamic capabilities of agile software development teams

Ndlela

Tanner

2022

ITP

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PurposeLiterature reveals ongoing debates around the role of business analysts in agile software development (ASD) teams. This can be attributed, in part, to a knowledge gap concerning how business analysts contribute to overall team capabilities, particularly those which are essential in enabling teams to respond to fast-paced environmental changes. The purpose of this study was to address this gap by investigating how business analysts (BAs) contribute to the dynamic capabilities of ASD teams.Design/methodology/approachThrough a deductive approach, this study adapted and applied a research model based on the team dynamic capabilities (DC) theory to explore the contributions of BAs in agile teams. The study was executed using a qualitative, single case study research strategy directed at an ASD team in the financial services industry. Moreover, data were collected through face-to-face, semi-structured interviews; a focus group; non-participant observation and physical artefacts review. The thematic analysis technique was used to analyse the data.FindingsThe study contributes to teams DC theory through four theoretical propositions centred on the role of BAs. The proposition highlights how BAs relationship management, tacit knowledge sharing, task mental models and transactive memory are key contributors of ASD teams' DC. The study also found that BAs contribute to ASD teams' ability to embrace agile principles 2, 4, 6 and 12. This study can inform the design of capacity development programmes for individual team members and BAs and thus help managers curate teams that will best promote DC.Practical implicationsThis study can inform the design of capacity development programmes for individual team members and BAs and thus help managers curate teams that will best promote DC.Originality/valueThis study builds on the relatively few studies which focus on DC within software development (SD) teams and ASD project teams. Moreover, the study explores how an individual (i.e. a BA) can contribute to the DC of a team.

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“…For example, recent literature reviews on agile management seldom feature any of the human dynamics and behaviors that drive team members. 17 When we turn to related research streams on affective team climate, 18 organizational compassion, 19 and others, they unanimously agree that crises prompt emotions and that team affective mechanisms play critical roles in team outcomes. 20 Yet, again, scant attention has been paid to why teams differ in managing emotions and adapting.…”

mentioning

confidence: 99%

Affective Leadership in Agile Teams

Renault

Tarakci

2023

California Management Review

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Agile management prescribes a set of structures and processes to help teams respond to change. This article presents an in-depth case study examining how high- and low-agility nursing teams differed in their response to the COVID-19 pandemic, organizational restructuring, and floods. It unveils the crucial role of “affective leaders” in high-agility teams during those crises. These leaders constructed positive emotional experiences for their teams to successfully respond to adversity. The findings remind scholars and practitioners that agile management’s founding tenet of “valuing individuals and interactions” implies understanding, working with, and actively recalibrating emotions.

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The Changes in Team Cognition and Cognitive Artifact Use During Agile Software Development Project Management

Cited by 15 publications

References 50 publications

Distributed team cognition and collaborative problem-solving in project management

Distributed team cognition and collaborative problem-solving in project management

Business analysts' contributions to the dynamic capabilities of agile software development teams

Affective Leadership in Agile Teams

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