The Effects of Virtuality on Agile Development

Abstract

In this article, we explore how agile development teams are affected by transition from physical to virtual agile teamwork. To this end, we examined three agile teams at a software company, which due to Covid-19 had to change from working in a shared office space to individual home offices. We find that virtual work affects agile development in that there are fewer interactions, more written communication, more formalized relationships, and increased use of documentation. Furthermore, we find that virtual agile teams need a different style of team management. In light of this, we discuss whether a virtual context is compatible with agile development, or whether the form of work is affected so much that it no longer can be considered agile.

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“…Agile is frequently used as the project organization standard [4]. Agile development in four (4) dimensions, written communication, team relationship, interactions, and documentation [56]. The analysis of case capacity for the project team, including the virtual environment, in the scale and structure model, determine and establish the capacity model of the project manager handling various projects [23].…”

“…Using CBS [29], CMMS [82], and DMS [43] will increase competitiveness and marketability in the organization [30]. Not all CBS [47] and CMMS [83] available in the market will apply to a specific field, and should be aware of the intention [56] to meet the requirements, specifications, and application [27]. Moreover, integration into different applications might be costly.…”