The Social Nature of Agile Teams

Whitworth, Elizabeth; Biddle, Robert

doi:10.1109/agile.2007.60

Cited by 129 publications

(114 citation statements)

References 14 publications

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“…Values like commitment, openness and respect form the footing of all agile methods and lead to a higher perception of job satisfaction within software development teams [15]. Furthermore, additional factors like team awareness and team involvement foster cohesion within the team [16].…”

Section: Agile and Traditional Project Management Methodsmentioning

confidence: 99%

“…There are several different agile methods, like Scrum, Kanban and Extreme Programming, but Scrum is by far the most used one [35]. These approaches focus on the social nature of software development [16]. Values like commitment, openness and respect form the footing of all agile methods and lead to a higher perception of job satisfaction within software development teams [15].…”

Section: Agile and Traditional Project Management Methodsmentioning

confidence: 99%

“…For instance, agile methods emphasize values like commitment, openness and respect [15]. This creates a different form of exchange between the team members [16], which in turn influences the formation of subgroups. As it remains unclear how subgroups form under agile methods and under traditional methods, it is difficult to develop actions that hinder the formation or weaken the influence of the subgroup.…”

Section: Introductionmentioning

confidence: 99%

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Subgroups in Agile and Traditional IT Project Teams

Pflügler¹,

Wiesche²,

Krcmar³

2018

Proceedings of the 51st Hawaii International Conference on System Sciences

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Section: Agile and Traditional Project Management Methodsmentioning

confidence: 99%

Section: Agile and Traditional Project Management Methodsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Subgroups in Agile and Traditional IT Project Teams

Pflügler¹,

Wiesche²,

Krcmar³

2018

Proceedings of the 51st Hawaii International Conference on System Sciences

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“…GT was originally developed by Barney G. Glaser and Anslem L. Strauss [32]. GT is successfully being used to study the social nature of Agile teams [25,40,47,58,69]. We chose GT as our research method for two main reasons.…”

Section: Methodsmentioning

confidence: 99%

Understanding lack of trust in distributed agile teams: a grounded theory study

Dorairaj

Noble

Malik

2012

16th International Conference on Evaluation &Amp; Assessment in Software Engineering (EASE 2012)

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Background: Trust fuels team performance and contributes to build an effective and cohesive team. The self-organizing and collaborative nature of Agile teams increases the importance of trust in software development teams. Trust is, however, affected in distributed teams. Aim: Through a Grounded Theory study we investigate the impact of trust in distributed Agile teams. Method: We interviewed 45 Agile practitioners from 28 different software companies in the USA, India and Australia, over a period of 3 years, using semi-structured open-ended questions. Results: In this paper, we present the reasons for lack of trust and its adverse effects in distributed Agile teams that emerged from the analysis, using the causal-consequences theoretical model. Conclusion: Understanding the causes and consequences of lack of trust can develop awareness of the importance of trust in distributed teams and pave ways for effectively building trust in project-oriented contexts.

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“…Secondly, GT allows researchers to study social interactions and the behaviour of people in the context of solving problems, and Agile methods focus on people and their interactions in software development teams [16]. Notably, GT is increasingly being used successfully to study the social nature of Agile teams [29,30,31,32,33].…”

Section: Grounded Theorymentioning

confidence: 99%

Understanding Team Dynamics in Distributed Agile Software Development

Dorairaj

Noble

Malik

2012

Lecture Notes in Business Information Processing

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Team dynamics are patterns of interaction among team members that determine the performance of the team. Success of Agile software development depends on team interaction. Team interactions are, however, affected in distributed teams. We conducted a Grounded Theory study to investigate team interaction in distributed Agile teams involving 40 Agile practitioners from 24 different software companies in the USA, Western Europe, Australia and India. We present six eminent strategies that promote team interaction in distributed Agile teams.

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The Social Nature of Agile Teams

Cited by 129 publications

References 14 publications

Subgroups in Agile and Traditional IT Project Teams

Subgroups in Agile and Traditional IT Project Teams

Understanding lack of trust in distributed agile teams: a grounded theory study

Understanding Team Dynamics in Distributed Agile Software Development

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