Agile Self-selecting Teams Foster Expertise Coordination

Q2 Computer Science
Mawarny Md. Rejab, J. Noble, S. Marshall
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引用次数: 4

Abstract

Aim/Purpose: This paper aims to discuss the activities involved in facilitating self-selecting teams for Agile software development projects. This paper also discussed how these activities can influence the successful expertise coordination in Agile teams. Background: Self-selecting teams enable Agile team members to choose teams based on whom they prefer to work with. Good team bonding allows Agile team members to rely on each other in coordinating their expertise resources effectively. This is the focal point where expertise coordination is needed in Agile teams. Methodology: This study employed Grounded Theory by interviewing 48 Agile practitioners from different software organizations mainly based in New Zealand. This study also carried out several sessions of observations and document analysis in conjunction with interviews. Contribution: This study contributes to the body of knowledge by identifying the way self-selecting teams support expertise coordination. Findings: Our findings indicated that the activities involved tend to influence the successful expertise coordination in Agile teams. Self-selecting teams are essential to supporting expertise coordination by increasing inter-dependencies between Agile team members, ensuring a diverse range of knowledge and skills in teams. Recommendations for Practitioners: The self-selecting team activities can be used as a guideline for Agile software organizations in forming self-selecting teams in the fastest and most efficient way. It is vital for management to facilitate the process of self-selecting teams in order to optimize successful expertise coordination. Recommendation for Researchers: There is potential for further Grounded Theory research to explore more activities and strategies involved in self-selecting teams. Impact on Society: Self-selecting teams in Agile software developments projects tend to boost the productivity of software development. Future Research: Several hypotheses can be tested through a deductive approach in future studies.
敏捷自选团队促进专家协调
目的/目的:本文旨在讨论促进敏捷软件开发项目中自我选择团队所涉及的活动。本文还讨论了这些活动如何影响敏捷团队中成功的专家协调。背景:自我选择团队使敏捷团队成员能够根据他们喜欢与谁一起工作来选择团队。良好的团队关系使敏捷团队成员能够相互依赖,有效地协调他们的专业知识资源。这是敏捷团队中需要专家协调的焦点。研究方法:本研究采用扎根理论,采访了48名敏捷实践者,他们主要来自新西兰的不同软件组织。这项研究还结合访谈进行了几次观察和文件分析。贡献:本研究通过确定自我选择团队支持专家协调的方式,对知识体系做出了贡献。发现:我们的发现表明,在敏捷团队中,所涉及的活动倾向于影响成功的专家协调。通过增加敏捷团队成员之间的相互依赖,确保团队中知识和技能的多样性,自我选择团队对于支持专家协调是必不可少的。对实践者的建议:自选团队活动可以作为敏捷软件组织以最快和最有效的方式组成自选团队的指导方针。对于管理层来说,促进自我选择团队的过程是至关重要的,以优化成功的专业知识协调。对研究人员的建议:有进一步的扎根理论研究的潜力,以探索更多的活动和策略,涉及到自我选择的团队。对社会的影响:敏捷软件开发项目中的自我选择团队倾向于提高软件开发的生产力。未来研究:在未来的研究中,一些假设可以通过演绎的方法来检验。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
CiteScore
2.30
自引率
0.00%
发文量
14
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