research-article

A qualitative study of the determinants of self-managing team effectiveness in a scrum team

Authors:

Cleviton V.F. Monteiro,

Fabio Q.B. da Silva,

Isabella R.M. dos Santos,

Elisa S.F. Cardozo,

André R.G. do A. Leitão,

Dacio N.M. Neto,

Miguel J.A. Pernambuco FilhoAuthors Info & Claims

CHASE '11: Proceedings of the 4th International Workshop on Cooperative and Human Aspects of Software Engineering

Pages 16 - 23

https://doi.org/10.1145/1984642.1984646

Published: 21 May 2011 Publication History

Abstract

There are many evidences in the literature that the use self-managing teams has positive impacts on several dimensions of team effectiveness. Agile methods, supported by the Agile Manifesto, defend the use of self-managing teams in software development in substitution of hierarchically managed, traditional teams. The goal of this research was to study how a self-managing software team works in practice and how the behaviors of the software organization support or hinder the effectiveness of such teams. We performed a single case holistic case study, looking in depth into the actual behavior of a mature Scrum team in industry.

Using interviews and participant observation, we collected qualitative data from five team members in several interactions. We extract the behavior of the team and of the software company in terms of the determinants of self-managing team effectiveness defined in a theoretical model from the literature. We found evidence that 17 out of 24 determinants of this model exist in the studied context. We concluded that certain determinants can support or facilitate the adoption of methodologies like Scrum, while the use of Scrum may affect other determinants.

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Cited By

Augner TSchermuly C(2023)Agile Project Management and Emotional Exhaustion: A Moderated Mediation ProcessProject Management Journal10.1177/8756972823115193054:5(491-507)Online publication date: 29-Mar-2023
https://doi.org/10.1177/87569728231151930
Kononenko ISushko H(2020)Creation of a Software Development Team in Scrum ProjectsAdvances in Intelligent Systems and Computing V10.1007/978-3-030-63270-0_65(959-971)Online publication date: 23-Dec-2020
https://doi.org/10.1007/978-3-030-63270-0_65
LILL PWALD AGLEICH R(2019)AGILITY AND THE ROLE OF PROJECT — INTERNAL CONTROL SYSTEMS FOR INNOVATION PROJECT PERFORMANCEInternational Journal of Innovation Management10.1142/S136391962050064424:07(2050064)Online publication date: 5-Nov-2019
https://doi.org/10.1142/S1363919620500644
Show More Cited By

Index Terms

A qualitative study of the determinants of self-managing team effectiveness in a scrum team
1. Software and its engineering
  1. Software creation and management
    1. Collaboration in software development
      1. Programming teams

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Published In

cover image ACM Conferences

CHASE '11: Proceedings of the 4th International Workshop on Cooperative and Human Aspects of Software Engineering

May 2011

100 pages

ISBN:9781450305761

DOI:10.1145/1984642

Program Chairs:
Marcelo Cataldo
Robert Bosch Corporate Research, USA
,
Cleidson de Souza
IBM Research - Brazil, Brazil
,
Yvonne Dittrich
IT University of Copenhagan, Denmark
,
Rashina Hoda
Victoria University of Wellington, New Zealand
,
Helen Sharp
Open University, UK

Copyright © 2011 ACM.

Permission to make digital or hard copies of all or part of this work for personal or classroom use is granted without fee provided that copies are not made or distributed for profit or commercial advantage and that copies bear this notice and the full citation on the first page. Copyrights for components of this work owned by others than ACM must be honored. Abstracting with credit is permitted. To copy otherwise, or republish, to post on servers or to redistribute to lists, requires prior specific permission and/or a fee. Request permissions from [email protected]

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Published: 21 May 2011

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ICSE11: International Conference on Software Engineering

May 21, 2011

HI, Waikiki, Honolulu, USA

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CHASE '11 Paper Acceptance Rate 19 of 36 submissions, 53%;

Overall Acceptance Rate 47 of 70 submissions, 67%

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Cited By

Augner TSchermuly C(2023)Agile Project Management and Emotional Exhaustion: A Moderated Mediation ProcessProject Management Journal10.1177/8756972823115193054:5(491-507)Online publication date: 29-Mar-2023
https://doi.org/10.1177/87569728231151930
Kononenko ISushko H(2020)Creation of a Software Development Team in Scrum ProjectsAdvances in Intelligent Systems and Computing V10.1007/978-3-030-63270-0_65(959-971)Online publication date: 23-Dec-2020
https://doi.org/10.1007/978-3-030-63270-0_65
LILL PWALD AGLEICH R(2019)AGILITY AND THE ROLE OF PROJECT — INTERNAL CONTROL SYSTEMS FOR INNOVATION PROJECT PERFORMANCEInternational Journal of Innovation Management10.1142/S136391962050064424:07(2050064)Online publication date: 5-Nov-2019
https://doi.org/10.1142/S1363919620500644
Noll JBeecham SRazzak ARichardson BBarcomb ARichardson I(2017)Motivation and Autonomy in Global Software DevelopmentGlobal Sourcing of Digital Services: Micro and Macro Perspectives10.1007/978-3-319-70305-3_2(19-38)Online publication date: 10-Nov-2017
https://doi.org/10.1007/978-3-319-70305-3_2
Bass J(2015)How product owner teams scale agile methods to large distributed enterprisesEmpirical Software Engineering10.1007/s10664-014-9322-z20:6(1525-1557)Online publication date: 1-Dec-2015
https://dl.acm.org/doi/10.1007/s10664-014-9322-z
Diebold PDahlem MShepperd MHall TMyrtveit I(2014)Agile practices in practiceProceedings of the 18th International Conference on Evaluation and Assessment in Software Engineering10.1145/2601248.2601254(1-10)Online publication date: 13-May-2014
https://dl.acm.org/doi/10.1145/2601248.2601254

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