Process support and knowledge management for virtual teams doing agile software development

Gender issues have recently been discussed extensively with respect to the computing fields (Bair & McGrathe-Cohoon, 2005; Camp, 2002; Margolis & Fisher, 2002). One of the discussed issues is the “shrinking pipeline” phenomenon (Camp, 1997). Camp shows how, in addition to the shrinking of the pipeline upon transition from high school to graduate school, the pipeline has been shrinking also at the bachelor-degree level since 1983. She argues that since the number of women at the bachelor’s level affects the number of women at levels higher in the pipeline and in the job market, this phenomenon is of great concern. The shrinking pipeline is explained in various ways. Among other explanations, the image of the field as requiring long hours of programming is a dominant one. Here is an illustrative case. The April 3, 2003, edition of the Pittsburgh Post-Gazette Business News addressed the question of why more women are not involved in the tech fields.1 This question was discussed by a panel, assembled by the Pittsburgh Technology Council a week before the article was published, which included some of the region’s most successful women. Among other arguments, Robbin Steif, chief financial officer of Maya Design, said, “It might be an issue of self-selection—women might not be risk takers.” Then she added, “It might also have something to do with the work/family issue, because entrepreneurs work way more than 40 hours per week.” This article focuses on software development teams using one of the agile software development methods. A high quality of working software is the primary measure of progress; however, agile software development processes, in addition, promote a sustainable pace for all the individuals (developers and users) involved in the software development process,2 welcome requirement changes even in late stages of the development, and favor face-to-face communication. Based on our observations of agile software teams both in academia and in industry, we claim that such software development frameworks enable women to gain new and better positions in the hi-tech industry in general and in software development teams in particular. We view this article as an example of how diversity can be achieved in software teams. In our current research, we explore other dimensions by which diversity can be achieved in software teams, such as minorities and nationalities. The perspective and data that are presented in this article are part of our research about human aspects of software engineering, specifically our comprehensive research about cognitive and organizational aspects of agile software development methods both in the industry and academia (Dubinsky & Hazzan, 2004; Dubinsky, Talby, Hazzan, & Keren, in press; Hazzan & Dubinsky, 2003a, 2003b; Tomayko & Hazzan, 2004).q

agile information systems, flexible information systems development, distributed information systems development, global software development, software development, special issue

In recent years the interest on improving software paradigms to meet the rapid changing environments has become a prime research area in software engineering. Agile software development emerged as a result of these studies. Agile practice is a customer oriented, light-weight software development paradigm, best suited for small size development teams in projects under vague and changing requirements. Parallel to this, LEAN manufacturing introduced a massive paradigm shift to production processes in different industries. Later, the LEAN software development, a derived process from LEAN manufacturing emerged. Despite its main focus on defect minimization, it was considered another facet of agile practice due to the flexibility offered by both. In this study we emphasize the key differences between the two practices and examine the possible improvements to the agile software development from LEAN principles that ultimately leads to a hybrid practice.

Purpose: The aim of the study was to understand the role of communication and building positive relations in the NGO project team and to answer the following questions: (1) what factors and behaviors influence positive relations in the NGO project team? and (2) to what extent direct and indirect communication affect the efficiency of information flow? Design/methodology/approach: The authors conducted a case study in a selected project team operating in a non-governmental organization in Poland. Findings: The results of the study allow one to better understand the specific challenges the selected NGO project team was facing. Thus, they add new knowledge to the issues on effective communication and building positive relationships in NGO project teams. Moreover, the case study outcomes set the guidelines for further in-depth studies of a quantitative nature. Research limitations/implications: Being aware of the limitations resulting from the deliberate selection of the project team for the study, an analysis of the answers obtained was undertaken, the results of which allow one to present the issues of communication and building positive relationships within project teams in non-governmental organizations. In order to make generalizations, further in-depth research in this area should be carried out. Practical implications: In non-governmental organizations, authorities and project managers should increase their competences in the field of effective communication and building positive relationships in project teams in order to successfully implement projects. Social implications: Knowledge of the methods of effective communication and building positive relationships in project teams allows to increase awareness among members of non- governmental organizations of how the ways of working and team involvement affect the success of projects. Originality/value: A case study was conducted in a selected project team operating in an NGO on the importance of communication and building positive relationships. The article is addressed to people involved in NGO project management research and to third-sector entities.

Background: Software organizations increasingly need developers with high skills for social interactions. Managers, leaders, and academics need to know the human factors influencing the individuals, the development team, and the software project activities. Despite the increasing number of secondary studies about human factors in Software Engineering (SE) and in Agile Software Development (ASD), there is no study synthesizing which human factors influence software development without a specific perspective from SE or human factor thematic. Objective: We aim to summarise human factors and their influence on SE development teams and ASD teams. Method: We executed a tertiary study. We used thematic analysis to examine the resulting data. Results: We found 29 systematic literature reviews and systematic mapping studies addressing the human perspective in SE teams. We identified 101 human factors and 79 influences grouped in 4 categories (Team member, Team, Project, and Organization). Also, we identified 71 human factors and 60 influences on ASD. The most investigated human factors are Communication, Collaboration, Knowledge, and Motivation. Conclusions: The identified human factors and their influences can be considered most significant by software organizations, researchers, and academics in SE practices. Based on our results, practitioners might propose activities that enhance human capital behaviors that influence individual motivation, agile mindset, team climate, software quality, or agile transition in traditional organizations.

The success of modern ICT systems is not just about the technology. The human and social dimensions are also critical – especially in terms of understanding the context and environment within which the systems operate. This is true also about the environment in which the system is developed. Although much effort has been expended on building and analysing formal models of software systems, little has been done in terms of how software development teams work and how this might be studied in a formally-based way. This research looks at one of the fundamental aspects involved in collaborative teams working in projects – the transactive memory system (TMS). This, well established, concept in psychology is an approach to how the different people in a team regard the capabilities (knowledge and abilities) of each other as it changes over time. These capabilities are the basis for decision making in software projects about who does what, and when.
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\nUsing a formal model of the TMS of a team, based on agent-based modelling, simulations were made of how teams might operate under different circumstances. The initial model was validated against published data. The model was then investigated in terms of how different types of project management affected the TMS of a team and on the team’s performance. In particular, a comparison was made between a traditional, plan-based approach against an agile method using pair programming. The result demonstrates strong benefits in terms of performance and learning with the agile approach.

The structure and dynamics of software development project team have the potential to influence and impact the knowledge sharing process or mechanism within the project team that may affect the timely and successful completion of the project milestones. In order to confirm and validate this hypothesis, we carried out a comprehensive study in which 271 employees of 47 software development companies of Pakistan have been interviewed to share their experiences and views on the impact of project team structure and dynamics on the Knowledge Management Process (KMP) of their respective organizations. The included organizations have come under the category of Very Small Entities (VSEs). The results of the study revealed that team size, commitment, time constraint, level of motivation, communication, trust, reward system, language, multiple roles of team members and complex hierarchical organizational structure possess an enormous potential in disturbing the KMP within the software development team. Based on these factors, a knowledge sharing framework within software development project teams has been proposed.

This research addresses a known set of issues with Agile Software Development through a unique form of solution. In fact, the research approach can be considered as one of the first ever research to propose a hybrid process paradigm to overcome Agile process issues with the assistance of Lean manufacturing principles. Research results show a significant improvement for the normal Agile practices, which indeed a unique and worthy finding for Agile practitioners. After years of being practiced in the industry the Agile software development process possesses standard characteristics of a process paradigm (Perera, 2009). However, due to the inherited higher degree of flexibility and the exceptional abstract nature of the process principles, Agile process heavily depends upon the project and people norms once it is implemented. Having more flexibility is a better attribute for a process, if it is used by competent experts who can take productive decisions at right moments. However, depending too much on expert knowledge to process and product adjustments is a questionable concern to a growing project with rapid changes to its development and releases. Software applications are complex and intangible products, which are difficult to manage. Hence Software Lifecycle management becomes one of the key research areas in software engineering. Due to the nature of the software, software researchers and practitioners are focused on improving the software processes which are used to develop software. The underline assumption is that there is a direct correlation between the quality of the process and the quality of the developed software (Fuggetta, 2000). A software process can be considered as a set of tools, methods and practices, we use to produce a software product (Humphrey, 2006). These are the prime parameters, also known as Key Process Areas (KPAs), that differentiate the process based software development from ad-hoc programming. Identifying KPAs is one of the main considerations when a certain process model to be improved (Fatina, 2005). In this research, the KPAs of Agile practice were studied and reviewed for required improvements, considering criticisms on those. Specially, the driving KPAs of Agile practice such as, the non-standardized process flow, reliance on key people, and immense flexibility were the considerations for this study. Then the Lean principle for possible key practices to incorporate with classical Agile practice was examined. 10

Purpose – The purpose of this paper is to propose Knowledge4Scrum, a novel knowledge management tool for agile distributed teams. Agile software development (ASD) refers to a group of software development methodologies based on iterative development, where requirements and solutions evolve through collaboration between self-organizing cross-functional teams. The two most widely used methodologies based on the agile philosophy are scrum and extreme programming. Whichever methodology is considered, agile teams usually consist of few members and are collocated under the same roof. However, nowadays, agile practices for distributed development are gaining much momentum. The main reasons behind such practice are cheaper skilled labour, minimizing production cost, reducing time to market and increasing the quality and performance of projects. Along with the benefits obtained through globally distributed development, there are, however, many difficulties faced by various organisations. These problems are caused mostly due to distance, time and cultural differences. To meet up with the level of complexity of projects, ASD also has to keep up with many challenges, especially in cases of distributed teams. Four major challenges have been identified. First, the introduction of global software development entails a number of difficulties, especially related to knowledge sharing. For instance, lack of transparency is frequently observed within such teams, whereby a team member is totally unaware of the activities of his/her colleagues. Second, the unavailability of team members due to time zone differences adds up to the list of problems confronted by distributed teams. Third, there can be misunderstanding amongst the team member due to communication problems, especially in cases where the mother language of the team members is different. Fourth, a common issue faced by distributed teams is the loss of knowledge when an employee resigns from his/her post. Design/methodology/approach – Based on the main problems outlined above, what has been proposed is Knowledge4Scrum, a novel knowledge management tool for agile distributed teams. Knowledge4Scrum will act as a global repository for knowledge sharing in Scrum distributed teams with the possibility of creating new knowledge through data mining techniques. Valid past projects data have been collected to train and test the data mining models. The research also investigates the suitability of knowledge management in Scrum distributed teams to address the various challenges addressed above. Findings – Knowledge4Scrum supports the four knowledge management processes, namely, knowledge creation/acquisition, knowledge storage, knowledge dissemination and knowledge application. It has been found that the aforementioned tool satisfactorily addressed issues of distance, time and cultural differences that crop-up in distributed development teams. Data mining has been the main aspect for the knowledge creation and application processes, whereby new knowledge has been determined by examining and extracting patterns from existing data found in the repository. Originality/value – A major feature of the Knowledge4Scrum tool lies in the knowledge creation and application section, where a number of data mining techniques have been utilised to identify trends and patterns in past data collected. When compared to the COnstructive COst MOdel to estimate project duration, Knowledge4Scrum gives more than satisfactory results. Such functionalities will actually help managers for future project planning and in decision-making.

PurposeThe objective of the study is to analyze the impact of the adoption of the Agile Mindset on the productivity of Agile software development teams in IT enterprises during COVID-19.Design/methodology/approachA web-based survey is performed with voluntary participants working with the Agile software development professionals with a specific focus on IT enterprises around Pune, India. For this the initial exploratory literature review was performed, to explore the team's behaviors and their response to the crises like the Covid-19 pandemic. Data is collected from the targeted population using the random sampling method. A questionnaire is designed with the help of a five-point Likert scale. All the respondents were analyzed based on their behaviors shown and how adopting to Agile mindset has impacted their productivity during the pandemic. Collected data would be then analyzed using the Smart PLS-SEM methodology.FindingsFindings of the study show that Agile software development teams adopting to Agile mindset are better at responding to crisis and quick to adapt to change as teams adopting the Agile mindset is likely to sustain or even improve their productivity during the crises like Covid-19 pandemic. Adapting to an Agile mindset is important for Agile software development teams during a crisis as a response to changes in the working as well as environmental conditions. This study also shows that by adopting an Agile mindset, development teams are better at responding to the crisis eventually improving productivity.Research limitations/implicationsResearch limitations for this study-scope of the study could be extended to the larger population across geographies to have improved insights Productivity Factors like- Efforts Efficiency, Backlog-management Index (BMI), and Weighted Average Productivity (VWP) for team members can be included. More behavioral factors for Agile Mindset can be considered.Practical implicationsAgile software development teams are characterized by collaboration and responsibility. Recent enforcement of pandemic precautionary measures has enforced Agile software development teams to work remotely and maintain social distancing while in the office. It was challenging for most of the working people to adjust to the new working conditions (Yang et al., 2021) However, in IT organizations, adopting the Agile mindset has ensured continuous software deliveries, took ownership, and quickly adapted to the volatile situations, ultimately resulting into the growth in the productivity unlike to that of other sectors of the economy.Social implicationsIn this study, we have analyzed the hypotheses with statistical significance in association with constructs that are in sync with the available literature. Adopting the Agile mindset values has positively impacted the team's behavior resulting in productivity improvement even in the distributed working locations in pandemic situations.Originality/valueThe study highlights that adopting to Agile mindset has positively impacted an Agile software development team's productivity during the Covid-19 pandemic. As environmental conditions during Covid-19 were uncertain and ambiguous and teams were working in distributed and disconnected ways, many researchers have believed that it would have affected the overall productivity. This was turned true for most of the sectors of the economy, however, Agile software development teams have shown positive trends in their productivity, as they have adopted the Agile mindset values and principles, during crises.

Agile practices have recently gained popularity among large number of companies as a mechanism for reducing cost and increasing ability to handle change in dynamic market conditions. Based on the principles of the Agile manifesto [1, 2], researchers and practitioners have proposed several software development approaches such as Extreme Programming, Scrum and Feature-Driven Development. These and other agile approaches have had significant impact on industrial software development practices. However, there is also a significant concern and perplexity about the role and importance of the issues related to a system’s software architecture, which is considered one of the most important initial design artefacts. It is argued that software architecture is an effective tool to cut development cost and time and to increase the quality of a system. Many practitioners of Agile approaches appear to view software architecture in the context of the plan-driven development paradigm [3]. For them, upfront design and evaluation of software architecture requires too much work, which may have very little value to the customers of a system. Hence, they perceive architectural work as part of high ceremony processes, which usually require large amount of documentation. We maintain that these two seemingly opposing views to software engineering can be integrated but it requires that experts from both fields work together to overcome evident challenges in bridging these two paradigms together. Indeed, software architecture researchers and practitioners appear to believe that sound architectural practices cannot be followed using Agile approaches. However, these two extreme views of Agile and architecture appear to neglect that many agile experts emphasises the importance of paying attention to good design and architecture early in the development process [4, 5]. Recently, there is growing recognition of the importance of paying more attention to architectural aspects in agile approaches [3, 6, 7]. We argue that there is a vital need for devising a research agenda for identifying and dealing with architecture-centric challenges in agile software development. Such research agenda should make it possible to guide the future research on integrating architecture-centric methods in agile approaches and give advice to the software industry on dealing with architecture related challenges. Some of the questions to stimulate discussion in the workshop are: What is the role of software architecture in Agile software development? What are the key architecture-centric challenges and potential solutions in Agile software development projects? What is the strength of the evidence that attention to architectural issues can be counterproductive in Agile development or vice versa? What are the prerequisites for integrating Architecture-Centric methods in agile development and potential implications of such integration?

In the past decade, there have been a number of notable changes in industrial software engineering, including the movement towards agility. The Agile Manifesto characterizes the term “agile”, and lists a set of principles that form a basis for agile methodologies [1], such as Extreme Programming (XP), OpenUP, and Scrum. There is creation, communication, and consumption of knowledge during (agile) software development [2]. For the success of an agile project, it is crucial that such knowledge be managed effectively. In doing so, an appropriate selection and use of certain tools and technologies can be helpful. In the past few years, there has been a proliferation of Social Web Applications, such as Wiki [3]. Indeed, a number of noteworthy uses of Wiki in software engineering have been reported [4]. However, these studies are largely independent of any software development methodology, and are centered mostly on collaboration. The primary reasons for selecting Wiki for agile software development include the following: (1) the deployment of agile methodologies, especially XP and Scrum, with teams that are increasingly geographically-dispersed, (2) the involvement in sustainable software development by organizations with basic infrastructure and modest budgets for resources, and (3) the need of inexpensive, mature, and widely-available tools for supporting iterative development, by almost anybody, at anytime, anywhere, using almost any device. The purpose of this research is to provide a framework for integrating Wiki for the purpose of facilitating the dynamics of knowledge during agile software development.

Despite of many criticisms, agile software development (Beck et al., Manifesto for Agile Software Development, http://agilemanifesto.org, [1]) philosophy has been proved to be quite successful to increase the project success rate up to a significant extent. The primary reasons behind the criticism of agile are the strong violation of the traditional disciplined software engineering theories, principles and practices. The goal of this research paper is to establish the fact that agility may also be achieved by following traditional process models especially with BRIDGE (Mandal, 2009 IEEE International Advance Computing Conference (IACC 2009) Patiala, India, [2]) process model. Hence, the aim of this paper is to integrate the agile and traditional disciplined software development process models and establish the compatibility between both the approaches. At the beginning, we have explored the objectives and principles of agile software development. Next, we briefly discussed the BRIDGE process model and further justified that--following BRIDGE process model, the philosophy of agile may also be achieved and conclude that BRIDGE model has both the capability of traditional software development process model as well as of the agile process.

The increasing popularity of agile software development has significantly changed the way organizations plan, design, and implement software applications. However, considering the complexity involved with software development, the decision to choose an agile approach over the traditional waterfall approach is not straightforward. Organizations should carefully evaluate a variety of factors when choosing a development approach. In this teaching case study, the authors provide a discussion case to facilitate the students’ learning of using agile vs. traditional approaches in software development. This case study is developed based on experiences of multiple real-world software development projects and the literature on software development. It is designed to reflect the complexities students are likely to encounter in actual software development projects. The case can be used in undergraduate or graduate level management information systems courses that cover agile software development approaches. Students can gain an understanding of factors to consider when choosing a development approach, which tailors to the organization, the project environment, and the project team.

Agile software development has been widespread adopted. One well-known agile approach is eXtreme Programming (XP) where pair programming (PP) is a relevant practice. Although various aspects of PP have been studied, we have not found, under a traditional model of PP, studies that examine the impact of using an IDE tool support. In an attempt to obtain a better understanding of the impact of using an IDE, we present the results of a controlled experiment that expose the influence on quality, measured as the number of defects injected per hour, and cost, measured as the time necessary to complete programming assignments, of pair and solo programming with and without the use of an IDE. For quality, our findings suggest that the use of an IDE results in significantly higher defect injection rates (for both pairs and solos) when the programming assignment is not very complicated. Nevertheless, defect injection rates seem to decrease when pairs work on more complicated programming assignments irrespective of the tool support used. For cost, the programming assignment significantly affects the time necessary to complete the assignment. Finally, both aspects (quality and cost) are affected in a similar manner when either pair or solo programming is used.