Paper Info
Title
Understanding Self-Organizing Teams in Agile Software Development
Abstract
Traditional software teams consist of independently focused self-managing professionals with high individual but low team autonomy. A challenge with introducing agile software development is that it requires a high level of both individual and team autonomy. This paper studies the barriers with introducing self-organizing teams in agile software development and presents data from a seven month ethnographic study of professional developers in a Scrum team. We found the most important barrier to be the highly specialized skills of the developers and the corresponding division of work. In addition we found a lack of system for team support, and reduced external autonomy to be important barriers for introducing self-organizing teams. These findings have implications for software development managers and practitioners.
Year
DOI
Venue
2008
10.1109/ASWEC.2008.28
Australian Software Engineering Conference
Keywords
Field
DocType
low team autonomy,important barrier,agile software development,external autonomy,traditional software team,self-organizing team,team support,team autonomy,self-organizing teams,scrum team,software development manager,immune system,professional development,ethnographic,feedback,self organization,collaborative software,software development,project management,programming,scrum,software engineering
Scrum,Personal software process,Systems engineering,Computer science,Collaborative software,Lean software development,Knowledge management,Agile software development,Empirical process (process control model),Team software process,Software development
Conference
Citations 
PageRank 
References 
34
1.46
11
Authors
3
Name
Order
Citations
PageRank
Nils Brede Moe167352.61
Torgeir Dingsøyr2342.14
Tore Dybå32211117.23