Paper Info
Title
Balancing acts: walking the Agile tightrope
Abstract
Self-organizing teams are one of the critical success factors on Agile projects - and yet, little is known about the self-organizing nature of Agile teams and the challenges they face in industrial practice. Based on a Grounded Theory study of 40 Agile practitioners across 16 software development organizations in New Zealand and India, we describe how self-organizing Agile teams perform balancing acts between (a) freedom and responsibility (b) cross-functionality and specialization, and (c) continuous learning and iteration pressure, in an effort to maintain their self-organizing nature. We discuss the relationship between these three balancing acts and the fundamental conditions of self-organizing teams - autonomy, cross-fertilization, and self-transcendence.
Year
DOI
Venue
2010
10.1145/1833310.1833312
CHASE
Keywords
Field
DocType
agile practitioner,self-organizing nature,agile project,balancing act,agile tightrope,agile team,self-organizing agile team,new zealand,grounded theory study,continuous learning,self-organizing team,agile software development,software development,critical success factor,self organization,grounded theory,software engineering
Grounded theory,Critical success factor,Agile Unified Process,Systems engineering,Lean software development,Knowledge management,Agile software development,Agile usability engineering,Engineering,Empirical process (process control model),Software development
Conference
Citations 
PageRank 
References 
11
0.75
21
Authors
3
Name
Order
Citations
PageRank
Rashina Hoda126724.27
James Noble21683163.52
Stuart Marshall330123.77