Journal articles: 'Software Team'

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Hernández-López, Adrián, Ricardo Colomo-Palacios, Ángel García-Crespo, and Pedro Soto-Acosta. "Team Software Process in GSD Teams." International Journal of Human Capital and Information Technology Professionals 1, no. 3 (2010): 32–53. http://dx.doi.org/10.4018/jhcitp.2010070103.

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Distributed software development is becoming the norm for the software industry today as an organizational response to globalization and outsourcing tendencies. In this new environment, centralized models for software development team building models have to be reanalyzed. Team Software Process (TSP) guides engineering teams in developing software-intensive products and is intended to improve the levels of quality and productivity of a team’s software development project. In this paper, the authors assess the difficulty of using TSP in distributed software development environments. The objective of this assessment is twofold; firstly, know the general difficulty for using TSP in these environments, and secondly, know the caveats to be addressed in future software development team building models designed specifically for distributed environments.

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Dey, Chitra, and Ganesh Mangadu Paramasivam. "Team Boundary Activity in Software Development Teams." Academy of Management Proceedings 2016, no. 1 (2016): 12484. http://dx.doi.org/10.5465/ambpp.2016.12484abstract.

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Gómez, Marta N., Silvia T. Acuña, Marcela Genero, and José A. Cruz-Lemus. "How Does the Extraversion of Software Development Teams Influence Team Satisfaction and Software Quality?" International Journal of Human Capital and Information Technology Professionals 3, no. 4 (2012): 11–24. http://dx.doi.org/10.4018/jhcitp.2012100102.

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Team member knowledge and expertise are the aspects typically considered important for software team development formation. However, the authors believe that the formation of teams, as is found in literature, could be based on factors related to the personalities of the members of the development team, and that these factors might affect both the quality of the software product developed and the satisfaction perceived by the development team. In this work they present a controlled experiment, which was carried out during an academic course on Data Bases. The intention of this experiment was to evaluate whether the work team’s level of extraversion influenced, on the one hand, the final quality of the software products obtained and, on the other, the satisfaction perceived while this work was being carried out. The results obtained indicate that when forming work teams, project managers and lecturers should carry out a personality test beforehand in order to balance the amount of extraverted team members with those who are not extraverted. This would permit the team members to feel satisfied with the work carried out by the team without reducing the quality of the software products developed.

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Chiang, I. Robert, and Vijay S. Mookerjee. "Improving software team productivity." Communications of the ACM 47, no. 5 (2004): 89–93. http://dx.doi.org/10.1145/986213.986217.

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Schlimmer, J. C., J. B. Fletcher, and L. A. Hermens. "Team-oriented software practicum." IEEE Transactions on Education 37, no. 2 (1994): 212–20. http://dx.doi.org/10.1109/13.284997.

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Zingg, Christian, Alexander von Gernler, Carsten Arzig, Frank Schweitzer, and Christoph Gote. "Detecting the functional interaction structure of software development teams." PLOS ONE 19, no. 10 (2024): e0306923. http://dx.doi.org/10.1371/journal.pone.0306923.

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The functional interaction structure of a team captures the preferences with which members of different roles interact. This paper presents a data-driven approach to detect the functional interaction structure for software development teams from traces team members leave on development platforms during their daily work. Our approach considers differences in the activity levels of team members and uses a block-constrained configuration model to compute interaction preferences between members of different roles. We apply our approach in a case study to extract the functional interaction structure of a product team at the German IT security company genua GmbH. We validate the accuracy of the detected interaction structure in interviews with five team members. Finally, we show how our approach enables teams to compare their functional interaction structure against synthetically created benchmark scenarios. Specifically, we evaluate the level of knowledge diffusion in the team and identify areas where the team can further improve. Our approach is computationally efficient and can be applied in real-time to manage a team’s interaction structure. In summary, our approach provides a novel way to quantify and evaluate the functional interaction structure of software development teams that aids in understanding and improving team performance.

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O’Connor, Rory, and Shuib Basri. "The Effect of Team Dynamics on Software Development Process Improvement." International Journal of Human Capital and Information Technology Professionals 3, no. 3 (2012): 13–26. http://dx.doi.org/10.4018/jhcitp.2012070102.

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This article identifies the effect of team dynamics in the context of software development teams and its impact on software process improvement (SPI) activities in very small companies, in order to understand the relationship between these two variables. Most software development work is done by teams of software engineers working together in a collaborative manner to execute a software development process. Although there is much literature examining software process and how to improve it, less attention has been paid to the issues of team-working and specifically the impact of team dynamics on the software development process. Team dynamics is the term used to define how people work and interact together in teams. Teamwork is more effective with the existence of positive team dynamic, as it encourages a better working environment with satisfied, fulfilled employees who will in turn be more productive. This paper presents the results of a research study of team dynamics in very small software development companies and its impact on the software development process and software process improvement activities.

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Tavakoli, Farzaneh, and Taghi Javdani Gandomani. "A Novel Team Productivity Model for XP Teams." Journal of Cases on Information Technology 20, no. 4 (2018): 93–109. http://dx.doi.org/10.4018/jcit.2018100106.

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Team productivity is one of the issues that always been considered in the software development teams. In software development process, as a team-oriented process, team productivity is a serious issue in software competitive industry that always gets high attention. Several studies have been conducted on various aspects of team productivity, but because of role of employed methodologies, providing a unified model in this regard is not possible. This article is specifically aimed to focus on team productivity in XP methodology and provide a productivity model dedicated for this method. The proposed model is developed based on the most influential features affecting team productivity. This model evaluated and gained enough acceptance. The article also shows the most effective XP practices that positively impact team productivity in XP projects.

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Mensah, Alexander Larbie. "The Impact of Teamwork Quality (TWQ) on Agile Software Development Team Performance." International Journal of Project Management 6, no. 3 (2024): 25–51. http://dx.doi.org/10.47672/ijpm.2179.

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Purpose: The study examined the extent to which teamwork quality (TWQ) impacts team performance in the Agile software development space in the U.S. and how the TWQ factors (Communication, coordination of expertise, cohesion, trust, mutual support & value sharing) are ranked in terms of importance to team performance Materials and Methods: The study used correlation and regression analysis to determine the degree of the relationship and the effect of the extended TWQ factors on Agile software team performance. Additionally, the study assessed the relative importance of the TWQ factors to team performance. Participants in the study included IT workers from the software development team in U.S. companies with in-house teams using the Agile methodology. Data was collected using an online survey through survey monkey. The data was presented through descriptive statistics and analyzed using regression analysis. Findings: The study found all the extended TWQ factors were strongly correlated to the team performance. The analysis showed that a statistically significance predictive relationship exists between the extended TWQ factors and Agile software development team performance. However, only mutual support and value sharing contributed statistically significantly to the model. Among these factors, mutual support was ranked as the most important TWQ factor in relation to team performance, while trust was ranked as the least. Implications to Theory, Practice and Policy: This empirical study tested and extended the TWQ model on team performance in the Agile software development space in the U.S. for software development teams and how these TWQ factors are ranked in terms of importance to team performance. The findings provide insight to project teams and team leaders, product owners, scrum masters, and project managers about the TWQ model from the perspective of agile software development teams. The findings also address the critical TWQ factors that are needed for building effective and efficient Agile software development teams.

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DeFranco, Joanna F., and Phillip Laplante. "A software engineering team research mapping study." Team Performance Management: An International Journal 24, no. 3/4 (2018): 203–48. http://dx.doi.org/10.1108/tpm-08-2017-0040.

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Purpose The purpose of this mapping study has been performed to identify, critically analyze and synthesize research performed in the area of software engineering teams. Teams, in a general sense, have been studied extensively. But the distinctive processes that need to be executed effectively and efficiently in software engineering require a better understanding of current software engineering team research. Design/methodology/approach In this work, software engineering team publications were analyzed and the key findings of each paper that met our search inclusion criteria were synthesized. In addition, a keyword content analysis was performed to create a taxonomy to categorize each paper and evaluate the state of software engineering team research. Findings In software engineering team research, the resulting areas that are the most active are teamwork/collaboration, process/design and coordination. Clear themes of analysis have been determined to help understand how team members collaborate, factors affecting their success and interactions among all project stakeholders. In addition, themes related to tools to support team collaboration, improve the effectiveness of software engineering processes and support team coordination have been found. However, the research gaps determined from the content analysis point toward a need for more research in the area of communication and tools. Originality/value The goal of this work is to define the span of previous research in this area, create a taxonomy to categorize such research and identify open research areas to provide a clear road map for future research in the area of software engineering teams. These results, along with the key finding themes presented, will help guide future research in an area that touches all parts of the software engineering and development processes.

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He, Jun, Brian S. Butler, and William R. King. "Team Cognition: Development and Evolution in Software Project Teams." Journal of Management Information Systems 24, no. 2 (2007): 261–92. http://dx.doi.org/10.2753/mis0742-1222240210.

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KAKAR, ADARSH KUMAR. "INVESTIGATING THE SYNERGISTIC AND ANTAGONISTIC IMPACTS OF OUTCOME INTERDEPENDENCE, SHARED VISION AND TEAM REFLEXIVITY ON INNOVATION IN SOFTWARE DEVELOPMENT PROJECTS." International Journal of Innovation Management 22, no. 06 (2018): 1850050. http://dx.doi.org/10.1142/s1363919618500500.

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Reflexivity, the extent to which teams reflect upon and modify their functioning, is widely considered a key factor for engendering team innovation. In this study, we propose that reflexivity is a necessary but not a sufficient condition for team innovation. Outcome interdependence, defined as the extent to which team members perceive that attainment of goals by their colleagues will facilitate their own goal achievement, and shared team vision, will moderate the effect of team reflexivity on team innovation. An empirical study with 332 team members of 34 software projects reveals that as predicted high outcome interdependence and shared team vision magnified the positive impacts of team reflexivity on team innovation. However, an increase in team reflexivity at low outcome interdependence and shared team vision had a negative impact on team innovation. Further, in general, agile software teams consistently demonstrated higher outcome interdependence and team reflexivity and thereby higher team innovation compared to teams adopting plan-driven methods of software development.

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Endriulaitienė, Auksė, and Lina Cirtautienė. "TEAM EFFECTIVENESS IN SOFTWARE DEVELOPMENT: THE ROLE OF PERSONALITY AND WORK FACTORS." Business: Theory and Practice 22, no. 1 (2021): 55–68. http://dx.doi.org/10.3846/btp.2021.12824.

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Globalization and dynamic economic conditions have exponentially increased the use of virtual work in organizations. Effectiveness in software development teams, therefore, is now a relevant issue in business, psychology or other fields. Despite the uniqueness of software development teams and their work conditions, their effectiveness has not been sufficiently researched to clearly determine how it relates to personality traits, work challenges and the virtualization level. To expand the understanding of the mechanisms that influence team effectiveness in software development, an ecological framework is selected. The purpose of this study is to explore the relationship between personality traits, work factors and team effectiveness within the context of software development teams. Methodology: The exploratory study was conducted in international software development companies operating in Lithuania. Forty-five software development teams (N = 142) filled in the Team task performance scale, Hexaco-PI-R questionnaire and rated perceived work challenges and team virtualization level. The statistical analysis was conducted with SPSS. This survey is an initial stage of a larger project. Findings: Personality traits Conscientiousness and Extraversion relate to team effectiveness. In software development teams the most prevalent work challenges were time zone differences, lack of information when working on a project, and lack of a clear purpose. Lack of information and poor foreign language skills negatively affect team effectiveness. A higher virtualization level is associated with more frequent work challenges (culture and foreign language challenges, time zone differences) and team performance.

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Hsu, Shih-Yi Clark, and Bahaudin G. Mujtaba. "Team Transformational Leadership, Trust, Satisfaction, And Commitment: The Testing Of A Structural Equation Model In Software Development Teams." Review of Business Information Systems (RBIS) 11, no. 3 (2007): 17–28. http://dx.doi.org/10.19030/rbis.v11i3.4412.

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This paper studied the relationship among team transformational leadership, team trust, job satisfaction, and team commitment of the team members in software development teams in the United States of America. A total of 5,375 surveys were distributed and only 69 respondents completed the online survey. Based upon 65 validated respondents, this study conducted a confirmatory factor analysis and evaluated the direct and indirect weights of path coefficients among the latent variables at 5% level of significance. The results using path analysis indicate that team transformational leadership is strongly positively related to team empowerment (r= .86, p= .00) and team trust (r= .82, p= .00) in software development teams while team empowerment (r= .27, p=. 55) and team trust (r= .29, p= .55) are not related to job satisfaction in software development teams. There is a slight positive relationship between team job satisfaction and the team commitment (r= .18, p= .04).

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Mtsweni, Emmanuel, and Koga Gorejena. "Team Barriers to Tacit Knowledge Sharing in Software Development Project Teams." Electronic Journal of Knowledge Management 21, no. 1 (2023): 59–72. http://dx.doi.org/10.34190/ejkm.21.1.2244.

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Software Development Projects (SDPs) are being conducted at a rapid rate in response to the Fourth Industrial Revolution (4IR), even though SDPs are associated with very high failure rates. Their failure rate of SDPs has been declared as an International Crisis. SDPs are knowledge intensive in nature, whereby knowledge is essential when performing socio-technical tasks within SDPs. One of the reasons for the failure of SDPs is limited sharing of tacit knowledge within SDP teams. Limited tacit knowledge sharing within SDP teams results in the teams not being in position to perform their socio-technical tasks to the required standards which leads to success of SDPs. The main purpose of this research study was to identify the team-oriented barriers that limit the sharing of tacit knowledge within SDP teams. The researchers conducted a qualitative study and relied on qualitative data to achieve the objectives of the study. The qualitative data were collected through interviews and thematic data analysis was conducted to generate the results. A total of seven team-oriented barriers were identified includes team-culture, team-orientation, team-dispersion, team-cohesion, team-characteristics, trust, and communication. These issues are related to each other and influence one another in a positive way. These barriers stem from the entire SDP team, which is responsible for ensuring the success of SDPs.

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Chakraborty, Suranjan, Saonee Sarker, Sudhanshu Rai, Suprateek Sarker, and Ranganadhan Nadadhur. "Offshore Vendors’ Software Development Team Configurations." Journal of Global Information Management 19, no. 3 (2011): 1–29. http://dx.doi.org/10.4018/jgim.2011070101.

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This research uses configuration theory and data collected from a major IT vendor organization to examine primary configurations of distributed teams in a global off-shoring context. The study indicates that off-shoring vendor organizations typically deploy three different types of configurations, which the authors term as thin-at-client, thick-at-client, and hybrid. These configurations differ in terms of the size of the sub-teams in the different distributed locations and the nature of the ISD-related tasks performed by the distributed team members. In addition, the different configurations were compared on their inherent process-related and resource-related flexibilities. The thick-at-client configuration emerged as the one that offers superior flexibility (in all dimensions).However, additional analysis also revealed contingencies apart from flexibility that may influence the appropriateness of the distributed ISD team configuration, including the volatility of the client organization’s environment and the extent to which the ISD tasks can be effortlessly moved to the vendor’s home location.

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Wiesche, Manuel. "Interruptions in Agile Software Development Teams." Project Management Journal 52, no. 2 (2021): 210–22. http://dx.doi.org/10.1177/8756972821991365.

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Agile approaches help software development project teams to better meet user needs and ensure flexibility in uncertain environments. But using agile approaches invites changes to the project and increases interactions between team members, which both cause interruptions in the workplace. While interruptions can help in task completion and increase process flexibility, they can also hinder employee productivity. We conducted an exploratory study of four agile software development teams. Our analysis identified (1) programming-related work impediments, (2) interaction-related interruptions, and (3) interruptions imposed by the external environment, which were managed by improved information retrieval and reduced team dependencies.

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Mtsweni, Emmanuel S., Tertia Hörne, and John Andrew van der Poll. "Soft Skills for Software Project Team Members." International Journal of Computer Theory and Engineering 8, no. 2 (2016): 150–55. http://dx.doi.org/10.7763/ijcte.2016.v8.1035.

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Ruano-Mayoral, Marcos, Ricardo Colomo-Palacios, Ángel García-Crespo, and Juan Miguel Gómez-Berbís. "Software Project Managers under the Team Software Process." International Journal of Information Technology Project Management 1, no. 1 (2010): 42–53. http://dx.doi.org/10.4018/jitpm.2010100204.

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Despite the clear relevance of the Information and Communications Technologies (ICT) market in world economics and the evident lack of success of software projects, organizations devote little effort to the development and maturity of the software project manager profession. This work analyzes the figure of project manager from the perspective of the Team Software Process (TSP), and it considers the required skills, attitudes and knowledge for a software development project. The basis for the study is the analysis of relevant references from the literature for their subsequent categorization into different competency concepts. The results of the analysis are compared with the contributions which the Guide to the SWEBOK® and the PMBOK® Guide models provide of the profiles of the project manager. The results indicate that the literature relating to the Team Software Process is focused on the definitions of skills and attitudes, and to a lesser extent on knowledge components. The lack of the definition of the components which comprise competency constitutes a challenge for software development organizations that use TSP, whose project managers should confront the task with full capacities, and without the help of established and recognized competencies. The current work attempts to establish the competencies for project managers identified in the literature, in the environment of the use of TSP for software development, using a study based on content analysis.

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Chamtitigul, Nattaya, and Weining Li. "How the Team Norm of Information Exchange and Team Information Processing Affects Team Performance in Software Development Projects?" Malaysian Journal of Social Sciences and Humanities (MJSSH) 6, no. 5 (2021): 95–102. http://dx.doi.org/10.47405/mjssh.v6i5.792.

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This study examines how the team norm of information exchange and team information processing affects team performance. Data were collected from 354 project teams from software development companies in Thailand. Structural Equation Modelling (SEM) was conducted to test the proposed hypotheses. The results of the study revealed that team norms of information exchange (TNM) has a significant relationship with team information processing (PRO). Team information processing positively influences team performance (TPM). Software development organisations could adopt such norms and this team process to improve software development projects performance and recognise team processes, which is essential for long-term sustainability and competitiveness.

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Bai, Aleksander, Viktoria Stray, and Heidi Mork. "What Methods Software Teams Prefer When Testing Web Accessibility." Advances in Human-Computer Interaction 2019 (June 10, 2019): 1–14. http://dx.doi.org/10.1155/2019/3271475.

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Accessibility has become an important focus in software development; the goal is to allow as many people as possible, regardless of their capabilities, to use software. We have investigated the methods that software teams prefer when testing the accessibility of their software. We conducted a large-scale study to evaluate six methods, using a sample of 53 people who work on various software teams. We present a detailed breakdown of the results for each testing method and analyze the differences between the methods. Our findings show that there are statistically significant differences in team members’ preferences, particularly for those with different roles. This implies that a software team should not choose a single method for all team members.

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Tanuan, Meyer. "Leading a software development team." ACM SIGSOFT Software Engineering Notes 27, no. 3 (2002): 94. http://dx.doi.org/10.1145/638574.638591.

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Walz, Diane B., Joyce J. Elam, and Bill Curtis. "Inside a software design team." Communications of the ACM 36, no. 10 (1993): 63–77. http://dx.doi.org/10.1145/163430.163447.

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Mcgrew, John F., John G. Bilotta, and Janet M. Deeney. "Software Team Formation and Decay." Small Group Research 30, no. 2 (1999): 209–34. http://dx.doi.org/10.1177/104649649903000204.

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Li, Yuzhu, Kuo-Chung Chang, Houn-Gee Chen, and James J. Jiang. "Software development team flexibility antecedents." Journal of Systems and Software 83, no. 10 (2010): 1726–34. http://dx.doi.org/10.1016/j.jss.2010.04.077.

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Casey, Valentine. "Virtual software team project management." Journal of the Brazilian Computer Society 16, no. 2 (2010): 83–96. http://dx.doi.org/10.1007/s13173-010-0013-3.

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Moustafa, Ayat, and Mohie Abdulrasoul. "Factors Affecting the Success of Agile Software Teams." International Journal of Computers and Informatics 3, no. 2 (2024): 9–22. http://dx.doi.org/10.59992/ijci.2024.v3n2p1.

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Thousands of teams are using agile software development methods, especially Scrum. Few of them are really “living” Scrum and therefore successful. This paper discusses the factors that led the Scrum team to the successful. A survey about the success factors in agile projects especially that related to the Scrum teams is presented. We proposed a new framework for the success factors of the Scrum team. According to a questionnaire is distributed to evaluate the Scrum team performance, we concluded that some of the success factors are strongly or moderated applied, but others are applied with a low degree. We calculated the Adherence degree for each success factor according to our evaluation to know its importance in the success of the software project.

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Whatley, Janice. "Achieving Virtual Teamwork Using Software Agents." Proceedings of the International Conference on Networked Learning 4 (April 5, 2004): 696–702. http://dx.doi.org/10.54337/nlc.v4.9582.

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In this paper a software agent system is described to help give online support to students who are taking part in team projects. A prototype agent system has been designed to help with allocating tasks to students in the team and to assist agreement on ground rules for working together. After two iterations of implementing this agent system with student teams, the findings from student feedback is given, with suggestions for enhancing the functions of the agent system in future prototypes.

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Rahman, Abdul, Eko Indrajit, Akhmad Unggul, and Erick Dazki. "Agile Project Management Impacts Software Development Team Productivity." sinkron 8, no. 3 (2024): 1847–58. http://dx.doi.org/10.33395/sinkron.v8i3.13853.

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The agile nature of the software development sector calls for flexible and effective project management techniques. Agile Project Management (APM) is emerging as a significant method that supports team cooperation, iterative improvement, and flexibility. This paper looks at how agile project management might affect software development team output. This study investigates the primary Agile methodologies Scrum and their impact on team productivity by means of a thorough literature review and empirical analysis. A mixed-methods approach employs qualitative comments and quantitative measures to provide a comprehensive view of output changes. We examine several software development teams inside a mid-sized technology company over 12 months using a case study approach, comparing productivity measures before and after Agile practices, including team satisfaction, development pace, and code quality. Furthermore, team member surveys and interviews offer an understanding of the supposed advantages and difficulties of switching to Agile approaches. Teams showing more efficiency, improved communication, and better morale point to a notable rise in productivity. Notable improvements included improved adaptability to shifting project needs and a shorter time-to-market for software products. This paper offers an insightful analysis of Agile Project Management's ability to revolutionize software development processes, helping companies trying to improve project results. This study has consequences for managers and practitioners because it provides valuable instructions for implementing Agile approaches to achieve the best team performance. Future directions of study will include investigating the long-term effects of Agile methods and their relevance in various organizational settings.

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Qu, Gang, Lishan Shen, and Xiaona Bao. "Vendors’ team performance in software outsourcing projects." Nankai Business Review International 5, no. 3 (2014): 290–308. http://dx.doi.org/10.1108/nbri-02-2014-0013.

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Purpose – The purpose of this paper is to study how the software outsourcing teams, namely, vendors, transfer effective knowledge to enhance team performance; it reports on a study of transactive memory system (TMS) theory and makes deep analyses and discussions about the influence of the cooperative behaviors of TMS on software outsourcing team’s performance under the framework of three behavioral characteristics dimensions – specialization, credibility and coordination. Design/methodology/approach – This paper is an empirical study based on investigation interviews to 28 software outsourcing teams and data of questionnaire surveys on 124 software outsourcing teams; structural equation model is used to test the data we collected. Findings – This paper finds that both credibility and coordination have a significantly positive impact on knowledge transfer and project success, whereas specialization has a significant negative impact on project success. The results of data analysis show that TMS is an effective coordination mechanism. Originality/value – The conclusion of the study can help us understand the coordination mechanism of knowledge transfer in software outsourcing team and provide theoretical support and paradigm reference for vendors in China to accumulate knowledge and improve the success rate of projects in the context of software project development.

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Lukić-Nikolić, Jelena, Snežana Lazarević, and Sunčica Antić. "Agile software development teams: Communication, shared values, growth and improvements through demographic and contextual factors." Journal of Engineering Management and Competitiveness 14, no. 2 (2024): 112–24. https://doi.org/10.5937/jemc2402112l.

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This paper investigates how demographic factors (gender and age), and contextual factors (length of team membership and work type) affect communication, shared values, collaborative growth and improvements in agile software development teams in Serbia. Empirical research was conducted using a specially designed online questionnaire which consisted of profile questions and three highly reliable scales focusing on agile software development team communication, shared values, and collaborative growth and improvements. In the period from April to October 2024, a total of 107 agile software development team members from Serbia participated in the research. Data analysis was conducted using descriptive statistics, the Mann-Whitney U-test, and the Kruskal-Wallis H-test. The findings reveal no statistically significant differences in communication, shared values, or collaborative growth based on age, length of team membership, and work type. However, a notable gender difference was observed, with female team members reporting a higher level of agreement on shared values within their teams. These results underscore the critical role of gender dynamics in fostering a cohesive team environment in agile settings. Understanding these dynamics is essential for enhancing team collaboration and performance, suggesting that organizations should consider gender inclusivity when developing agile software development teams.

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Rosado Castillo, Nailea Isabel, Antonio Armando Aguileta Güemez, and Raúl Antonio Aguilar Vera. "Team Composition in Software Engineering Development Phases: A systematic literature review." International Journal of Combinatorial Optimization Problems and Informatics 15, no. 5 (2024): 237–53. http://dx.doi.org/10.61467/2007.1558.2024.v15i5.584.

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The software industry is increasingly competitive and demands rapid adaptation and reduced delivery times for success. Strategic team composition emerges as a fundamental path to contribute to the success of software products and companies. Due to the importance of team composition in software engineering and the existence of various methods for building these teams in the literature, it is essential to understand the current trends and areas for advances in the state of the art on this topic. Although the literature has extensively examined team composition in software engineering, there is still a significant knowledge gap, particularly regarding the composition throughout various development phases. To address this gap, we conducted a systematic literature review (SLR) focusing on teams built for specific development phases. Our analysis encompasses team composing methods, metrics, size, member characteristics, required skills, and experimental settings.

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Kalluri, Ravikiran. "Psychological Antecedents to Emergence of Team Autonomy in Agile Scrum Teams." International Journal of Software Engineering & Applications 15, no. 3 (2024): 13–29. http://dx.doi.org/10.5121/ijsea.2024.15302.

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Agile project management methods are gaining in popularity in the software industry as software development teams are being asked to be adaptive to market needs and resilient to change and uncertainty. With increasing market uncertainty, global competition, and time-to-market pressure, it is becoming a challenge to develop an innovative product and deliver it on-time without the opportunity that comes from team autonomy to experiment and learn from failures. The purpose of this research study was to study the influence of key psychological factors on emergence of Agile team autonomy that leads to Agile project success in software organizations. Using an online survey instrument, the study sampled 137 software professionals from US software companies with experience in the Agile Scrum role of Team Member. The relationship between the human psychology factors pertaining to leadership style, organization structure, human resource practices, customer engagement and Agile team autonomy is explained through multiple linear regression. One-way ANOVA and Pearson’s correlation coefficient were used to demonstrate the existence (or nonexistence) of relationships between variables. Finally, an empirical model relating the human psychology factor variables and the dependent variable of Agile team autonomy was constructed for the population.

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Bharadwaj, Sangeeta Shah, and Kul Bhushan C. Saxena. "Knowledge Management in Global Software Teams." Vikalpa: The Journal for Decision Makers 30, no. 4 (2005): 65–76. http://dx.doi.org/10.1177/0256090920050406.

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Information technology (IT) organizations, especially software development organizations, are knowledge-intensive firms where the knowledge is mainly embedded in human beings and is largely in the form of tacit knowledge. Managing knowledge in global software teams in very critical as knowledge is a source of competitive advantage for these organizations. They have adopted emergent team-based structures as a response to changing business needs and are globally distributed. Sharing of tacit knowledge requires more people-to-people interaction which is impossible in these organizations. Due to this reason, it is essential to manage certain critical knowledge during the progress of the projects related to achieving the performance goals and the learning goals to consistently sustain and improve project performance. This study identifies the following critical knowledge areas related to the learning goals: user requirements knowledge functional domain knowledge technical knowledge project status knowledge project experience knowledge. A five-layered knowledge management framework has been applied to model the software team knowledge. This model is suggested as a process approach to team knowledge management to strengthen knowledge management in software teams. As per the knowledge management framework, all the identified knowledge related to the project are not well managed. One of the reasons for not managing well a particular type of knowledge is the absence of knowledge management processes. The global software teams share knowledge through a virtual space as against real physical platform with proper IT infrastructure in place. Due to the distributed nature of the teams, rules, conventions, and sharing of norms is already put in place. It, thus, helps in managing project status knowledge, domain knowledge, and technical knowledge. It also promotes management of requirements knowledge and project experience knowledge. However, only ad hoc processes which are immature are in place to manage the knowledge areas. The tools of team knowledge management and leadership commitment are the next two layers of the model to manage the software team knowledge. This study summarizes the status of the following critical knowledge areas related to the learning goals: The most critical knowledge area is the user requirement knowledge. Though newer processes are introduced to manage the same, managing user requirements still remains a challenge for the members of the global software teams. Functional domain knowledge and technical knowledge are managed well by companies but technology updates have put pressure in identifying the gaps and bridging it during the project execution. Project status knowledge has been well managed in the global software teams with the help of formal procedures and documentation. The Capability Maturity Model (CMM) certification requirement of IT organizations is facilitating this knowledge management area. Capturing and reusing the project experience knowledge of the existing projects and clients is still an open issue. The layered knowledge management framework will help in implementing knowledge management processes for each critical knowledge area.

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Md Rejab, Mawarny, and James Noble. "Reforming Performance Appraisal for Agile Software Development Projects." International Journal of Engineering & Technology 7, no. 4.19 (2018): 233–39. http://dx.doi.org/10.14419/ijet.v7i4.19.22056.

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Changes in software development methods should lead to changes in an organizationâ€™s performance appraisal system. Several organizations, however, have adopted Agile software development methods without reforming their performance appraisal. Performance appraisal should be aligned to Agile values, principles, and practices, which advocate interactions, collaborations, teamwork, and knowledge transfer. Through a Grounded Theory study involving 48 Agile practitioners and external specialists, we discovered two major changes to performance appraisal for Agile teams: integrating individual and team performance assessment criteria, and shifting from quantitative to qualitative measurement of performance. Our findings indicate that reforming performance appraisal tends to influence successful expertise coordination in Agile teams. This study can be a baseline in generating an Agile-compliant performance appraisal to assess Agile team members in a fair and consistent manner. This indirectly increases motivation amongst team members and tends to produce capable workforce to perform at a higher level.Â Â

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Kanike, Uday, and Yusen Xia. "Impact of ICT-Based Tools on Team Effectiveness of Virtual Software Teams Working From Home Due to the COVID-19 Lockdown." International Journal of Software Innovation 10, no. 1 (2022): 1–20. http://dx.doi.org/10.4018/ijsi.309958.

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The research examines the usage of ICT tools by software engineering teams, especially the virtual teams during COVID-19 and how it impacts the effectiveness of the team. This research has adapted the framework proposed by Salas et al. and Hackman et al. to measure team effectiveness. Team effectiveness was measured using 10 constructs. The research instrument proposed by Nagy and Habok has been adapted to measure the usage of ICT tools. The moderating role of gender and age has also been examined in this study. The sample size is 136 software professionals. Quantitative approach has been adapted. The study is descriptive in nature, and cluster sampling is adapted. The data is gathered through a closed-ended questionnaire, and analysis is done through SPSS software. The results reveal that usage of ICT tools enhances the team effectiveness in virtual software teams.

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Ganesan @ Kanagaraj, M. "Leadership Styles among the Team Leaders of Software Companies in Chennai." Shanlax International Journal of Management 7, no. 2 (2019): 54–64. http://dx.doi.org/10.34293/management.v7i2.576.

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A team leader is a person who gives great ideas, inputs and guidance to their team members in order to achieve the goal. The primary job of the team leader is dividing the work and allocates the work to each member in the group based on their specialization. In the software, companies have a lot of teams, and the team leader’s role is very important. If the team leader is efficient, he or she can get work from others easily if the team leader is incompetent or inefficient, it’s very difficult to get work from others. Another important role of a team leader is to assess everyone contribution for a particular period. Generally judging others and evaluating others is a difficult job and complex also. In this situation, the team leader important role in evaluating the employee’s performance for a particular period, and if the performance is good team leader recommend financial and non-financial benefits. Team leader styles create a major impact of the teammates sometimes they perceived positive, and sometimes they perceive negative. In this study about leadership styles among the team leaders of software companies.

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Abdullah, Khalid KA, and M. Rizwan Qureshi. "Agile software development: Impacts and challenges within distributed teams." International Journal of Multidisciplinary Research and Growth Evaluation 4, no. 1 (2023): 572–79. http://dx.doi.org/10.54660/.ijmrge.2023.4.1.572-579.

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In agile software development, rapid tasks, which are called the story and collaboration between team members are a necessary requirement. To achieve this, teams need to adhere steps such as active meetings, face-to-face meetings, continuous meetings and cooperation between the work team. However, Separation through geographical distance, time zones, and culture has an influence on the ability of members of a distributed team to work with each other as one team in distributed software development. We determined that trust among members of a distributed team is critical for bridging spatial, behavioral, and cultural barriers so that they can collaborate as one team. In this paper, we discuss the obstacles and challenges of using Agile in a distributed team’s environment and recommend a proposed solution of four steps and procedures to solve these issues. The validation of the proposed solution is done by using a survey and the results indicate that communication efficiency has positive effects and found encouraging effects on functionality, quality, and on-budget completion.

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Karlsen, Jan Terje, Anders Aaraas Pedersen, Max Paul Trautwein, and Hans Solli-Sæther. "Understanding Agile Software Development Team Adaptation Processes." International Journal of Risk and Contingency Management 11, no. 1 (2022): 1–25. http://dx.doi.org/10.4018/ijrcm.290059.

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This study is about team adaptation from a continuous change perspective. The purpose was to investigate how agile software development teams in a Nordic financial institution adapt to task-based triggers. A single case study was conducted of three software development teams in a product unit reporting that they worked in agile ways. One of the main findings is that the agile software development teams sought to define tasks to be worked on individually. The adaptation triggers occurring during taskwork mainly prompt task-related interaction. In addition, the findings support that these adaptation triggers can either prompt small adjustments to taskwork or be more severe and move the focus to evaluation and planning activities before taskwork can be continued. We propose a model describing how agile software development teams adapt to task-based triggers based on the findings.

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Guzmán, Javier García, Javier Saldaña Ramos, Antonio Amescua Seco, and Ana Sanz Esteban. "Success Factors for the Management of Global Virtual Teams for Software Development." International Journal of Human Capital and Information Technology Professionals 2, no. 2 (2011): 48–59. http://dx.doi.org/10.4018/jhcitp.2011040105.

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The management of globally distributed software teams is complex because of problems of linguistic differences, geographical dispersion, different time zones, and the cultural diversity of the team members; what is particularly common in software development environments. These problems are amplified when a single software development team is composed of highly skilled individuals working in dispersed geographical locations, and they have to work as a team across distances. This paper describes several of the most important factors that contribute to the correct and effective management of global virtual teams for software development and underlying solutions are addressed to reduce cultural and time barriers. These factors are obtained from an industrial case study, which lasted 36 months, corresponding to a huge software development project that involved several global virtual teams. These success factors consider different perspectives as technology, human factors and process.

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Fabrianti Kusumasari, Tien, Bambang Riyanto Trilaksono, Atya Nur Aisha, and Fitria . "Software Development Team Competencies to Support Software Development Project Success." International Journal of Engineering & Technology 7, no. 4.40 (2018): 156–61. http://dx.doi.org/10.14419/ijet.v7i4.40.24424.

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Software development projects have relatively low success rates compared to other projects. One of the causes is human factors, lack of competence from the development team. The competency of the existing development team cannot meet project needs. Therefore, this research has analyzed the list of competencies that have an important role in the software development team. The list of competencies analyzed was obtained from the results of the literature review and evaluations from 17 practitioners in software development. From the literature review, 57 competency elements were obtained in the context of software developers, which will be further evaluated. Based on the evaluation of the importance level and frequency from practitioners that mapped in the importance-frequency matrix, 24 competency elements include as a top priority (in maintaining or include (MI) quadrant) and 7 competency elements in possibly included (PI) quadrants. The results of this study are expected to be a reference for composing the right composition of the development team to achieve the success of the software development project.Â Â

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Wickramasinghe, Vathsala, and Sahan Nandula. "Diversity in team composition, relationship conflict and team leader support on globally distributed virtual software development team performance." Strategic Outsourcing: An International Journal 8, no. 2/3 (2015): 138–55. http://dx.doi.org/10.1108/so-02-2015-0007.

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Purpose – This study aims to investigate whether diversity in team composition leads to relationship conflict, and, consequently, relationship conflict leads to team performance, and whether team leader support moderates the negative effects of relationship conflict on team performance. Design/methodology/approach – For the study, 216 team members working in globally distributed virtual software development projects responded. To examine the hypothesized relationships, structural equation modeling with maximum likelihood estimation was performed. Findings – It was found that diversity in team composition leads to relationship conflict, relationship conflict leads to team performance and team leader support moderates the latter relationship. Practical implications – The findings suggest the role of team leaders in reducing the harmful effect of relationship conflict on team performance. The findings imply the need of providing training to team leaders to create cohesive teams that deliver on project goals. Originality/value – Empirical studies on globally distributed virtual teams could provide new insights into challenges and issues associated with team composition, relationship conflict and team leader support in achieving higher levels of team performance.

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ȚÎȚU, Aurel Mihail, and Nicoleta Mădălina NIȚĂ. "A KNOWLEDGE MANAGEMENT GUIDELINE: IDENTIFYING AND QUANTIFYING THE KNOWLEDGE LEVEL OF A TEAM THAT WORKS FOR A SOFTWARE ENGINEERING PROJECT." Management of Sustainable Development 15, no. 2 (2023): 59–66. http://dx.doi.org/10.54989/msd-2023-0016.

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This scientific paper aims to explore the identification and quantification of the knowledge level within a team working on a software engineering project. The knowledge level of a team plays a crucial role in the success and efficiency of project outcomes. To achieve this objective, a comprehensive review of existing literature on knowledge management, team dynamics, and software engineering practices was conducted. This article reveals insights into the knowledge dynamics within software engineering teams. The research methodology consists of different quantitative and qualitative methods for data collection and analysis. The identified knowledge gaps and strengths can inform strategies for improving team performance, such as targeted training programs or knowledge sharing initiatives. Furthermore, the quantification of knowledge levels can serve as a benchmark for future projects, allowing for better resource allocation and team composition. Overall, this research is bringing benefits to the field of software engineering by providing a systematic approach to identify and quantify the knowledge level of teams, enabling organizations to optimize their team structures and enhance project outcomes.

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Titu, Aurel Mihail, and Nicoleta Madalina Nita. "A KNOWLEDGE MANAGEMENT GUIDELINE: IDENTIFYING AND QUANTIFYING THE KNOWLEDGE LEVEL OF A TEAM THAT WORKS FOR A SOFTWARE ENGINEERING PROJECT." Management of Sustainable Development Journal 15, no. 2 (2023): 59–66. https://doi.org/10.54989/msd-2023-0016.

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This scientific paper aims to explore the identification and quantification of the knowledge level within a team working on a software engineering project. The knowledge level of a team plays a crucial role in the success and efficiency of project outcomes. To achieve this objective, a comprehensive review of existing literature on knowledge management, team dynamics, and software engineering practices was conducted. This article reveals insights into the knowledge dynamics within software engineering teams. The research methodology consists of different quantitative and qualitative methods for data collection and analysis. The identified knowledge gaps and strengths can inform strategies for improving team performance, such as targeted training programs or knowledge sharing initiatives. Furthermore, the quantification of knowledge levels can serve as a benchmark for future projects, allowing for better resource allocation and team composition. Overall, this research is bringing benefits to the field of software engineering by providing a systematic approach to identify and quantify the knowledge level of teams, enabling organizations to optimize their team structures and enhance project outcomes.

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Dzulaiha Aryanee Putri Zainal, Rozilawati Razali, and Zulkefli Mansor. "Team Formation for Agile Software Development - Crowdsourcing-based Empirical Study." Journal of Advanced Research in Applied Sciences and Engineering Technology 34, no. 2 (2023): 133–43. http://dx.doi.org/10.37934/araset.34.2.133143.

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Agile Software Development (ASD) is gradually substituting the plan-driven Waterfall development process. The nature of ASD requires that Agile development teams be more effective than any other development team in that Agile development is incremental, rapid, and responds well to changes. Therefore, team formation should be done properly in order for effective teamwork which leads to great performance and project success. To date, there is limited guidance, model, or frameworks that can assist in achieving optimum team formation. Currently, team formation is done based on heuristics and instincts which seemingly results in bias and incorrectness. This study aims to validate the Agile team formation conceptual model. This paper reports the initial empirical study that was done using a crowdsourcing-based method due to pandemic restrictions on close contact. The study was done in an Agile professional network group platform on the internet. The data collected is then analysed using contents analysis. The respondents validated that the team formation characteristics in the conceptual model were applicable with an emphasis on continuous learning and having a growth mindset. Future plan would be to determine the optimized team formation by using elements of Artificial Intelligence algorithms such as Genetic Algorithm.

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Estrada Guzmán, Elsa Estrada, and Adriana Peña Pérez Negrón. "Influencia de los Roles de Equipo en las Actividades del Desarrollador de Software." RECIBE, REVISTA ELECTRÓNICA DE COMPUTACIÓN, INFORMÁTICA, BIOMÉDICA Y ELECTRÓNICA 2, no. 1 (2017): C2–1—C2–19. http://dx.doi.org/10.32870/recibe.v2i1.10.

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Uno de los roles básicos en el proceso del software es precisamente el de desarrollador, también denominado ingeniero de software, cuyas actividades principales son: el análisis, diseño, programación y pruebas del producto a desarrollar. Estas actividades, dependiendo generalmente del tamaño del proyecto y de la metodología, pueden estar a cargo de diferentes personas o bien de un grupo de desarrolladores que en conjunto las llevan todas a cabo; en este último caso, estaríamos hablando de trabajo en equipo entre iguales o pares. Por otro lado, de acuerdo con la teoría de roles de equipo, las personas tienden a comportarse de manera regular en forma distintiva cuando colaboran, estas formas particulares de colaborar es probable que influyan en el desempeño del equipo de desarrolladores de software. En este documento se presenta un caso de estudio con la finalidad de entender la influencia de los roles de equipo en ciertas actividades involucradas en el proceso de desarrollo de software.Abstract:One of the basic roles in the software process is precisely that of a developer, also called software engineer, whose main activities are: analysis, design, programming and product testing for said product. These activities, usually based on the project size and methodology, they can be assigned to different people or to a group of developers to take care of them; in this former case we would be talking about group work among peers. On the other hand, according to the team role theory, people tend to behave in a specific way when they collaborate, these particular collaborative behaviors probably have an influence on the software developer team’s performance. This document presents a case of study, with the intention of understanding the influence of team roles in certain activities involved in the software development process.Keywords: software developer, software engineer, software engineer roles, Belbin team roles.

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Chaczko, Zenon, Shahrzad Aslanzadeh, Frank Jiang, and Ryszard Klempous. "The Implementation of 3TZ Model of Software Development." International Journal of Electronics and Telecommunications 58, no. 4 (2012): 433–39. http://dx.doi.org/10.2478/v10177-012-0059-6.

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Abstract This paper presents the concepts and explores issues related to the 3 Time Zones (3TZ) model of software development in global workspace environment. The 3TZ model itself seeks to take advantages of differences in time zones between places around the world. By engaging software development teams in different regions separated by 8 hours each, it is possible for their combined working hours to cover the whole 24 hours period. Thus, while they each work their normal 8 hour days, together they are able to achieve in 1 day what a single team would achieve in 3 days. They are able to achieve this by passing on their work from one team to the next as one finishes their workday and the next team starts their workday. The 3TZ model of software development revolves around the employment of a software development team distributed in at least 3 different locations around the world in 3 different time zones. If work was passed on from one team to the next and adjacent teams were separated by 8 hours, then 24 hours continuous collaborative software development could be achieved. Though this poses many challenges, when dealt with there is great potential for software to be developed much faster than is possible for a single, collocated development team. In the global economy, we have seen a decrease in the barriers towards communication across the globe along with an increase of service availability to support this communication. Software development is one of the disciplines that is capable of effectively utilizing and benefiting from global collaboration prospect lent by ever increasing capability of information and communication technology. 24 hours continuous development is ideal for application towards tasks that have hard deadlines or require work completed as soon as possible. This article will mainly focus on introducing 24/7 global models that can be applied in cloud environment used in three different time zones.

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MORITA, Yasuhiko, and Akiko GOSHO. "LCA Software: TEAM^TM." Journal of Life Cycle Assessment, Japan 1, no. 2 (2005): 140–43. http://dx.doi.org/10.3370/lca.1.140.

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Teasley, S. D., L. A. Covi, M. S. Krishnan, and J. S. Olson. "Rapid software development through team collocation." IEEE Transactions on Software Engineering 28, no. 7 (2002): 671–83. http://dx.doi.org/10.1109/tse.2002.1019481.

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Kettunen, P. "Managing embedded software project team knowledge." IEE Proceedings - Software 150, no. 6 (2003): 359. http://dx.doi.org/10.1049/ip-sen:20031173.

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Journal articles on the topic 'Software Team'

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