Ändra sökning
Länk till posten
Permanent länk

Direktlänk
Alternativa namn
Publikationer (10 of 17) Visa alla publikationer
Šmite, D., Moe, N. B., Klotins, E. & Gonzalez-Huerta, J. (2023). From forced Working-From-Home to voluntary working-from-anywhere: Two revolutions in telework. Journal of Systems and Software, 195, Article ID 111509.
Öppna denna publikation i ny flik eller fönster >>From forced Working-From-Home to voluntary working-from-anywhere: Two revolutions in telework
2023 (Engelska)Ingår i: Journal of Systems and Software, ISSN 0164-1212, E-ISSN 1873-1228, Vol. 195, artikel-id 111509Artikel i tidskrift (Refereegranskat) Published
Abstract [en]

The COVID-19 outbreak has admittedly caused interruptions to production, transportation, and mobility, therefore, having a significant impact on the global supply and demand chain's well-functioning. But what happened to companies developing digital services, such as software? How has the enforced Working-From-Home (WFH) mode impacted their ability to deliver software, if at all? This article shares our findings from monitoring the WFH during 2020 in an international software company with engineers located in Sweden, the USA, and the UK. We analyzed different aspects of productivity, such as developer job satisfaction and well-being, activity, communication and collaboration, efficiency and flow based on the archives of commit data, calendar invites, Slack communication, the internal reports of WFH experiences, and 30 interviews carried out in April/May and September 2020. We add more objective evidence to the existing COVID-19 studies the vast majority of which are based on self-reported productivity from the early months of the pandemic. We find that engineers continue committing code and carrying out their daily duties, as their routines adjust to “the new norm”. Our key message is that software engineers can work from home and quickly adjust their tactical approaches to the changes of unprecedented scale. Further, WFH has its benefits, including better work-life balance, improved flow, and improved quality of distributed meetings and events. Yet, WFH is not challenge free: not everybody feels equally productive working from home, work hours for many increased, while physical activity, socialization, pairing and opportunities to connect to unfamiliar colleagues decreased. Information sharing and meeting patterns also changed. Finally, experiences gained during the pandemic will have a lasting impact on the future of the workplace. The results of an internal company-wide survey suggest that only 9% of engineers will return to work in the office full time. Our article concludes with the InterSoft's strategy for work from anywhere (WFX), and a list of useful adjustments for a better WFH. © 2022 The Author(s)

Ort, förlag, år, upplaga, sidor
Elsevier, 2023
Nyckelord
Engineers, Job satisfaction, Productivity, Software engineering, Case-studies, Digital services, Empirical studies, Global supply chain, Production transportation, Software company, Supply and demand chains, Telework, Working from home, Working-from-home, COVID-19, Case study, Empirical study, WFH
Nationell ämneskategori
Programvaruteknik
Identifikatorer
urn:nbn:se:bth-23761 (URN)10.1016/j.jss.2022.111509 (DOI)000875668800002 ()2-s2.0-85139327922 (Scopus ID)
Forskningsfinansiär
KK-stiftelsen, 20190087KK-stiftelsen, 20170176KK-stiftelsen, 20180010Norges forskningsråd, 309344Norges forskningsråd, 267704
Anmärkning

open access

Tillgänglig från: 2022-10-21 Skapad: 2022-10-21 Senast uppdaterad: 2022-12-13Bibliografiskt granskad
Šmite, D. & Moe, N. B. (2023). The Role of Responsiveness to Change in Large Onboarding Campaigns. In: Stettina C.J., Garbajosa J., Kruchten P. (Ed.), Agile Processes in Software Engineering and Extreme Programming: . Paper presented at 24th International Conference on Agile Software Development, XP 2023, Amsterdam, 13 June through 16 June 2023 (pp. 132-148). Springer Science+Business Media B.V., 475
Öppna denna publikation i ny flik eller fönster >>The Role of Responsiveness to Change in Large Onboarding Campaigns
2023 (Engelska)Ingår i: Agile Processes in Software Engineering and Extreme Programming / [ed] Stettina C.J., Garbajosa J., Kruchten P., Springer Science+Business Media B.V., 2023, Vol. 475, s. 132-148Konferensbidrag, Publicerat paper (Refereegranskat)
Abstract [en]

Onboarding is a process of organizational socialization of the new hires, that includes recruitment, orientation, training, coaching and support. While onboarding individuals into an organization is a rather straightforward task, little is known about 1) onboarding hundreds of developers and 2) doing it on a distance in outsourcing situations. Furthermore, the subject of sustainable growth with respect to organizational capabilities and culture is often overlooked. This paper reports findings from an exploratory multi-case study of two large onboarding campaigns. We collected empirical data from interviews, retrospectives, onboarding documentation and onsite visits. Based on the empirical study, onboarding hundreds of software engineers in a complex agile product development environment which lacks documentation and puts high demands on engineers’ knowledge and skills is a challenging and costly endeavor. To save the costs and for practical reasons, large-scale onboarding is organized in batches with the first batch trained onsite, and the later batches trained internally. We report challenges faced in the two cases and discuss possible solutions. One core finding is that a good plan combined with the organizational agility, i.e., the responsiveness to change, together with organizational maturity determined the success of organizational scaling. The presented cases contribute to the scarce research on knowledge transfer and onboarding in a large-scale agile context. © 2023, The Author(s).

Ort, förlag, år, upplaga, sidor
Springer Science+Business Media B.V., 2023
Serie
Lecture Notes in Business Information Processing, ISSN 1865-1348, E-ISSN 1865-1356 ; 475
Nyckelord
Case study, Empirical, Large-Scale Agile, Onboarding, Scaling, Software Engineering, Sustainable Organizational Growth, Teams, Training, Knowledge management, Sustainable development, Case-studies, Large-scales, Organisational, Scalings, Sustainable growth, Team
Nationell ämneskategori
Programvaruteknik
Identifikatorer
urn:nbn:se:bth-24973 (URN)10.1007/978-3-031-33976-9_9 (DOI)2-s2.0-85161229963 (Scopus ID)9783031339752 (ISBN)
Konferens
24th International Conference on Agile Software Development, XP 2023, Amsterdam, 13 June through 16 June 2023
Tillgänglig från: 2023-06-26 Skapad: 2023-06-26 Senast uppdaterad: 2023-06-26Bibliografiskt granskad
Šmite, D., Moe, N. B., Hildrum, J., Gonzalez-Huerta, J. & Mendez, D. (2023). Work-from-home is here to stay: Call for flexibility in post-pandemic work policies. Journal of Systems and Software, 195, Article ID 111552.
Öppna denna publikation i ny flik eller fönster >>Work-from-home is here to stay: Call for flexibility in post-pandemic work policies
Visa övriga...
2023 (Engelska)Ingår i: Journal of Systems and Software, ISSN 0164-1212, E-ISSN 1873-1228, Vol. 195, artikel-id 111552Artikel i tidskrift (Refereegranskat) Published
Abstract [en]

In early 2020, the Covid-19 pandemic forced employees in tech companies worldwide to abruptly transition from working in offices to working from their homes. During two years of predominantly working from home, employees and managers alike formed expectations about what post-pandemic working life should look like. Many companies are experimenting with new work policies that balance employee- and manager expectations regarding where, when and how work should be done in the future. In this article, we gather experiences of the new trend of remote working based on the synthesis of 22 company-internal surveys of employee preferences for WFH, and 26 post-pandemic work policies from 17 companies and their sites, covering 12 countries in total. Our results are threefold. First, through the new work policies, all companies formally give employees more flexibility regarding working time and location. Second, there is a great variation in how much flexibility the companies are willing to yield to the employees. The paper details the different formulations that companies adopted to document the extent of permitted WFH, exceptions, relocation permits and the authorisation procedures. Third, we document a change in the psychological contract between employees and managers, where the option of working from home is converted from an exclusive perk that managers could choose to give to the few, to a core privilege that all employees feel they are entitled to. Finally, there are indications that as the companies learn and solicit feedback regarding the efficiency of the chosen strategies, we will see further developments and changes in the work policies concerning how much flexibility to work whenever and from wherever they grant. Through these findings, the paper contributes to a growing literature about the new trends emerging from the pandemic in tech companies and spells out practical implications onwards. © 2022 The Author(s)

Ort, förlag, år, upplaga, sidor
Elsevier, 2023
Nyckelord
Human resource management, Managers, Authorization procedure, Hybrid workplace, Post-pandemic, Psychological contracts, Remote work, Remote working, Work from anywhere, Work from home, Working life, Working time, Surveys, Survey
Nationell ämneskategori
Arbetslivsstudier
Identifikatorer
urn:nbn:se:bth-24019 (URN)10.1016/j.jss.2022.111552 (DOI)000906907300004 ()2-s2.0-85142142102 (Scopus ID)
Forskningsfinansiär
KK-stiftelsen, 20190087KK-stiftelsen, 20180010KK-stiftelsen, 20170176Norges forskningsråd, 309344Norges forskningsråd, 321477
Anmärkning

open access

Tillgänglig från: 2022-12-02 Skapad: 2022-12-02 Senast uppdaterad: 2023-02-02Bibliografiskt granskad
Šmite, D., Tkalich, A., Moe, N. B., Papatheocharous, E., Klotins, E. & Pettersen Buvik, M. (2022). Changes in perceived productivity of software engineers during COVID-19 pandemic: The voice of evidence. Journal of Systems and Software, 186, Article ID 111197.
Öppna denna publikation i ny flik eller fönster >>Changes in perceived productivity of software engineers during COVID-19 pandemic: The voice of evidence
Visa övriga...
2022 (Engelska)Ingår i: Journal of Systems and Software, ISSN 0164-1212, E-ISSN 1873-1228, Vol. 186, artikel-id 111197Artikel i tidskrift (Refereegranskat) Published
Abstract [en]

Background: The COVID-19 pandemic triggered a natural experiment of an unprecedented scale as companies closed their offices and sent employees to work from home. Many managers were concerned that their engineers would not be able to work effectively from home, or lack the motivation to do so, and that they would lose control and not even notice when things go wrong. As many companies announced their post-COVID permanent remote-work or hybrid home/office policies, the question of what can be expected from software engineers who work from home becomes more and more relevant. Aims: To understand the nature of home telework we analyze the evidence of perceived changes in productivity comparing office work before the pandemic with the work from home during the pandemic from thirteen empirical surveys of practitioners. Method: We analyzed data from six corporate surveys conducted in four Scandinavian companies combined with the results of seven published surveys studying the perceived changes in productivity in industrial settings. In addition, we sought explanations for the variation in perceived productivity among the engineers from the studied companies through the qualitative analysis of open-ended questions and interviews. Results: Combined results of 7686 data points suggest that though on average perceived productivity has not changed significantly, there are developers who report being more productive, and developers being less productive when working from home. Positively affected individuals in some surveys form large groups of respondents (up to 50%) and mention benefiting from a better organization of work, increased flexibility and focus. Yet, there are equally large groups of negatively affected respondents (up to 51%) who complain about the challenges related to remote teamwork and collaboration, as well as emotional issues, distractions and poor home office environment and equipment. Finally, positive trends are found in longitudinal surveys, i.e., developers’ productivity in the later months of the pandemic show better results than those in the earlier months. Conclusions: We conclude that behind the average “no change” lays a large variation of experiences, which means that the work from home might not be for everyone. Yet, a longitudinal analysis of the surveys is encouraging, as it shows that the more pessimistic results might be influenced by the initial experiences of an unprecedented crisis. At the end, we put forward the lessons learned during the pandemic that can inspire the new post-pandemic work policies. © 2021 The Authors

Ort, förlag, år, upplaga, sidor
Elsevier Inc., 2022
Nyckelord
COVID-19, Empirical study, Perceived productivity, Performance, Surveys, WFH, Work-from-home, Engineers, Software engineering, Empirical studies, Home office, Large groups, Natural experiment, Telework, Productivity
Nationell ämneskategori
Programvaruteknik Arbetsmedicin och miljömedicin Folkhälsovetenskap, global hälsa, socialmedicin och epidemiologi
Identifikatorer
urn:nbn:se:bth-22595 (URN)10.1016/j.jss.2021.111197 (DOI)000750027000014 ()2-s2.0-85123218412 (Scopus ID)
Forskningsfinansiär
KK-stiftelsen, 20180010KK-stiftelsen, 20190087Norges forskningsråd, 267704, 309344
Anmärkning

open access

Tillgänglig från: 2022-02-07 Skapad: 2022-02-07 Senast uppdaterad: 2022-03-07Bibliografiskt granskad
Šmite, D., Moe, N. B., Tkalich, A., Hanssen, G. K., Nydal, K., Nøkleberg Sandbæk, J., . . . Holte, M. (2022). Half-Empty Offices in Flexible Work Arrangements: Why Are Employees Not Returning?. In: Taibi D., Kuhrmann M., Mikkonen T., (Ed.), Product-Focused Software Process Improvement: . Paper presented at 23rd International Conference on Product-Focused Software Process Improvement, PROFES 2022, Jyväskylä, 21 November through 23 November 2022 (pp. 252-261). Springer Science+Business Media B.V.
Öppna denna publikation i ny flik eller fönster >>Half-Empty Offices in Flexible Work Arrangements: Why Are Employees Not Returning?
Visa övriga...
2022 (Engelska)Ingår i: Product-Focused Software Process Improvement / [ed] Taibi D., Kuhrmann M., Mikkonen T.,, Springer Science+Business Media B.V., 2022, s. 252-261Konferensbidrag, Publicerat paper (Refereegranskat)
Abstract [en]

Although the forced working from home during the pandemic crisis seem to have ended, many knowledge workers choose to continue working predominantly from home as a partial or permanent practice. Related studies show that employees of companies from various industries, diverse in size and location, prefer to alter working in the office with working at home, coined as hybrid or flexible working arrangements. As a result, offices remain empty, managers are confused, and organizational leaders do not know what to do with the often-expensive rental contracts. In this short paper, we investigate the employee presence in the offices in two software companies and dive deeper into the reasons behind the preferences to work remotely, and practices that help to attract employees back into the offices. The latter are based on the qualitative analysis of interviews and survey responses. Our findings suggest that between the fall of 2021 and the summer of 2022, the offices were half-empty and that, on average, the daily office presence varies between 13–30%. The peaks of office presence in both companies are on Wednesdays, reaching up to 50% during weeks with low virus spread in one company, and in the spring months in 2022 in the other company. The reasons for remote work include behavioral and practical motivations, factors related to office equipment and facilities, and the nature of the work tasks. © 2022, The Author(s), under exclusive license to Springer Nature Switzerland AG.

Ort, förlag, år, upplaga, sidor
Springer Science+Business Media B.V., 2022
Serie
Lecture Notes in Computer Science, ISSN 0302-9743, E-ISSN 1611-3349 ; 13709
Nyckelord
Hybrid workplace, Remote work, WFH, Work from home, Viruses, Flexible working, Knowledge workers, Organisational, Qualitative analysis, Software company, Virus spreads, Personnel
Nationell ämneskategori
Arbetslivsstudier
Identifikatorer
urn:nbn:se:bth-24055 (URN)10.1007/978-3-031-21388-5_18 (DOI)000897035000018 ()2-s2.0-85142754531 (Scopus ID)9783031213878 (ISBN)
Konferens
23rd International Conference on Product-Focused Software Process Improvement, PROFES 2022, Jyväskylä, 21 November through 23 November 2022
Forskningsfinansiär
Norges forskningsråd, 309344Norges forskningsråd, 321477
Anmärkning

open access

Tillgänglig från: 2022-12-12 Skapad: 2022-12-12 Senast uppdaterad: 2023-02-02Bibliografiskt granskad
Moe, N. B., Šmite, D., Paasivaara, M. & Lassenius, C. (2021). Finding the sweet spot for organizational control and team autonomy in large-scale agile software development. Empirical Software Engineering, 26(5), Article ID 101.
Öppna denna publikation i ny flik eller fönster >>Finding the sweet spot for organizational control and team autonomy in large-scale agile software development
2021 (Engelska)Ingår i: Empirical Software Engineering, ISSN 1382-3256, E-ISSN 1573-7616, Vol. 26, nr 5, artikel-id 101Artikel i tidskrift (Refereegranskat) Published
Abstract [en]

Agile methods and the related concepts of employee empowerment, self-management, and autonomy have reached large-scale software organizations and raise questions about commonly adopted principles for authority distribution. However, the optimum mechanism to balance the need for alignment, quality, and process control with the need or willingness of teams to be autonomous remains an unresolved issue. In this paper, we report our findings from a multiple-case study in two large-scale software development organizations in the telecom industry. We analysed the autonomy of the agile teams in the organizations using Hackman’s classification of unit authority and found that the teams were partly self-managing. Further, we found that alignment across teams can be achieved top-down by management and bottom-up through membership in communities or through dialogue between the team and management. However, the degree of team autonomy was limited by the need for organizational alignment. Top-down alignment and control were maintained through centralized decision-making for certain areas, the use of supervisory roles, mandatory processes, and checklists. One case employed a bottom-up approach to alignment through the formation of a community composed of all teams, experts, and supporting roles, but excluding managers. This community-based alignment involved teams in decision-making and engaged them in alignment initiatives. We conclude that implementation of such bottom-up structures seems to provide one possible mechanism for balancing organizational control and team autonomy in large-scale software development. © 2021, The Author(s).

Ort, förlag, år, upplaga, sidor
Springer, 2021
Nyckelord
Autonomy, Communities of practice, Large-scale agile, Multiple-case study, Self-management, Alignment, Control theory, Decision making, Process control, Software design, Agile software development, Centralized decision making, Employee empowerment, Organizational controls, Possible mechanisms, Software development organizations, Software organization, Human resource management
Nationell ämneskategori
Programvaruteknik
Identifikatorer
urn:nbn:se:bth-21998 (URN)10.1007/s10664-021-09967-3 (DOI)000691591800002 ()2-s2.0-85110405662 (Scopus ID)
Forskningsfinansiär
KK-stiftelsen, 2016/0191Norges forskningsråd, 235359
Anmärkning

open access

Tillgänglig från: 2021-08-07 Skapad: 2021-08-07 Senast uppdaterad: 2022-09-15Bibliografiskt granskad
Šmite, D., Mikalsen, M., Moe, N. B., Stray, V. & Klotins, E. (2021). From Collaboration to Solitude and Back: Remote Pair Programming During COVID-19. In: Gregory P., Lassenius C., Wang X., Kruchten P. (Ed.), AGILE PROCESSES IN SOFTWARE ENGINEERING AND EXTREME PROGRAMMING (XP 2021): . Paper presented at 22nd International Conference on Agile Software Development, XP 2021, Virtual, Online, 14 June 2021 - 18 June 2021 (pp. 3-18). Springer Science and Business Media Deutschland GmbH
Öppna denna publikation i ny flik eller fönster >>From Collaboration to Solitude and Back: Remote Pair Programming During COVID-19
Visa övriga...
2021 (Engelska)Ingår i: AGILE PROCESSES IN SOFTWARE ENGINEERING AND EXTREME PROGRAMMING (XP 2021) / [ed] Gregory P., Lassenius C., Wang X., Kruchten P., Springer Science and Business Media Deutschland GmbH , 2021, s. 3-18Konferensbidrag, Publicerat paper (Refereegranskat)
Abstract [en]

Along with the increasing popularity of agile software development, software work has become much more social than ever. Contemporary software teams rely on a variety of collaborative practices, such as pair programming, the topic of our study. Many agilists advocated the importance of collocation, face-to-face interaction, and physical artefacts incorporated in the shared workspace, which the COVID-19 pandemic made unavailable; most software companies around the world were forced to send their engineers to work from home. As software projects and teams overnight turned into distributed collaborations, we question what happened to the pair programming practice in the work-from-home mode. This paper reports on a longitudinal study of remote pair programming in two companies. We conducted 38 interviews with 30 engineers from Norway, Sweden, and the USA, and used the results of a survey in one of the case companies. Our study is unique as we collected the data longitudinally in April/May 2020, Sep/Oct 2020, and Jan/Feb 2021. We found that pair programming has decreased and some interviewees report not pairing at all for almost a full year. The experiences of those who paired vary from actively co-editing the code by using special tools to more passively co-reading and discussing the code and solutions by sharing the screen. Finally, we found that the interest in and the use of PP over time, since the first months of the forced work from home to early 2021, has admittedly increased, also as a social practice. © 2021, The Author(s).

Ort, förlag, år, upplaga, sidor
Springer Science and Business Media Deutschland GmbH, 2021
Serie
Lecture Notes in Business Information Processing, ISSN 1865-1348, E-ISSN 1865-1356 ; 419
Nyckelord
Agile, COVID-19, Distributed, Pair programming, Remote, WFH, Data processing, Agile software development, Collaborative practices, Distributed collaboration, Face-to-face interaction, Longitudinal study, Shared-workspace, Social practices, Software project, Software design
Nationell ämneskategori
Programvaruteknik
Identifikatorer
urn:nbn:se:bth-22011 (URN)10.1007/978-3-030-78098-2_1 (DOI)000724675400001 ()2-s2.0-85111360759 (Scopus ID)9783030780975 (ISBN)
Konferens
22nd International Conference on Agile Software Development, XP 2021, Virtual, Online, 14 June 2021 - 18 June 2021
Forskningsfinansiär
KK-stiftelsen, 20190087Norges forskningsråd, 309344
Anmärkning

open access

Tillgänglig från: 2021-08-13 Skapad: 2021-08-13 Senast uppdaterad: 2022-09-06Bibliografiskt granskad
Šmite, D., Moe, N. B. & Gonzalez-Huerta, J. (2021). Overcoming cultural barriers to being agile in distributed teams. Information and Software Technology, 138
Öppna denna publikation i ny flik eller fönster >>Overcoming cultural barriers to being agile in distributed teams
2021 (Engelska)Ingår i: Information and Software Technology, ISSN 0950-5849, E-ISSN 1873-6025, Vol. 138Artikel i tidskrift (Refereegranskat) Published
Abstract [en]

Context: Agile methods in offshored projects have become increasingly popular. Yet, many companies have found that the use of agile methods in coordination with companies located outside the regions of early agile adopters remains challenging. India has received particular attention as the leading destination of offshoring contracts due to significant cultural differences between sides of such contracts. Alarming differences are primarily rooted in the hierarchical business culture of Indian organizations and related command-and-control management behavior styles. Objective: In this study, we attempt to understand whether cultural barriers persist in distributed projects in which Indian engineers work with a more empowering Swedish management, and if so, how to overcome them. The present work is an invited extension of a conference paper. Method: We performed a multiple-case study in a mature agile company located in Sweden and a more hierarchical Indian vendor. We collected data from five group interviews with a total of 34 participants and five workshops with 96 participants in five distributed DevOps teams, including 36 Indian members, whose preferred behavior in different situations we surveyed. Results: We identified twelve cultural barriers, six of which were classified as impediments to agile software development practices, and report on the manifestation of these barriers in five DevOps teams. Finally, we put forward recommendations to overcome the identified barriers and emphasize the importance of cultural training, especially when onboarding new team members. Conclusions: Our findings confirm previously reported behaviors rooted in cultural differences that impede the adoption of agile approaches in offshore collaborations, and identify new barriers not previously reported. In contrast to the existing opinion that cultural characteristics are rigid and unchanging, we found that some barriers present at the beginning of the studied collaboration disappeared over time. Many offshore members reported behaving similarly to their onshore colleagues.

Ort, förlag, år, upplaga, sidor
ELSEVIER, 2021
Nyckelord
Culture; Cultural Barriers; Agile; DevOps; Distributed Agile Teams
Nationell ämneskategori
Programvaruteknik
Identifikatorer
urn:nbn:se:bth-22078 (URN)10.1016/j.infsof.2021.106612 (DOI)000672531500012 ()
Forskningsfinansiär
KK-stiftelsen, 2016/0191 2019/0087
Tillgänglig från: 2021-09-02 Skapad: 2021-09-02 Senast uppdaterad: 2021-09-03Bibliografiskt granskad
Šāblis, A., Šmite, D. & Moe, N. B. (2021). Team-external coordination in large-scale software development projects. Journal of Software: Evolution and Process, 33(3), Article ID e2297.
Öppna denna publikation i ny flik eller fönster >>Team-external coordination in large-scale software development projects
2021 (Engelska)Ingår i: Journal of Software: Evolution and Process, ISSN 2047-7473, E-ISSN 2047-7481, Vol. 33, nr 3, artikel-id e2297Artikel i tidskrift (Refereegranskat) Published
Abstract [en]

High-quality work is said to depend on team abilities. However, teams working in large-scale projects often do not have all expertise to complete their tasks, which are also highly interdependent. Therefore, teams need to rely on coordination with other teams, experts, and supporting roles. In this paper, we explore teams' coordination needs and evaluate the impact of the satisfaction of these needs on team performance. We conducted an embedded multicase study with nine teams in two projects in two companies. We collected qualitative data through nine focus groups and 19 interviews and quantitative data using a questionnaire with 49 members from the studied teams. Our results suggest that project-, team-, and task-related characteristics impact teams' coordination needs. Even in the same project, teams may have different expertise and work coordination needs. We found that the satisfaction of these needs seems to influence teams' performance, although our results are inconclusive and yield a closer look in future research. On the basis of our findings, we recommend the companies to cultivate a networking culture and support teams external coordination with other teams and experts, paying attention to their needs, for example, driven by a lack of experience or increased work complexity. © 2020 The Authors. Journal of Software: Evolution and Process published by John Wiley & Sons Ltd

Ort, förlag, år, upplaga, sidor
John Wiley and Sons Ltd, 2021
Nyckelord
case study, empirical, expertise coordination, large-scale software development, work coordination, Software design, Surveys, Focus groups, Large-scale projects, Qualitative data, Quantitative data, Software development projects, Supporting role, Team performance, Work complexity, Human resource management
Nationell ämneskategori
Programvaruteknik
Identifikatorer
urn:nbn:se:bth-20195 (URN)10.1002/smr.2297 (DOI)000543671000001 ()2-s2.0-85087208689 (Scopus ID)
Forskningsfinansiär
KK-stiftelsen, 2009/0249,2016/0191Norges forskningsråd, 267704
Anmärkning

Open access

Tillgänglig från: 2020-07-10 Skapad: 2020-07-10 Senast uppdaterad: 2021-09-09Bibliografiskt granskad
Šmite, D., Gonzalez-Huerta, J. & Moe, N. B. (2020). “When in Rome, do as the romans do”: cultural barriers to being agile in distributed teams. In: Stray V.,Hoda R.,Paasivaara M.,Kruchten P. (Ed.), Lecture Notes in Business Information Processing AGILE PROCESSES IN SOFTWARE ENGINEERING AND EXTREME PROGRAMMING (XP 2020): . Paper presented at 21st International Conference on Agile Software Development, XP 2020, Copenhagen, Denmark, 8 June 2020 through 12 June 2020 (pp. 145-161). Springer, 383
Öppna denna publikation i ny flik eller fönster >>“When in Rome, do as the romans do”: cultural barriers to being agile in distributed teams
2020 (Engelska)Ingår i: Lecture Notes in Business Information Processing AGILE PROCESSES IN SOFTWARE ENGINEERING AND EXTREME PROGRAMMING (XP 2020) / [ed] Stray V.,Hoda R.,Paasivaara M.,Kruchten P., Springer , 2020, Vol. 383, s. 145-161Konferensbidrag, Publicerat paper (Refereegranskat)
Abstract [en]

With the growing interest of adopting agile methods in offshored process, many companies realized that the use of agile methods and practices in companies located outside the location of early adopters of agile methods may be challenging. India, the main destination of offshoring contracts, have received particular attention, due to the big cultural differences. Critical analysis of related studies suggests that impeding behaviors are mostly rooted in the hierarchical culture of Indian organizations and related management behavior of command-and-control. But what happens in distributed projects with a more empowering onshore management? In this paper, we present the findings from a multiple-case study of DevOps teams with members from a mature agile company located in Sweden and a more hierarchical offshore vendor from India. Based on two focus groups we list culturally different behaviors of offshore engineers that were reported to impede agile ways of working. Furthermore, we report the findings from surveying 36 offshore team members from five DevOps teams regarding their likely behavior in situations reported to be problematic. Our findings confirm a number of previously reported behaviors rooted in cultural differences that impede the adoption of agile ways of working when collaborating with offshore engineers. At the same time, our survey results suggest that among the five surveyed teams there were teams that succeeded with the cultural integration of the offshore team members. Finally, our findings demonstrate the importance of cultural training especially when onboarding new team members. © The Author(s) 2020.

Ort, förlag, år, upplaga, sidor
Springer, 2020
Serie
Lecture Notes in Business Information Processing, ISSN 18651348, E-ISSN 18651356
Nyckelord
Agile, Cultural differences, Culture, Distributed agile teams, Distributed development, DevOps, Offshore oil well production, Personnel training, Surveys, Command and control, Critical analysis, Cultural difference, Distributed projects, Distributed teams, Management behavior, Multiple-case study, Offshore engineers, Software design
Nationell ämneskategori
Programvaruteknik
Identifikatorer
urn:nbn:se:bth-20018 (URN)10.1007/978-3-030-49392-9_10 (DOI)000724681400010 ()9783030493912 (ISBN)
Konferens
21st International Conference on Agile Software Development, XP 2020, Copenhagen, Denmark, 8 June 2020 through 12 June 2020
Forskningsfinansiär
Norges forskningsråd, 267704KK-stiftelsen, 2016/0191
Anmärkning

Open access

Tillgänglig från: 2020-06-29 Skapad: 2020-06-29 Senast uppdaterad: 2022-05-09Bibliografiskt granskad
Organisationer
Identifikatorer
ORCID-id: ORCID iD iconorcid.org/0000-0003-2669-0778

Sök vidare i DiVA

Visa alla publikationer