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  • 51.
    Vishnubhotla, Sai Datta
    et al.
    Blekinge Tekniska Högskola, Fakulteten för datavetenskaper, Institutionen för datavetenskap.
    Mendes, Emilia
    Blekinge Tekniska Högskola, Fakulteten för datavetenskaper, Institutionen för datavetenskap.
    Examining the effect of software professionals’ personality & additional capabilities on agile teams’ climate2024Inngår i: Journal of Systems and Software, ISSN 0164-1212, E-ISSN 1873-1228, Vol. 214, artikkel-id 112054Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    Context: Investigating factors influencing agile team climate is pressing given its impact on organizational performance. Despite previous studies, association between human aspects and team climate remains yet unexplored. Objective: Exploring association between two human aspects, namely team member's capability measures and personality traits, and member's perceived team climate. Method: 75 professionals (12 teams) from one division participated in the first survey iteration, second iteration in another division included 46 professionals (7 teams). We employed correlation analyses to measure association between human aspects and climate, and regression analyses to identify team climate predictors. Results: In relation to team climate dimensions, we observed a significant negative correlation with neuroticism and a significant positive correlation with responsibility. Linear regression analysis showed capability measures accounted for 19.2% of variance in team climate. Multivariable regression analysis revealed capability measures and personality traits together accounted for 25.7% of variance in team climate. Conclusion: An individual's propensity towards self-doubt (neuroticism) negatively affects perceived team climate, whereas individual's ability to be responsible and teamwork-oriented positively affect perceived team climate. The inclusion of both capability and personality variables as input for multivariable regression explained slightly more variance in team climate, compared to only capability measures (25.7% against 19.2%). © 2024 The Author(s)

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  • 52.
    Vishnubhotla, Sai Datta
    et al.
    Blekinge Tekniska Högskola, Fakulteten för datavetenskaper, Institutionen för datavetenskap.
    Mendes, Emilia
    Blekinge Tekniska Högskola, Fakulteten för datavetenskaper, Institutionen för datavetenskap.
    Exploring the relation between personality traits and agile team climate: Aggregating results from a twice replicated study in a telecom company2024Inngår i: Journal of Systems and Software, ISSN 0164-1212, E-ISSN 1873-1228, Vol. 210, artikkel-id 111937Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    Context: Former literature revealed team performance is contingent on personality composition and interactive effects of team climate. While decades of research on personality prevails in software engineering, team climate remains sparsely researched. Objective: In agile software development, individuals and interactions are key sources of agility. This study replicates a previous study and analyzes the relationship between five-factor-model personality traits and team climate dimensions among agile teams in a telecom company. Method: A Web-based survey was replicated twice, first with 75 professionals from 12 teams in Sweden, followed by 46 professionals from seven teams in India. The data was used for correlation, regression analyses, and meta-analysis. Results: We observed significant negative correlations between neuroticism and all the team climate dimensions. Meta-analysis identified a significant medium-sized negative effect between neuroticism and participative safety. Regression analysis showed personality traits accounted for around 10 % of the variance in team climate dimensions. Conclusions: High neuroticism is not conducive to team climate as emotionally unstable members could impair team cohesion by being reactive and susceptible to stress. Managers assembling Scrum teams ought to mitigate higher neuroticism by counterbalancing it with an elevation of corresponding negatively correlated personality variables and providing support/training towards increasing the aforementioned variables. © 2023

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  • 53.
    Vishnubhotla, Sai Datta
    et al.
    Blekinge Tekniska Högskola, Fakulteten för datavetenskaper, Institutionen för datavetenskap.
    Mendes, Emilia
    Blekinge Tekniska Högskola, Fakulteten för datavetenskaper, Institutionen för datavetenskap.
    Lundberg, Lars
    Blekinge Tekniska Högskola, Fakulteten för datavetenskaper, Institutionen för datavetenskap.
    Understanding the Perceived Relevance of Capability Measures: A Survey of Agile Software Development Practitioners2021Inngår i: Journal of Systems and Software, ISSN 0164-1212, E-ISSN 1873-1228, Vol. 180, artikkel-id 111013Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    Context: A significant number of studies discussed various human-aspects of software engineers over the past years. However, in the light of swift, incremental and iterative nature of Agile Software Development (ASD) practices, establishing deeper insights into capability measurement is crucial, as both individual and team capability can affect software development performance and project success.

    Objective: Our study investigates how agile practitioners perceive the relevance of individual and team level measures, pertaining to professional, social and innovative aspects, for characterizing the capability of an agile team and its members.

    Method: We undertook a Web-based survey using a questionnaire built based on the capability measures identified from our previous Systematic Literature Review (SLR). This questionnaire sought information about agile practitioners’ perceptions of individual and team capability measures.

    Results: We received 60 usable responses, corresponding to a response rate of 17% from the original sampling frame. Our results indicate that 127 individual and 28 team capability measures were considered as relevant by majority of the practitioners. Our survey also identified seven individual and one team capability measure which have not been previously characterized by our SLR.

    Conclusion: In practitioners’ opinion, an agile team member’s state of being answerable or accountable for things within one's control (responsibility) and the ability to feel or express doubt and raise objections (questioning skills), are the two measures that significantly represent the member’s capability. Overall, the findings from our study shed light on the sparsely explored field of capability measurement in ASD. Our results can be helpful to practitioners in reforming their team composition decisions. © 2021 Elsevier Inc.

  • 54.
    Wohlin, Claes
    et al.
    Blekinge Tekniska Högskola, Fakulteten för datavetenskaper, Institutionen för programvaruteknik.
    Rainer, Austen
    Queens Univ Belfast, GBR.
    Is it a case study?—A critical analysis and guidance2022Inngår i: Journal of Systems and Software, ISSN 0164-1212, E-ISSN 1873-1228, Vol. 192, artikkel-id 111395Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    The term “case study” is not used consistently when describing studies and, most importantly, is not used according to the established definitions. Given the misuse of the term “case study”, we critically analyse articles that cite case study guidelines and report case studies. We find that only about 50% of the studies labelled “case study” are correctly labelled, and about 40% of studies labelled “case study” are actually better understood as “small-scale evaluations”. Based on our experiences conducting the analysis, we formulate support for ensuring and assuring the correct labelling of case studies. We develop a checklist and a self-assessment scheme. The checklist is intended to complement existing definitions and to encourage researchers to use the term “case study” correctly. The self-assessment scheme is intended to help the researcher identify when their empirical study is a “small-scale evaluation” and, again, encourages researchers to label their studies correctly. Finally, we develop and evaluate a smell indicator to automatically suggest when a reported case study may not actually be a case study. These three instruments have been developed to help ensure and assure that only those studies that are actually case studies are labelled as “case study”. © 2022 The Author(s)

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  • 55.
    Wohlin, Claes
    et al.
    Blekinge Tekniska Högskola, Fakulteten för datavetenskaper, Institutionen för programvaruteknik.
    Šmite, Darja
    Blekinge Tekniska Högskola, Fakulteten för datavetenskaper, Institutionen för programvaruteknik.
    Moe, Nilsbrede
    A general theory of software engineering: Balancing human, social and organizational capitals2015Inngår i: Journal of Systems and Software, ISSN 0164-1212, E-ISSN 1873-1228, Vol. 109, s. 229-242Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    There exists no generally accepted theory in software engineering, and at the same time a scientific discipline needs theories. Some laws, hypotheses and conjectures exist, but yet no generally accepted theory. Several researchers and initiatives emphasize the need for theory in the discipline. The objective of this paper is to formulate a theory of software engineering. The theory is generated from empirical observations of industry practice, including several case studies and many years of experience in working closely between academia and industry. The theory captures the balancing of three different intellectual capitals: human, social and organizational capitals, respectively. The theory is formulated using a method for building theories in software engineering. It results in a theory where the relationships between the three different intellectual capitals are explored and explained. The theory is illustrated based on an industrial case study, where it is shown how decisions made in industry practice are explainable with the formulated theory, and the consequences of the decisions are made explicit. Based on the positive results, it is concluded that the theory may have a good explanatory power, although more evaluations are needed. ©2015TheAuthors.PublishedbyElsevierInc.ThisisanopenaccessarticleundertheCCBY-NC-NDlicense.

  • 56.
    Zabardast, Ehsan
    et al.
    Blekinge Tekniska Högskola, Fakulteten för datavetenskaper, Institutionen för programvaruteknik.
    Frattini, Julian
    Blekinge Tekniska Högskola, Fakulteten för datavetenskaper, Institutionen för programvaruteknik.
    Gonzalez-Huerta, Javier
    Blekinge Tekniska Högskola, Fakulteten för datavetenskaper, Institutionen för programvaruteknik.
    Mendez, Daniel
    Blekinge Tekniska Högskola, Fakulteten för datavetenskaper, Institutionen för programvaruteknik.
    Gorschek, Tony
    Blekinge Tekniska Högskola, Fakulteten för datavetenskaper, Institutionen för programvaruteknik.
    Wnuk, Krzysztof
    Blekinge Tekniska Högskola, Fakulteten för datavetenskaper, Institutionen för programvaruteknik.
    Assets in Software Engineering: What are they after all?2022Inngår i: Journal of Systems and Software, ISSN 0164-1212, E-ISSN 1873-1228, Vol. 193, artikkel-id 111485Artikkel, forskningsoversikt (Fagfellevurdert)
    Abstract [en]

    During the development and maintenance of software-intensive products or services, we depend on various artefacts. Some of those artefacts, we deem central to the feasibility of a project and the product's final quality. Typically, these central artefacts are referred to as assets. However, despite their central role in the software development process, little thought is yet invested into what eventually characterises as an asset, often resulting in many terms and underlying concepts being mixed and used inconsistently. A precise terminology of assets and related concepts, such as asset degradation, are crucial for setting up a new generation of cost-effective software engineering practices. In this position paper, we critically reflect upon the notion of assets in software engineering. As a starting point, we define the terminology and concepts of assets and extend the reasoning behind them. We explore assets’ characteristics and discuss what asset degradation is as well as its various types and the implications that asset degradation might bring for the planning, realisation, and evolution of software-intensive products and services over time. We aspire to contribute to a more standardised definition of assets in software engineering and foster research endeavours and their practical dissemination in a common, more unified direction. © 2022 The Authors

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  • 57.
    Zabardast, Ehsan
    et al.
    Blekinge Tekniska Högskola, Fakulteten för datavetenskaper, Institutionen för programvaruteknik.
    Gonzalez-Huerta, Javier
    Blekinge Tekniska Högskola, Fakulteten för datavetenskaper, Institutionen för programvaruteknik.
    Gorschek, Tony
    Blekinge Tekniska Högskola, Fakulteten för datavetenskaper, Institutionen för programvaruteknik.
    Šmite, Darja
    Blekinge Tekniska Högskola, Fakulteten för datavetenskaper, Institutionen för programvaruteknik.
    Alégroth, Emil
    Blekinge Tekniska Högskola, Fakulteten för datavetenskaper, Institutionen för programvaruteknik.
    Fagerholm, Fabian
    Blekinge Tekniska Högskola, Fakulteten för datavetenskaper, Institutionen för programvaruteknik.
    A taxonomy of assets for the development of software-intensive products and services2023Inngår i: Journal of Systems and Software, ISSN 0164-1212, E-ISSN 1873-1228, Vol. 202, artikkel-id 111701Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    Context:Developing software-intensive products or services usually involves a plethora of software artefacts. Assets are artefacts intended to be used more than once and have value for organisations; examples include test cases, code, requirements, and documentation. During the development process, assets might degrade, affecting the effectiveness and efficiency of the development process. Therefore, assets are an investment that requires continuous management.

    Identifying assets is the first step for their effective management. However, there is a lack of awareness of what assets and types of assets are common in software-developing organisations. Most types of assets are understudied, and their state of quality and how they degrade over time have not been well-understood.

    Methods:We performed an analysis of secondary literature and a field study at five companies to investigate and identify assets to fill the gap in research. The results were analysed qualitatively and summarised in a taxonomy.

    Results:We present the first comprehensive, structured, yet extendable taxonomy of assets, containing 57 types of assets.

    Conclusions:The taxonomy serves as a foundation for identifying assets that are relevant for an organisation and enables the study of asset management and asset degradation concepts.

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  • 58.
    Šmite, Darja
    et al.
    Blekinge Tekniska Högskola, Fakulteten för datavetenskaper, Institutionen för programvaruteknik.
    Moe, Nils
    SINTEF Digital, NOR.
    Vendor Switching: Factors that matter when engineers onboard their own replacement2020Inngår i: Journal of Systems and Software, ISSN 0164-1212, E-ISSN 1873-1228, Vol. 169, artikkel-id 110719Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    Offshore outsourcing is a common way of working, but sourcing collaborations do not always last, and sometimes vendors are switched. Vendor switching results in a complex form of relationship, in which the competing outgoing and incoming vendors are expected to cooperate. The success of such transitions highly depends on successful knowledge transfer and thus the willingness of the outgoing vendor to train their own replacement. While switching decisions have gained attention, the role of the vendor relationship is still relatively unexplored. In this paper, we report findings from a multi-case study of vendor switching in three projects based on 22 interviews with 27 interviewees. We developed a theoretical model explaining the complex interplay between the factors affecting such transitions. Our results confirm that opportunistic behavior of outgoing vendors is a probable threat. We found that the vendor relationship moderates the link between initial negative emotions and the opportunistic behavior of the outgoing vendor. Other important factors affecting the success of the transition include the relationship with the client, outgoing vendor's management engagement, and the cultural and organizational fit between vendors. We conclude with recommendations for companies switching vendors. © 2020 Elsevier Inc.

  • 59.
    Šmite, Darja
    et al.
    Blekinge Tekniska Högskola, Fakulteten för datavetenskaper, Institutionen för programvaruteknik.
    Moe, Nils Brede
    SINTEF, Norway.
    Floryan, Marcin
    Spotify, Sweden.
    Gonzalez-Huerta, Javier
    Blekinge Tekniska Högskola, Fakulteten för datavetenskaper, Institutionen för programvaruteknik.
    Dorner, Michael
    Blekinge Tekniska Högskola, Fakulteten för datavetenskaper, Institutionen för programvaruteknik.
    Sablis, Aivars
    SAF Tehnika JSC, Latvia.
    Decentralized decision-making and scaled autonomy at Spotify2023Inngår i: Journal of Systems and Software, ISSN 0164-1212, E-ISSN 1873-1228, Vol. 200, artikkel-id 111649Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    While modern software companies strive to increase team autonomy to enable them to successfully operate the piece of software they develop and deploy, efficient ways to orchestrate the work of multiple autonomous teams working in parallel are still poorly understood. In this paper, we report how team autonomy is maintained at Spotify at scale, based on team retrospectives, interviews with team managers and archival analysis of corporate databases and work procedures. In particular, we describe how managerial authority is decentralized through various workgroups with collective authority, what compromises are made to team autonomy to ensure alignment and which team-related factors can further hinder autonomy. Our findings show that scaled autonomy at Spotify does not mean anarchy, or unlimited permissiveness. Instead, squads are expected to take responsibility for their work and coordinate, communicate and align their actions with others, and comply with a few enabling constraints. Further, squads take many decisions independently without management control or due to collective efforts that bypass formal boundary structures. Mechanisms and strategies that enable self-organization at Spotify are related to effective sharing of the codebase, achieving alignment, networking and knowledge sharing, and are described to guide other companies in their efforts to scale autonomy. © 2023 The Author(s)

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  • 60.
    Šmite, Darja
    et al.
    Blekinge Tekniska Högskola, Fakulteten för datavetenskaper, Institutionen för programvaruteknik.
    Moe, Nils Brede
    Blekinge Tekniska Högskola, Fakulteten för datavetenskaper, Institutionen för programvaruteknik.
    Hildrum, Jarle
    Telenor, NOR.
    Gonzalez-Huerta, Javier
    Blekinge Tekniska Högskola, Fakulteten för datavetenskaper, Institutionen för programvaruteknik.
    Mendez, Daniel
    Blekinge Tekniska Högskola, Fakulteten för datavetenskaper, Institutionen för programvaruteknik.
    Work-from-home is here to stay: Call for flexibility in post-pandemic work policies2023Inngår i: Journal of Systems and Software, ISSN 0164-1212, E-ISSN 1873-1228, Vol. 195, artikkel-id 111552Artikkel i tidsskrift (Fagfellevurdert)
    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)

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  • 61.
    Šmite, Darja
    et al.
    Blekinge Tekniska Högskola, Fakulteten för datavetenskaper, Institutionen för programvaruteknik.
    Moe, Nils Brede
    Blekinge Tekniska Högskola, Fakulteten för datavetenskaper, Institutionen för programvaruteknik.
    Klotins, Eriks
    Blekinge Tekniska Högskola, Fakulteten för datavetenskaper, Institutionen för programvaruteknik.
    Gonzalez-Huerta, Javier
    Blekinge Tekniska Högskola, Fakulteten för datavetenskaper, Institutionen för programvaruteknik.
    From forced Working-From-Home to voluntary working-from-anywhere: Two revolutions in telework2023Inngår i: Journal of Systems and Software, ISSN 0164-1212, E-ISSN 1873-1228, Vol. 195, artikkel-id 111509Artikkel i tidsskrift (Fagfellevurdert)
    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)

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  • 62.
    Šmite, Darja
    et al.
    Blekinge Tekniska Högskola, Fakulteten för datavetenskaper, Institutionen för programvaruteknik.
    Tkalich, Anastasiia
    SINTEF, NOR.
    Moe, Nils Brede
    Blekinge Tekniska Högskola, Fakulteten för datavetenskaper, Institutionen för programvaruteknik.
    Papatheocharous, Efi
    Blekinge Tekniska Högskola, Fakulteten för datavetenskaper, Institutionen för programvaruteknik.
    Klotins, Eriks
    Blekinge Tekniska Högskola, Fakulteten för datavetenskaper, Institutionen för programvaruteknik.
    Pettersen Buvik, Marte
    SINTEF, NOR.
    Changes in perceived productivity of software engineers during COVID-19 pandemic: The voice of evidence2022Inngår i: Journal of Systems and Software, ISSN 0164-1212, E-ISSN 1873-1228, Vol. 186, artikkel-id 111197Artikkel i tidsskrift (Fagfellevurdert)
    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

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