The psychology of computer programming
The psychology of computer programming
Managing the software process
Leadership, the development cycle, maturity & power
SIGUCCS '90 Proceedings of the 18th annual ACM SIGUCCS conference on User services
Decline and fall of the American programmer
Decline and fall of the American programmer
Extreme programming explained: embrace change
Extreme programming explained: embrace change
Leading a software development team: a developer's guide to successfully leading people & projects
Leading a software development team: a developer's guide to successfully leading people & projects
Software development on a leash
Software development on a leash
Herding Cats: A Primer for Programmers Who Lead Programmers
Herding Cats: A Primer for Programmers Who Lead Programmers
Managing a Programming Project, 2nd Ed.
Managing a Programming Project, 2nd Ed.
Show-Stopper!: The Breakneck Race to Create Windows NT and the Next Generation at Microsoft
Show-Stopper!: The Breakneck Race to Create Windows NT and the Next Generation at Microsoft
Empirical Findings in Agile Methods
Proceedings of the Second XP Universe and First Agile Universe Conference on Extreme Programming and Agile Methods - XP/Agile Universe 2002
Organisational change and capability reconfiguration in information technology innovation
International Journal of Information Systems and Change Management
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Agile software development projects embrace change, yet change is problematic in any software development project. Resistance to change is a common trait and software developers are not different than other organisational actors in this regard. The resistance to change is often inexplicable, even to those who are resisting. This paper describes a case study, which examines the changes to the IS development environment wrought by the introduction of a new software development methodology. One aspect of the new methodology involves the use of user stories in place of traditional requirements documentation. The findings of this longitudinal study illustrated that developers' commitment to the use of user stories diminished greatly, ranging from initial commitment to skepticism, to virtual abandonment. To explain the underlying reasons for the reduction in commitment, the authors used the theory of competing commitments. Competing commitments are typically subconscious forces that work against behaviours and actions that social actors were previously committed to. Further to the use of the competing commitment process, this paper's analysis of the software development project suggested the presence of the Abilene paradox influencing the diminishing commitment. Under the Abilene paradox, the actors themselves cannot adequately explain why the change is resisted. The use of competing commitments enabled the actors to discover themselves why the change is resisted.