Organizing self-organizing teams
Proceedings of the 32nd ACM/IEEE International Conference on Software Engineering - Volume 1
Balancing acts: walking the Agile tightrope
Proceedings of the 2010 ICSE Workshop on Cooperative and Human Aspects of Software Engineering
Information and Software Technology
Reconciling perspectives: A grounded theory of how people manage the process of software development
Journal of Systems and Software
Developing a grounded theory to explain the practices of self-organizing Agile teams
Empirical Software Engineering
Interpretative case studies on agile team productivity and management
Information and Software Technology
The true role of active communicators: an empirical study of Jazz core developers
Proceedings of the 17th International Conference on Evaluation and Assessment in Software Engineering
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Traditional software teams consist of independently focused self-managing professionals with high individual but low team autonomy. A challenge with introducing agile software development is that it requires a high level of both individual and team autonomy. This paper studies the barriers with introducing self-organizing teams in agile software development and presents data from a seven month ethnographic study of professional developers in a Scrum team. We found the most important barrier to be the highly specialized skills of the developers and the corresponding division of work. In addition we found a lack of system for team support, and reduced external autonomy to be important barriers for introducing self-organizing teams. These findings have implications for software development managers and practitioners.