People, Organizations, and Process Improvement
IEEE Software
Splitting the organization and integrating the code: Conway's law revisited
Proceedings of the 21st international conference on Software engineering
Characterizing implicit information during peer review meetings
Proceedings of the 22nd international conference on Software engineering
Types of collaborative work in software engineering
Journal of Systems and Software
Communication and Organization: An Empirical Study of Discussion in Inspection Meetings
IEEE Transactions on Software Engineering
Group awareness in distributed software development
CSCW '04 Proceedings of the 2004 ACM conference on Computer supported cooperative work
Maintaining mental models: a study of developer work habits
Proceedings of the 28th international conference on Software engineering
Interruptions on software teams: a comparison of paired and solo programmers
CSCW '06 Proceedings of the 2006 20th anniversary conference on Computer supported cooperative work
Information Needs in Collocated Software Development Teams
ICSE '07 Proceedings of the 29th international conference on Software Engineering
The social side of software engineering-A real ad hoc collaboration network
International Journal of Human-Computer Studies
Exploratory sequential data analysis: foundations
Human-Computer Interaction
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Ad hoc interactions characterize the natural behaviors observed in any teamwork situation. Our objective is to find out how these interactions are related to the roles team mates play. Observations on the phenomenon are based on audio-video recordings of software development team interactions occurring in a large software development organization with a highly standardized software development process in place. Detailed observations were recorded on the activities of four of the twelve members of the development team. Thirty-five hours of audio-video recordings were analyzed, in which a total of 404 face-to-face ad hoc collaborative interactions were observed. The results provided a quantitative demonstration of the impact of a newcomer, a “guru”, and a project manager on the team dynamics. This study, although conducted in a specific professional environment, can provide useful information for a better understanding of the face-to-face communication needs of a software development team.