A teamwork model for understanding an agile team: A case study of a Scrum project
Information and Software Technology
Transition from a plan-driven process to Scrum: a longitudinal case study on software quality
Proceedings of the 2010 ACM-IEEE International Symposium on Empirical Software Engineering and Measurement
A decade of agile methodologies: Towards explaining agile software development
Journal of Systems and Software
Challenges of shared decision-making: A multiple case study of agile software development
Information and Software Technology
Fostering and sustaining innovation in a fast growing agile company
PROFES'12 Proceedings of the 13th international conference on Product-Focused Software Process Improvement
What works for whom, where, when, and why?: on the role of context in empirical software engineering
Proceedings of the ACM-IEEE international symposium on Empirical software engineering and measurement
Interpretative case studies on agile team productivity and management
Information and Software Technology
The Journal of Strategic Information Systems
Proceedings of the 13th Koli Calling International Conference on Computing Education Research
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This longitudinal case study reports on the challenges with self-management in five projects in experiences of three small and medium-sized software product companies implementing scrum, an agile process. Self-management emerged as the key challenge in all projects. In the transformation from traditional command-and-control management to collaborative self-managing teams, the main challenges were the absence of redundancy and conflict between team- and individual-level autonomy. Our findings are based primarily on qualitative analysis of interviews and observations with developers and product managers. These findings can provide important insight to companies considering self-managing teams and agile development practices.