Self-directed teams in IS: correlates for improved systems development work outcomes
Information and Management
Qualitative Methods in Empirical Studies of Software Engineering
IEEE Transactions on Software Engineering
Agile Software Development with Scrum
Agile Software Development with Scrum
Is Internet-Speed Software Development Different?
IEEE Software
Agile Project Management: Creating Innovative Products
Agile Project Management: Creating Innovative Products
Challenges of migrating to agile methodologies
Communications of the ACM - Adaptive complex enterprises
Communications of the ACM
Ethnographically-informed empirical studies of software practice
Information and Software Technology
The impact of the Abilene Paradox on double-loop learning in an agile team
Information and Software Technology
Empirical studies of agile software development: A systematic review
Information and Software Technology
Proceedings of the Second ACM-IEEE international symposium on Empirical software engineering and measurement
Guidelines for conducting and reporting case study research in software engineering
Empirical Software Engineering
Using Scrum in Global Software Development: A Systematic Literature Review
ICGSE '09 Proceedings of the 2009 Fourth IEEE International Conference on Global Software Engineering
SCRUM and productivity in software projects: a systematic literature review
EASE'10 Proceedings of the 14th international conference on Evaluation and Assessment in Software Engineering
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There are many evidences in the literature that the use self-managing teams has positive impacts on several dimensions of team effectiveness. Agile methods, supported by the Agile Manifesto, defend the use of self-managing teams in software development in substitution of hierarchically managed, traditional teams. The goal of this research was to study how a self-managing software team works in practice and how the behaviors of the software organization support or hinder the effectiveness of such teams. We performed a single case holistic case study, looking in depth into the actual behavior of a mature Scrum team in industry. Using interviews and participant observation, we collected qualitative data from five team members in several interactions. We extract the behavior of the team and of the software company in terms of the determinants of self-managing team effectiveness defined in a theoretical model from the literature. We found evidence that 17 out of 24 determinants of this model exist in the studied context. We concluded that certain determinants can support or facilitate the adoption of methodologies like Scrum, while the use of Scrum may affect other determinants.