Interpretative case studies on agile team productivity and management

  • Authors:

  • Claudia De O. Melo;Daniela S. Cruzes;Fabio Kon;Reidar Conradi

  • Affiliations:

  • Department of Computer Science, University of São Paulo, São Paulo, Brazil;Department of Computer and Information Science, NTNU, Trondheim, Norway;Department of Computer Science, University of São Paulo, São Paulo, Brazil;Department of Computer and Information Science, NTNU, Trondheim, Norway

  • Venue:
  • Information and Software Technology
  • Year:
  • 2013

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Abstract

Context: The management of software development productivity is a key issue in software organizations, where the major drivers are lower cost and shorter time-to-market. Agile methods, including Extreme Programming and Scrum, have evolved as ''light'' approaches that simplify the software development process, potentially leading to increased team productivity. However, little empirical research has examined which factors do have an impact on productivity and in what way, when using agile methods. Objective: Our objective is to provide a better understanding of the factors and mediators that impact agile team productivity. Method: We have conducted a multiple-case study for 6months in three large Brazilian companies that have been using agile methods for over 2years. We have focused on the main productivity factors perceived by team members through interviews, documentation from retrospectives, and non-participant observation. Results: We developed a novel conceptual framework, using thematic analysis to understand the possible mechanisms behind such productivity factors. Agile team management was found to be the most influential factor in achieving agile team productivity. At the intra-team level, the main productivity factors were team design (structure and work allocation) and member turnover. At the inter-team level, the main productivity factors were how well teams could be effectively coordinated by proper interfaces and other dependencies and avoiding delays in providing promised software to dependent teams. Conclusion: Teams should be aware of the influence and magnitude of turnover, which has been shown negative for agile team productivity. Team design choices remain an important factor impacting team productivity, even more pronounced on agile teams that rely on teamwork and people factors. The intra-team coordination processes must be adjusted to enable productive work by considering priorities and pace between teams. Finally, the revised conceptual framework for agile team productivity supports further tests through confirmatory studies.