Peopleware (2nd ed.): productive projects and teams
Peopleware (2nd ed.): productive projects and teams
Critical Success Factors In Software Projects
IEEE Software
IEEE Software
The impact of IS Department organizational environments upon project team performances
Information and Management
Empirical Findings in Agile Methods
Proceedings of the Second XP Universe and First Agile Universe Conference on Extreme Programming and Agile Methods - XP/Agile Universe 2002
Balancing Agility and Discipline: A Guide for the Perplexed
Balancing Agility and Discipline: A Guide for the Perplexed
Extreme Programming Refactored: The Case Against XP
Extreme Programming Refactored: The Case Against XP
The Impact of an Agile Methodology on the Well Being of Development Teams
Empirical Software Engineering
Investigating the extreme programming system---An empirical study
Empirical Software Engineering
Information and Software Technology
Editorial: Collaborative and social aspects of software development
International Journal of Human-Computer Studies
An institutional analysis of software teams
International Journal of Human-Computer Studies
The social side of software engineering-A real ad hoc collaboration network
International Journal of Human-Computer Studies
The impact of agile practices on communication in software development
Empirical Software Engineering
Coping with staffing delays in software project management: an experimental investigation
IEEE Transactions on Systems, Man, and Cybernetics, Part A: Systems and Humans
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This paper explores the impacts associated with different software process models on the staff. The main research question addressed is whether any process model leads to a higher satisfaction of staff, and less human resource related problems, including staff turnover or increased stress levels. This issue is empirically investigated using a set of projects from 15 different software developing companies. Agile-oriented models are not necessarily limited to small projects, but both groups showed nearly identical distributions for team size and duration. Interestingly, rigid-type models tend to exhibit higher effort estimations, and lower correctness in these estimations. Also customer satisfaction is slightly lower. With regard to human resource issues, the differences are not major overall, but there are some noticeable exceptions. In general, satisfaction and acceptance are higher at lower stress and overtime levels for agile-type project participants, but, interestingly and contrary to theory, people wish for more responsibility. Agile-type projects also enjoy some advantages in information sharing and communication, and in some quality aspects. Rigid-type projects show considerable higher abilities to cope with absence of personnel.