| 1. |
- Gren, Lucas, 1984, et al.
(författare)
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Group Maturity and Agility, Are They Connected? - A Survey Study
- 2015
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Ingår i: EUROMICRO Conference on Software Engineering and Advanced Applications (SEAA 2015), August 26-28. - : IEEE. - 9781467375856
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Konferensbidrag (refereegranskat)abstract
- The focus on psychology has increased within software engineering due to the project management innovation "agile development processes". The agile methods do not explicitly consider group development aspects, they simply assume what is described in group psychology as mature groups. This study was conducted with 45 employees and their twelve managers (N=57) from two SAP customers in the US that were working with agile methods, and the data were collected via an online survey. The selected Agility measurement was correlated to a Group Development measurement and showed significant convergent validity, i.e., A more mature team is also a more agile team. This means that the agile methods probably would benefit from taking group development into account when its practices are being introduced.
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| 2. |
- Gren, Lucas, 1984, et al.
(författare)
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Work Motivational Challenges Regarding the Interface Between Agile Teams and a Non-Agile Surrounding Organization: A case study
- 2014
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Ingår i: Agile Conference (AGILE), 2014. July 28 2014-Aug.. - : IEEE Press. - 9780769552224 ; , s. 11-15
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Konferensbidrag (refereegranskat)abstract
- There are studies showing what happens if agile teams are introduced into a non-agile organization, e.g. higher overhead costs and the necessity of an understanding of agile methods even outside the teams. This case study shows an example of work motivational aspects that might surface when an agile team exists in the middle of a more traditional structure. This case study was conducted at a car manufacturer in Sweden, consisting of an unstructured interview with the Scrum Master and a semi-structured focus group. The results show that the teams felt that the feedback from the surrounding organization was unsynchronized resulting in them not feeling appreciated when delivering their work. Moreover, they felt frustrated when working on non-agile teams after have been working on agile ones. This study concludes that there were work motivational affects of fitting an agile team into a non-agile surrounding organization, and therefore this might also be true for other organizations.
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| 3. |
- Gren, Lucas, 1984-, et al.
(författare)
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What Makes Effective Leadership in Agile Software Development Teams?
- 2022
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Ingår i: International Conference on Software Engineering. - New York, NY, USA : IEEE Computer Society. - 9781450392211 ; , s. 2402-2414
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Konferensbidrag (refereegranskat)abstract
- Effective leadership is one of the key drivers of business and project success, and one of the most active areas of management research. But how does leadership work in agile software development, which emphasizes self-management and self-organization and marginalizes traditional leadership roles? To find out, this study examines agile leadership from the perspective of thirteen professionals who identify as agile leaders, in different roles, at ten different software development companies of varying sizes. Data from semi-structured interviews reveals that leadership: (1) is dynamically shared among team members; (2) engenders a sense of belonging to the team; and (3) involves balancing competing organizational cultures (e.g. balancing the new agile culture with the old milestone-driven culture). In other words, agile leadership is a property of a team, not a role, and effectiveness depends on agile team members' identifying with the team, accepting responsibility, and being sensitive to cultural conflict.
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