High‐quality work is said to depend on team abilities. However, teams working in large‐scale projects often do not have all expertise to complete their tasks, which are also highly interdependent. Therefore, teams need to rely on coordination with other teams, experts, and supporting roles. In this...
In globally distributed projects, virtual teams are often partially dispersed. One common setup occurs when several members from one company work with a large outsourcing vendor based in another country. Further, the introduction of the popular BizDevOps concept has increased the necessity to...
Software product innovation in large organizations is fundamentally challenging because of restrained freedom and flexibility to conduct experiments. As a response, large agile companies form internal startups to initiate employ-driven innovation, inspired by Lean startup. This case study...
We report findings from a case study of a large agile information systems development (ISD) organization´s sudden transformation to distributed, digital work in the context of the Covid-19 pandemic. It seeks to understand how knowledge creation and sharing changes. The findings show various forms of...
Denne rapporten kommer med anbefalinger til prioriterte aktiviteter for Difis nyopprettede kompetansesenter for informasjonssikkerhet. Anbefalingene er gjort på bakgrunn av resultatene fra fire fokusgrupper, samt en spørreundersøkelse knyttet til bruk av styringssystemer for informasjonssikkerhet...
Traditional software teams consist of independently focused self-managing professionals with high individual but low team autonomy. A challenge with introducing agile software development is that it requires a high level of both individual and team autonomy. This paper studies the barriers with...
Background: Agile software projects involve a high degree of coordination between project members to manage complexity and frequent change. There is a need to understand what coordinating mechanisms are valuable for project and team coordination. Coordination mechanisms, such as meetings and Slack...
Agile software development has become the standard in many companies. While there are reports of major improvements with agile development over traditional development, many teams still strive to work effectively as a team. A multiple case study in two companies discovered challenges related to...
In this paper we present preliminary findings from a tertiary study on global software engineering. In particular, we observe current trends in the software engineering research and perform an investigation of the role of agile topics in the GSE research literature. Our findings indicate that...
Most large software companies are involved in offshore development of some sort, and now the trend is that small and medium sized companies are also going global. While empirical research suggests that offshoring are not always successful, evidence explaining the reasons for terminated...
Large-scale agile software development is increasingly being orga- nized with product management. Although product management is familiar to software engineering, we need research-based knowledge about organizing prod- uct management in an agile development context. This study focuses on product...
Many companies have turned towards globally distributed software development in their quest for access to more development capacity. This paper investigates how a company onboarded distributed teams in a global project, and report experience on how to study such distributed projects. Onboarding is...
Healthcare information systems are characterized by having many stakeholders, roles, complex and diverse information systems, high degree of formalized working practices and an intense focus on quality concerns like interoperability, security and reliability. There is an emerging need for a...
Team organizing is a major way of assisting collaboration in knowledge intensive work such as software development, and is especially favored in agile approaches. Motivated by the challenge of transforming an organization from traditional command-and-control management to collaborative selfmanaged...
Traditional software teams consist of independently focused self-managing professionals with highindividual but low team autonomy. A challenge with introducing agile software development is that itrequires a high level of both individual and team autonomy. This paper studies the barriers...
The majority of software developers work in teams and are thus influenced by team norms. Norms are shared expectations of how to behave and regulate the interaction between team members. Our aim of this study is to gain more knowledge about team norms in software teams and to increase the...
In FinTech organizations, there are trends toward employing agile methods, moving away from legacy monolithic technical architecture to microservices architecture, and focusing on collaboration and autonomy to boost innovation. When software teams have end-to-end responsibility and decision-making...
Software development projects have undergone remarkable changes with the arrival of agile development approaches. Although intended for small, self-managing teams, these approaches are used today for large development programs. A major challenge of such programs is coordinating many teams. This case...
In agile software development methods such as Scrum, software is developed in self-organizing teams. In such teams, leadership should be diffused rather than centralized; also the team-members need to affect managerial decisions for achieving the benefits of a self-managed team. When the team and...
Coordination of work teams is critical when managing large programmes that involve multiple teams. Prior studies of knowledge work indicate that such work relies heavily on coordination through "personal" modes such as mutual adjustment between individuals or through scheduled or unscheduled...