Journal articles: 'Team software'

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Hernández-López, Adrián, Ricardo Colomo-Palacios, Ángel García-Crespo, and Pedro Soto-Acosta. "Team Software Process in GSD Teams." International Journal of Human Capital and Information Technology Professionals 1, no. 3 (July 2010): 32–53. http://dx.doi.org/10.4018/jhcitp.2010070103.

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Distributed software development is becoming the norm for the software industry today as an organizational response to globalization and outsourcing tendencies. In this new environment, centralized models for software development team building models have to be reanalyzed. Team Software Process (TSP) guides engineering teams in developing software-intensive products and is intended to improve the levels of quality and productivity of a team’s software development project. In this paper, the authors assess the difficulty of using TSP in distributed software development environments. The objective of this assessment is twofold; firstly, know the general difficulty for using TSP in these environments, and secondly, know the caveats to be addressed in future software development team building models designed specifically for distributed environments.

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Dey, Chitra, and Ganesh Mangadu Paramasivam. "Team Boundary Activity in Software Development Teams." Academy of Management Proceedings 2016, no. 1 (January 2016): 12484. http://dx.doi.org/10.5465/ambpp.2016.12484abstract.

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Gómez, Marta N., Silvia T. Acuña, Marcela Genero, and José A. Cruz-Lemus. "How Does the Extraversion of Software Development Teams Influence Team Satisfaction and Software Quality?" International Journal of Human Capital and Information Technology Professionals 3, no. 4 (October 2012): 11–24. http://dx.doi.org/10.4018/jhcitp.2012100102.

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Team member knowledge and expertise are the aspects typically considered important for software team development formation. However, the authors believe that the formation of teams, as is found in literature, could be based on factors related to the personalities of the members of the development team, and that these factors might affect both the quality of the software product developed and the satisfaction perceived by the development team. In this work they present a controlled experiment, which was carried out during an academic course on Data Bases. The intention of this experiment was to evaluate whether the work team’s level of extraversion influenced, on the one hand, the final quality of the software products obtained and, on the other, the satisfaction perceived while this work was being carried out. The results obtained indicate that when forming work teams, project managers and lecturers should carry out a personality test beforehand in order to balance the amount of extraverted team members with those who are not extraverted. This would permit the team members to feel satisfied with the work carried out by the team without reducing the quality of the software products developed.

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Chiang, I. Robert, and Vijay S. Mookerjee. "Improving software team productivity." Communications of the ACM 47, no. 5 (May 1, 2004): 89–93. http://dx.doi.org/10.1145/986213.986217.

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Schlimmer, J. C., J. B. Fletcher, and L. A. Hermens. "Team-oriented software practicum." IEEE Transactions on Education 37, no. 2 (May 1994): 212–20. http://dx.doi.org/10.1109/13.284997.

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DeFranco, Joanna F., and Phillip Laplante. "A software engineering team research mapping study." Team Performance Management: An International Journal 24, no. 3/4 (June 11, 2018): 203–48. http://dx.doi.org/10.1108/tpm-08-2017-0040.

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Purpose The purpose of this mapping study has been performed to identify, critically analyze and synthesize research performed in the area of software engineering teams. Teams, in a general sense, have been studied extensively. But the distinctive processes that need to be executed effectively and efficiently in software engineering require a better understanding of current software engineering team research. Design/methodology/approach In this work, software engineering team publications were analyzed and the key findings of each paper that met our search inclusion criteria were synthesized. In addition, a keyword content analysis was performed to create a taxonomy to categorize each paper and evaluate the state of software engineering team research. Findings In software engineering team research, the resulting areas that are the most active are teamwork/collaboration, process/design and coordination. Clear themes of analysis have been determined to help understand how team members collaborate, factors affecting their success and interactions among all project stakeholders. In addition, themes related to tools to support team collaboration, improve the effectiveness of software engineering processes and support team coordination have been found. However, the research gaps determined from the content analysis point toward a need for more research in the area of communication and tools. Originality/value The goal of this work is to define the span of previous research in this area, create a taxonomy to categorize such research and identify open research areas to provide a clear road map for future research in the area of software engineering teams. These results, along with the key finding themes presented, will help guide future research in an area that touches all parts of the software engineering and development processes.

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Mtsweni, Emmanuel S., Tertia Hörne, and John Andrew van der Poll. "Soft Skills for Software Project Team Members." International Journal of Computer Theory and Engineering 8, no. 2 (2016): 150–55. http://dx.doi.org/10.7763/ijcte.2016.v8.1035.

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He, Jun, Brian S. Butler, and William R. King. "Team Cognition: Development and Evolution in Software Project Teams." Journal of Management Information Systems 24, no. 2 (October 2007): 261–92. http://dx.doi.org/10.2753/mis0742-1222240210.

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Chakraborty, Suranjan, Saonee Sarker, Sudhanshu Rai, Suprateek Sarker, and Ranganadhan Nadadhur. "Offshore Vendors’ Software Development Team Configurations." Journal of Global Information Management 19, no. 3 (July 2011): 1–29. http://dx.doi.org/10.4018/jgim.2011070101.

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This research uses configuration theory and data collected from a major IT vendor organization to examine primary configurations of distributed teams in a global off-shoring context. The study indicates that off-shoring vendor organizations typically deploy three different types of configurations, which the authors term as thin-at-client, thick-at-client, and hybrid. These configurations differ in terms of the size of the sub-teams in the different distributed locations and the nature of the ISD-related tasks performed by the distributed team members. In addition, the different configurations were compared on their inherent process-related and resource-related flexibilities. The thick-at-client configuration emerged as the one that offers superior flexibility (in all dimensions).However, additional analysis also revealed contingencies apart from flexibility that may influence the appropriateness of the distributed ISD team configuration, including the volatility of the client organization’s environment and the extent to which the ISD tasks can be effortlessly moved to the vendor’s home location.

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O’Connor, Rory, and Shuib Basri. "The Effect of Team Dynamics on Software Development Process Improvement." International Journal of Human Capital and Information Technology Professionals 3, no. 3 (July 2012): 13–26. http://dx.doi.org/10.4018/jhcitp.2012070102.

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This article identifies the effect of team dynamics in the context of software development teams and its impact on software process improvement (SPI) activities in very small companies, in order to understand the relationship between these two variables. Most software development work is done by teams of software engineers working together in a collaborative manner to execute a software development process. Although there is much literature examining software process and how to improve it, less attention has been paid to the issues of team-working and specifically the impact of team dynamics on the software development process. Team dynamics is the term used to define how people work and interact together in teams. Teamwork is more effective with the existence of positive team dynamic, as it encourages a better working environment with satisfied, fulfilled employees who will in turn be more productive. This paper presents the results of a research study of team dynamics in very small software development companies and its impact on the software development process and software process improvement activities.

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Tavakoli, Farzaneh, and Taghi Javdani Gandomani. "A Novel Team Productivity Model for XP Teams." Journal of Cases on Information Technology 20, no. 4 (October 2018): 93–109. http://dx.doi.org/10.4018/jcit.2018100106.

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Team productivity is one of the issues that always been considered in the software development teams. In software development process, as a team-oriented process, team productivity is a serious issue in software competitive industry that always gets high attention. Several studies have been conducted on various aspects of team productivity, but because of role of employed methodologies, providing a unified model in this regard is not possible. This article is specifically aimed to focus on team productivity in XP methodology and provide a productivity model dedicated for this method. The proposed model is developed based on the most influential features affecting team productivity. This model evaluated and gained enough acceptance. The article also shows the most effective XP practices that positively impact team productivity in XP projects.

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Ruano-Mayoral, Marcos, Ricardo Colomo-Palacios, Ángel García-Crespo, and Juan Miguel Gómez-Berbís. "Software Project Managers under the Team Software Process." International Journal of Information Technology Project Management 1, no. 1 (January 2010): 42–53. http://dx.doi.org/10.4018/jitpm.2010100204.

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Despite the clear relevance of the Information and Communications Technologies (ICT) market in world economics and the evident lack of success of software projects, organizations devote little effort to the development and maturity of the software project manager profession. This work analyzes the figure of project manager from the perspective of the Team Software Process (TSP), and it considers the required skills, attitudes and knowledge for a software development project. The basis for the study is the analysis of relevant references from the literature for their subsequent categorization into different competency concepts. The results of the analysis are compared with the contributions which the Guide to the SWEBOK® and the PMBOK® Guide models provide of the profiles of the project manager. The results indicate that the literature relating to the Team Software Process is focused on the definitions of skills and attitudes, and to a lesser extent on knowledge components. The lack of the definition of the components which comprise competency constitutes a challenge for software development organizations that use TSP, whose project managers should confront the task with full capacities, and without the help of established and recognized competencies. The current work attempts to establish the competencies for project managers identified in the literature, in the environment of the use of TSP for software development, using a study based on content analysis.

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KAKAR, ADARSH KUMAR. "INVESTIGATING THE SYNERGISTIC AND ANTAGONISTIC IMPACTS OF OUTCOME INTERDEPENDENCE, SHARED VISION AND TEAM REFLEXIVITY ON INNOVATION IN SOFTWARE DEVELOPMENT PROJECTS." International Journal of Innovation Management 22, no. 06 (August 2018): 1850050. http://dx.doi.org/10.1142/s1363919618500500.

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Reflexivity, the extent to which teams reflect upon and modify their functioning, is widely considered a key factor for engendering team innovation. In this study, we propose that reflexivity is a necessary but not a sufficient condition for team innovation. Outcome interdependence, defined as the extent to which team members perceive that attainment of goals by their colleagues will facilitate their own goal achievement, and shared team vision, will moderate the effect of team reflexivity on team innovation. An empirical study with 332 team members of 34 software projects reveals that as predicted high outcome interdependence and shared team vision magnified the positive impacts of team reflexivity on team innovation. However, an increase in team reflexivity at low outcome interdependence and shared team vision had a negative impact on team innovation. Further, in general, agile software teams consistently demonstrated higher outcome interdependence and team reflexivity and thereby higher team innovation compared to teams adopting plan-driven methods of software development.

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Wiesche, Manuel. "Interruptions in Agile Software Development Teams." Project Management Journal 52, no. 2 (March 1, 2021): 210–22. http://dx.doi.org/10.1177/8756972821991365.

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Agile approaches help software development project teams to better meet user needs and ensure flexibility in uncertain environments. But using agile approaches invites changes to the project and increases interactions between team members, which both cause interruptions in the workplace. While interruptions can help in task completion and increase process flexibility, they can also hinder employee productivity. We conducted an exploratory study of four agile software development teams. Our analysis identified (1) programming-related work impediments, (2) interaction-related interruptions, and (3) interruptions imposed by the external environment, which were managed by improved information retrieval and reduced team dependencies.

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Tanuan, Meyer. "Leading a software development team." ACM SIGSOFT Software Engineering Notes 27, no. 3 (May 2002): 94. http://dx.doi.org/10.1145/638574.638591.

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Walz, Diane B., Joyce J. Elam, and Bill Curtis. "Inside a software design team." Communications of the ACM 36, no. 10 (October 1993): 63–77. http://dx.doi.org/10.1145/163430.163447.

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Mcgrew, John F., John G. Bilotta, and Janet M. Deeney. "Software Team Formation and Decay." Small Group Research 30, no. 2 (April 1999): 209–34. http://dx.doi.org/10.1177/104649649903000204.

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Li, Yuzhu, Kuo-Chung Chang, Houn-Gee Chen, and James J. Jiang. "Software development team flexibility antecedents." Journal of Systems and Software 83, no. 10 (October 2010): 1726–34. http://dx.doi.org/10.1016/j.jss.2010.04.077.

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Casey, Valentine. "Virtual software team project management." Journal of the Brazilian Computer Society 16, no. 2 (May 29, 2010): 83–96. http://dx.doi.org/10.1007/s13173-010-0013-3.

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Chamtitigul, Nattaya, and Weining Li. "How the Team Norm of Information Exchange and Team Information Processing Affects Team Performance in Software Development Projects?" Malaysian Journal of Social Sciences and Humanities (MJSSH) 6, no. 5 (May 10, 2021): 95–102. http://dx.doi.org/10.47405/mjssh.v6i5.792.

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This study examines how the team norm of information exchange and team information processing affects team performance. Data were collected from 354 project teams from software development companies in Thailand. Structural Equation Modelling (SEM) was conducted to test the proposed hypotheses. The results of the study revealed that team norms of information exchange (TNM) has a significant relationship with team information processing (PRO). Team information processing positively influences team performance (TPM). Software development organisations could adopt such norms and this team process to improve software development projects performance and recognise team processes, which is essential for long-term sustainability and competitiveness.

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Hsu, Shih-Yi Clark, and Bahaudin G. Mujtaba. "Team Transformational Leadership, Trust, Satisfaction, And Commitment: The Testing Of A Structural Equation Model In Software Development Teams." Review of Business Information Systems (RBIS) 11, no. 3 (July 1, 2007): 17–28. http://dx.doi.org/10.19030/rbis.v11i3.4412.

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This paper studied the relationship among team transformational leadership, team trust, job satisfaction, and team commitment of the team members in software development teams in the United States of America. A total of 5,375 surveys were distributed and only 69 respondents completed the online survey. Based upon 65 validated respondents, this study conducted a confirmatory factor analysis and evaluated the direct and indirect weights of path coefficients among the latent variables at 5% level of significance. The results using path analysis indicate that team transformational leadership is strongly positively related to team empowerment (r= .86, p= .00) and team trust (r= .82, p= .00) in software development teams while team empowerment (r= .27, p=. 55) and team trust (r= .29, p= .55) are not related to job satisfaction in software development teams. There is a slight positive relationship between team job satisfaction and the team commitment (r= .18, p= .04).

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Endriulaitienė, Auksė, and Lina Cirtautienė. "TEAM EFFECTIVENESS IN SOFTWARE DEVELOPMENT: THE ROLE OF PERSONALITY AND WORK FACTORS." Business: Theory and Practice 22, no. 1 (February 10, 2021): 55–68. http://dx.doi.org/10.3846/btp.2021.12824.

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Globalization and dynamic economic conditions have exponentially increased the use of virtual work in organizations. Effectiveness in software development teams, therefore, is now a relevant issue in business, psychology or other fields. Despite the uniqueness of software development teams and their work conditions, their effectiveness has not been sufficiently researched to clearly determine how it relates to personality traits, work challenges and the virtualization level. To expand the understanding of the mechanisms that influence team effectiveness in software development, an ecological framework is selected. The purpose of this study is to explore the relationship between personality traits, work factors and team effectiveness within the context of software development teams. Methodology: The exploratory study was conducted in international software development companies operating in Lithuania. Forty-five software development teams (N = 142) filled in the Team task performance scale, Hexaco-PI-R questionnaire and rated perceived work challenges and team virtualization level. The statistical analysis was conducted with SPSS. This survey is an initial stage of a larger project. Findings: Personality traits Conscientiousness and Extraversion relate to team effectiveness. In software development teams the most prevalent work challenges were time zone differences, lack of information when working on a project, and lack of a clear purpose. Lack of information and poor foreign language skills negatively affect team effectiveness. A higher virtualization level is associated with more frequent work challenges (culture and foreign language challenges, time zone differences) and team performance.

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Qu, Gang, Lishan Shen, and Xiaona Bao. "Vendors’ team performance in software outsourcing projects." Nankai Business Review International 5, no. 3 (July 29, 2014): 290–308. http://dx.doi.org/10.1108/nbri-02-2014-0013.

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Purpose – The purpose of this paper is to study how the software outsourcing teams, namely, vendors, transfer effective knowledge to enhance team performance; it reports on a study of transactive memory system (TMS) theory and makes deep analyses and discussions about the influence of the cooperative behaviors of TMS on software outsourcing team’s performance under the framework of three behavioral characteristics dimensions – specialization, credibility and coordination. Design/methodology/approach – This paper is an empirical study based on investigation interviews to 28 software outsourcing teams and data of questionnaire surveys on 124 software outsourcing teams; structural equation model is used to test the data we collected. Findings – This paper finds that both credibility and coordination have a significantly positive impact on knowledge transfer and project success, whereas specialization has a significant negative impact on project success. The results of data analysis show that TMS is an effective coordination mechanism. Originality/value – The conclusion of the study can help us understand the coordination mechanism of knowledge transfer in software outsourcing team and provide theoretical support and paradigm reference for vendors in China to accumulate knowledge and improve the success rate of projects in the context of software project development.

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Bai, Aleksander, Viktoria Stray, and Heidi Mork. "What Methods Software Teams Prefer When Testing Web Accessibility." Advances in Human-Computer Interaction 2019 (June 10, 2019): 1–14. http://dx.doi.org/10.1155/2019/3271475.

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Accessibility has become an important focus in software development; the goal is to allow as many people as possible, regardless of their capabilities, to use software. We have investigated the methods that software teams prefer when testing the accessibility of their software. We conducted a large-scale study to evaluate six methods, using a sample of 53 people who work on various software teams. We present a detailed breakdown of the results for each testing method and analyze the differences between the methods. Our findings show that there are statistically significant differences in team members’ preferences, particularly for those with different roles. This implies that a software team should not choose a single method for all team members.

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Karlsen, Jan Terje, Anders Aaraas Pedersen, Max Paul Trautwein, and Hans Solli-Sæther. "Understanding Agile Software Development Team Adaptation Processes." International Journal of Risk and Contingency Management 11, no. 1 (January 2022): 1–25. http://dx.doi.org/10.4018/ijrcm.290059.

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This study is about team adaptation from a continuous change perspective. The purpose was to investigate how agile software development teams in a Nordic financial institution adapt to task-based triggers. A single case study was conducted of three software development teams in a product unit reporting that they worked in agile ways. One of the main findings is that the agile software development teams sought to define tasks to be worked on individually. The adaptation triggers occurring during taskwork mainly prompt task-related interaction. In addition, the findings support that these adaptation triggers can either prompt small adjustments to taskwork or be more severe and move the focus to evaluation and planning activities before taskwork can be continued. We propose a model describing how agile software development teams adapt to task-based triggers based on the findings.

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Bharadwaj, Sangeeta Shah, and Kul Bhushan C. Saxena. "Knowledge Management in Global Software Teams." Vikalpa: The Journal for Decision Makers 30, no. 4 (October 2005): 65–76. http://dx.doi.org/10.1177/0256090920050406.

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Information technology (IT) organizations, especially software development organizations, are knowledge-intensive firms where the knowledge is mainly embedded in human beings and is largely in the form of tacit knowledge. Managing knowledge in global software teams in very critical as knowledge is a source of competitive advantage for these organizations. They have adopted emergent team-based structures as a response to changing business needs and are globally distributed. Sharing of tacit knowledge requires more people-to-people interaction which is impossible in these organizations. Due to this reason, it is essential to manage certain critical knowledge during the progress of the projects related to achieving the performance goals and the learning goals to consistently sustain and improve project performance. This study identifies the following critical knowledge areas related to the learning goals: user requirements knowledge functional domain knowledge technical knowledge project status knowledge project experience knowledge. A five-layered knowledge management framework has been applied to model the software team knowledge. This model is suggested as a process approach to team knowledge management to strengthen knowledge management in software teams. As per the knowledge management framework, all the identified knowledge related to the project are not well managed. One of the reasons for not managing well a particular type of knowledge is the absence of knowledge management processes. The global software teams share knowledge through a virtual space as against real physical platform with proper IT infrastructure in place. Due to the distributed nature of the teams, rules, conventions, and sharing of norms is already put in place. It, thus, helps in managing project status knowledge, domain knowledge, and technical knowledge. It also promotes management of requirements knowledge and project experience knowledge. However, only ad hoc processes which are immature are in place to manage the knowledge areas. The tools of team knowledge management and leadership commitment are the next two layers of the model to manage the software team knowledge. This study summarizes the status of the following critical knowledge areas related to the learning goals: The most critical knowledge area is the user requirement knowledge. Though newer processes are introduced to manage the same, managing user requirements still remains a challenge for the members of the global software teams. Functional domain knowledge and technical knowledge are managed well by companies but technology updates have put pressure in identifying the gaps and bridging it during the project execution. Project status knowledge has been well managed in the global software teams with the help of formal procedures and documentation. The Capability Maturity Model (CMM) certification requirement of IT organizations is facilitating this knowledge management area. Capturing and reusing the project experience knowledge of the existing projects and clients is still an open issue. The layered knowledge management framework will help in implementing knowledge management processes for each critical knowledge area.

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Wickramasinghe, Vathsala, and Sahan Nandula. "Diversity in team composition, relationship conflict and team leader support on globally distributed virtual software development team performance." Strategic Outsourcing: An International Journal 8, no. 2/3 (June 15, 2015): 138–55. http://dx.doi.org/10.1108/so-02-2015-0007.

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Purpose – This study aims to investigate whether diversity in team composition leads to relationship conflict, and, consequently, relationship conflict leads to team performance, and whether team leader support moderates the negative effects of relationship conflict on team performance. Design/methodology/approach – For the study, 216 team members working in globally distributed virtual software development projects responded. To examine the hypothesized relationships, structural equation modeling with maximum likelihood estimation was performed. Findings – It was found that diversity in team composition leads to relationship conflict, relationship conflict leads to team performance and team leader support moderates the latter relationship. Practical implications – The findings suggest the role of team leaders in reducing the harmful effect of relationship conflict on team performance. The findings imply the need of providing training to team leaders to create cohesive teams that deliver on project goals. Originality/value – Empirical studies on globally distributed virtual teams could provide new insights into challenges and issues associated with team composition, relationship conflict and team leader support in achieving higher levels of team performance.

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Ganesan @ Kanagaraj, M. "Leadership Styles among the Team Leaders of Software Companies in Chennai." Shanlax International Journal of Management 7, no. 2 (October 3, 2019): 54–64. http://dx.doi.org/10.34293/management.v7i2.576.

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A team leader is a person who gives great ideas, inputs and guidance to their team members in order to achieve the goal. The primary job of the team leader is dividing the work and allocates the work to each member in the group based on their specialization. In the software, companies have a lot of teams, and the team leader’s role is very important. If the team leader is efficient, he or she can get work from others easily if the team leader is incompetent or inefficient, it’s very difficult to get work from others. Another important role of a team leader is to assess everyone contribution for a particular period. Generally judging others and evaluating others is a difficult job and complex also. In this situation, the team leader important role in evaluating the employee’s performance for a particular period, and if the performance is good team leader recommend financial and non-financial benefits. Team leader styles create a major impact of the teammates sometimes they perceived positive, and sometimes they perceive negative. In this study about leadership styles among the team leaders of software companies.

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Kanike, Uday, and Yusen Xia. "Impact of ICT-Based Tools on Team Effectiveness of Virtual Software Teams Working From Home Due to the COVID-19 Lockdown." International Journal of Software Innovation 10, no. 1 (January 1, 2022): 1–20. http://dx.doi.org/10.4018/ijsi.309958.

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The research examines the usage of ICT tools by software engineering teams, especially the virtual teams during COVID-19 and how it impacts the effectiveness of the team. This research has adapted the framework proposed by Salas et al. and Hackman et al. to measure team effectiveness. Team effectiveness was measured using 10 constructs. The research instrument proposed by Nagy and Habok has been adapted to measure the usage of ICT tools. The moderating role of gender and age has also been examined in this study. The sample size is 136 software professionals. Quantitative approach has been adapted. The study is descriptive in nature, and cluster sampling is adapted. The data is gathered through a closed-ended questionnaire, and analysis is done through SPSS software. The results reveal that usage of ICT tools enhances the team effectiveness in virtual software teams.

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MORITA, Yasuhiko, and Akiko GOSHO. "LCA Software: TEAM^TM." Journal of Life Cycle Assessment, Japan 1, no. 2 (2005): 140–43. http://dx.doi.org/10.3370/lca.1.140.

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Teasley, S. D., L. A. Covi, M. S. Krishnan, and J. S. Olson. "Rapid software development through team collocation." IEEE Transactions on Software Engineering 28, no. 7 (July 2002): 671–83. http://dx.doi.org/10.1109/tse.2002.1019481.

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Kettunen, P. "Managing embedded software project team knowledge." IEE Proceedings - Software 150, no. 6 (2003): 359. http://dx.doi.org/10.1049/ip-sen:20031173.

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Yusoff, Rasimah Che Mohd, Roslina Ibrahim, Nurazean Maarop, and Noor Azlinda Mat Seman. "Trust in Virtual Team Software Development." Advanced Science Letters 20, no. 10 (October 1, 2014): 2248–51. http://dx.doi.org/10.1166/asl.2014.5710.

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Hause, Martha L. "Distributed team performance in software development." ACM SIGCSE Bulletin 37, no. 3 (September 2005): 357. http://dx.doi.org/10.1145/1151954.1067556.

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Estrada Guzmán, Elsa Estrada, and Adriana Peña Pérez Negrón. "Influencia de los Roles de Equipo en las Actividades del Desarrollador de Software." RECIBE, REVISTA ELECTRÓNICA DE COMPUTACIÓN, INFORMÁTICA, BIOMÉDICA Y ELECTRÓNICA 2, no. 1 (December 5, 2017): C2–1—C2–19. http://dx.doi.org/10.32870/recibe.v2i1.10.

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Uno de los roles básicos en el proceso del software es precisamente el de desarrollador, también denominado ingeniero de software, cuyas actividades principales son: el análisis, diseño, programación y pruebas del producto a desarrollar. Estas actividades, dependiendo generalmente del tamaño del proyecto y de la metodología, pueden estar a cargo de diferentes personas o bien de un grupo de desarrolladores que en conjunto las llevan todas a cabo; en este último caso, estaríamos hablando de trabajo en equipo entre iguales o pares. Por otro lado, de acuerdo con la teoría de roles de equipo, las personas tienden a comportarse de manera regular en forma distintiva cuando colaboran, estas formas particulares de colaborar es probable que influyan en el desempeño del equipo de desarrolladores de software. En este documento se presenta un caso de estudio con la finalidad de entender la influencia de los roles de equipo en ciertas actividades involucradas en el proceso de desarrollo de software.Abstract:One of the basic roles in the software process is precisely that of a developer, also called software engineer, whose main activities are: analysis, design, programming and product testing for said product. These activities, usually based on the project size and methodology, they can be assigned to different people or to a group of developers to take care of them; in this former case we would be talking about group work among peers. On the other hand, according to the team role theory, people tend to behave in a specific way when they collaborate, these particular collaborative behaviors probably have an influence on the software developer team’s performance. This document presents a case of study, with the intention of understanding the influence of team roles in certain activities involved in the software development process.Keywords: software developer, software engineer, software engineer roles, Belbin team roles.

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Chaczko, Zenon, Shahrzad Aslanzadeh, Frank Jiang, and Ryszard Klempous. "The Implementation of 3TZ Model of Software Development." International Journal of Electronics and Telecommunications 58, no. 4 (December 1, 2012): 433–39. http://dx.doi.org/10.2478/v10177-012-0059-6.

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Abstract This paper presents the concepts and explores issues related to the 3 Time Zones (3TZ) model of software development in global workspace environment. The 3TZ model itself seeks to take advantages of differences in time zones between places around the world. By engaging software development teams in different regions separated by 8 hours each, it is possible for their combined working hours to cover the whole 24 hours period. Thus, while they each work their normal 8 hour days, together they are able to achieve in 1 day what a single team would achieve in 3 days. They are able to achieve this by passing on their work from one team to the next as one finishes their workday and the next team starts their workday. The 3TZ model of software development revolves around the employment of a software development team distributed in at least 3 different locations around the world in 3 different time zones. If work was passed on from one team to the next and adjacent teams were separated by 8 hours, then 24 hours continuous collaborative software development could be achieved. Though this poses many challenges, when dealt with there is great potential for software to be developed much faster than is possible for a single, collocated development team. In the global economy, we have seen a decrease in the barriers towards communication across the globe along with an increase of service availability to support this communication. Software development is one of the disciplines that is capable of effectively utilizing and benefiting from global collaboration prospect lent by ever increasing capability of information and communication technology. 24 hours continuous development is ideal for application towards tasks that have hard deadlines or require work completed as soon as possible. This article will mainly focus on introducing 24/7 global models that can be applied in cloud environment used in three different time zones.

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Guzmán, Javier García, Javier Saldaña Ramos, Antonio Amescua Seco, and Ana Sanz Esteban. "Success Factors for the Management of Global Virtual Teams for Software Development." International Journal of Human Capital and Information Technology Professionals 2, no. 2 (April 2011): 48–59. http://dx.doi.org/10.4018/jhcitp.2011040105.

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The management of globally distributed software teams is complex because of problems of linguistic differences, geographical dispersion, different time zones, and the cultural diversity of the team members; what is particularly common in software development environments. These problems are amplified when a single software development team is composed of highly skilled individuals working in dispersed geographical locations, and they have to work as a team across distances. This paper describes several of the most important factors that contribute to the correct and effective management of global virtual teams for software development and underlying solutions are addressed to reduce cultural and time barriers. These factors are obtained from an industrial case study, which lasted 36 months, corresponding to a huge software development project that involved several global virtual teams. These success factors consider different perspectives as technology, human factors and process.

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Cannon, Robert, Thomas B. Hilburn, and Jorge Diaz-Herrera. "Teaching a software project course using the team software process." ACM SIGCSE Bulletin 34, no. 1 (March 2002): 369–70. http://dx.doi.org/10.1145/563517.563486.

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Akgün, Ali E., Halit Keskin, Hayat Ayar, and Zeki Okunakol. "Knowledge sharing barriers in software development teams: a multiple case study in Turkey." Kybernetes 46, no. 4 (April 3, 2017): 603–20. http://dx.doi.org/10.1108/k-04-2016-0081.

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Purpose Changing customer demands, needs and desires; emerging technologies; and increasing competition among firms force software development teams to develop and then implement new software projects to satisfy their customers and become more competitive in their marketplace. In this respect, knowledge sharing is critical for project success. However, although knowledge sharing among team members has been investigated by many researchers, knowledge sharing barriers among people have rarely been addressed in project teams in general and software development teams in particular. Thus, the purpose of this study is to investigate knowledge sharing barriers in the software development team context and develop solutions that can overcome these barriers. Design/methodology/approach An exploratory multiple case design was used to explore why software team members in Turkey may be reluctant to share knowledge. In this study, the authors conducted 18 in-depth and on-site semi-structured interviews and then employed content analysis, which uses a set of procedures to make valid inferences from text, to discover knowledge sharing barriers. Findings By interviewing 18 Turkish project team managers, the authors identified knowledge-, individual- and organization-related knowledge sharing barriers among team members. They also demonstrated solutions for the knowledge sharing hesitation among team members based on the experiences of project team managers. Research limitations/implications Some methodological limitations exist in this study. Specifically, the generalizability of the sampling limits the study, which was conducted in a specific national context, Turkish firms in general and the Istanbul district in particular. It is important to note that readers should be cautious when generalizing the results to different cultural contexts. In this regard, a Turkish sample involving the Istanbul district, like that of any culturally bound research, imposes some constraints on the interpretation and application of the results. The study was conducted with in-depth interviews of only 18 managers working in seven companies. Also, this study was performed on system development teams. The results should be confirmed with more samples and different project sets. Practical implications In this study, the authors discover the reasons for knowledge sharing reluctance among team members and some solutions that will eliminate knowledge sharing problems by using case studies. The results show that the reluctance of team members arises from obstacles, which are knowledge-, individual- and organization-related. Also, the conclusions demonstrate that knowledge sharing barriers can be resolved by establishing project leadership, creating a knowledge sharing culture and considering team members’ emotions. Originality/value The present study investigated whether reluctance to share knowledge derives not only from individual barriers but also from organization- and knowledge-related barriers in a project team context. The authors discovered that knowledge sharing barriers can be resolved by establishing project leadership, creating a knowledge sharing culture and considering team members’ emotions.

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Mohabuth, Abdool Qaiyum, and Bibi Neehad Nankoo. "Towards the effectiveness of communication in adopting virtual team for software development." International Journal of Engineering and Computer Science 10, no. 11 (November 28, 2021): 25442–46. http://dx.doi.org/10.18535/ijecs/v10i11.4637.

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: Advancement in technology particularly the development of smart application has caused a paradigm shift in software development. Teams for developing software do not need to be physically present at all times. Members of development teams may be at remote sites but still communicate with each other. Technology has enabled the creation of virtual teams. While technology put at the disposal of software development teams a range of devices for supporting their communication interaction, members still face many challenges in terms of time difference, language barriers and cultural diversification. Ineffective communication among team members lead to delays in software development and contribute much to make project failures. The primary focus of this research is to identify how communication in virtual teams may become efficient. A survey is carried to assess the factors which affect communication in virtual teams. Different team sizes are considered and their relevance and differences in communication interaction are studied. More in-depth data are extracted for this research by interviewing potential members of virtual teams who work and interact from remote sites. The factors which influence communication interaction is finally established which help in successfully managing virtual team projects

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M Rejab, Mawarny, James Noble, and Stuart Marshall. "Agile Self-selecting Teams Foster Expertise Coordination." Interdisciplinary Journal of Information, Knowledge, and Management 14 (2019): 099–117. http://dx.doi.org/10.28945/4280.

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Aim/Purpose: This paper aims to discuss the activities involved in facilitating self-selecting teams for Agile software development projects. This paper also discussed how these activities can influence the successful expertise coordination in Agile teams. Background: Self-selecting teams enable Agile team members to choose teams based on whom they prefer to work with. Good team bonding allows Agile team members to rely on each other in coordinating their expertise resources effectively. This is the focal point where expertise coordination is needed in Agile teams. Methodology: This study employed Grounded Theory by interviewing 48 Agile practitioners from different software organizations mainly based in New Zealand. This study also carried out several sessions of observations and document analysis in conjunction with interviews. Contribution: This study contributes to the body of knowledge by identifying the way self-selecting teams support expertise coordination. Findings: Our findings indicated that the activities involved tend to influence the successful expertise coordination in Agile teams. Self-selecting teams are essential to supporting expertise coordination by increasing inter-dependencies between Agile team members, ensuring a diverse range of knowledge and skills in teams. Recommendations for Practitioners: The self-selecting team activities can be used as a guideline for Agile software organizations in forming self-selecting teams in the fastest and most efficient way. It is vital for management to facilitate the process of self-selecting teams in order to optimize successful expertise coordination. Recommendation for Researchers: There is potential for further Grounded Theory research to explore more activities and strategies involved in self-selecting teams. Impact on Society: Self-selecting teams in Agile software developments projects tend to boost the productivity of software development. Future Research: Several hypotheses can be tested through a deductive approach in future studies.

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Açıkgöz, Atif, Ayşe Günsel, Nizamettin Bayyurt, and Cemil Kuzey. "Team Climate, Team Cognition, Team Intuition, and Software Quality: The Moderating Role of Project Complexity." Group Decision and Negotiation 23, no. 5 (August 1, 2013): 1145–76. http://dx.doi.org/10.1007/s10726-013-9367-1.

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Razzaq, Seher, Jianglin Huang, Hongyi Sun, and Min Xie. "Analyzing time pressure for software economics." Journal of Enterprise Information Management 32, no. 5 (September 4, 2019): 758–77. http://dx.doi.org/10.1108/jeim-10-2018-0239.

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Purpose The research on people and project factors is found extensively in general but not specific to software engineering. Secondly, the existing research has not concentrated on the communication and time complexity of the teams on software economics. The purpose this paper is to develop a model to investigate and quantify the impact of time pressure (TP) on software economics through the communication influence of software team sizes (TS). Design/methodology/approach A research model and five hypotheses are developed based on the gaps in the literature. The data set from International Software Benchmarking Standards Group repository is used for testing the hypotheses. Findings Important findings include: smaller TS tends to exert less TP on average; TP is directly proportional to software economics, however; and TP does not affect the productivity required for the software. Research limitations/implications The study has the following implications: Selection of an appropriate TS for project completion that ensures minimum pressure on team members; and maximize software outcomes in stress-free environment. Practical implications This work is useful for organizations carrying out software projects with teamwork. The project managers can benefit from the results while planning the team factors for achieving the project goals. Social implications The results uphold not to exert pressure on the team as it will not only affect the duly completion of the project but also the well-being of employees. Originality/value The paper is the first one where the proposition of TP estimation is done using TS and communication complexity, and empirically evaluating the impact of TP on four major software economics are the major key contributions of this research work.

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Ampuero, Margarita André, María G. Baldoquín de la Peña, and Silvia T. Acuña Castillo. "Identification of Patterns for the Formation of Software Development Projects Teams." International Journal of Human Capital and Information Technology Professionals 1, no. 3 (July 2010): 69–80. http://dx.doi.org/10.4018/jhcitp.2010070105.

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The formation of software development project teams is carried out, conventionally, in an empiric manner; however, in this process, multiple factors should be considered. In literature, the works where this process is modeled are scarce, and most do not consider aspects linked to the formation of the team as a whole. In this paper, a group of patterns that contribute to the formation of software development projects teams are identified through the use of the Delphi method, psychological tests, and data mining tools. The paper identifies patterns that are validated experimentally, while psychological characteristics in the process of software team formations are exemplified.

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Qahtani, Abdulrahman M. "Enhancing Software Development Teams‟ Client Awareness: An Empirical Study of Its Impact on Productivity." International Journal of Innovative Technology and Exploring Engineering 10, no. 2 (December 10, 2020): 148–52. http://dx.doi.org/10.35940/ijitee.b8293.1210220.

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In the software industry, a critical factor in a project’s success is raising productivity, and software development teams must always consider its challenges. In today’s competitive industry, the productivity of team members in software development is a serious issue that attracts considerable attention. Studies have been conducted on various aspects of team and individual productivity; however, the literature still refers to a lack of research into the impact of team awareness, observing that it is an essential element of knowledge management in the project’s development life cycle. This study takes up this point and presents an actual software development case study to investigate the impact of increasing knowledge and producing adequate information on clients’ domain and business model on both team productivity and that of each individual member. The study was undertaken with two development teams over one month, each receiving about 300 requirements. One of the teams was given sufficient information on the client’s domain and background in terms of its business model, while the other was given nothing before it went to the client’s workplace, without any knowledge of its domain. The results achieved were statistically significant, showing better productivity among the team with the information, with 261 of 300 requirements completed, whereas the other completed just 107. The findings of this study will help software research to focus both on the aspects of knowledge management that relate to software development and on the correlation between them. The study also supports software development project managers to enhance the value of knowledge when they are delivering training and to equate the time spent spreading knowledge to giving team members adequate information about the clients’ domains and business models. This will be reflected in both the quality and productivity of the entire development process.

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Drury-Grogan, Meghann L. "The Changes in Team Cognition and Cognitive Artifact Use During Agile Software Development Project Management." Project Management Journal 52, no. 2 (January 24, 2021): 127–45. http://dx.doi.org/10.1177/8756972820960301.

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This study examines changing team cognition and cognitive artifact use as agile software development iterations progress to better understand team member interactions. The four case studies conducted observed the distributed cognition on the team changing from planning, managing, developing, and concluding tasks in iterations to deliver working functionality. Cognitive artifacts used throughout the iteration also changed. This study provides a clearer understanding of how and when team cognition and artifact use change as agile software development teams use artifacts to manage projects. Interactions between team members and artifacts move from individual to social interactions as the iteration progresses with frequent, short, continuous communication and interactions.

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Gul, Zartasha, Yasir Hafeez, Amber Sarwar Hashmi, Sadia Ali, and Naila Iqbal. "Introducing Team Coordination Framework to Support Globally Distributed Teams for Pakistani Software Industry." October 2018 37, no. 4 (October 1, 2018): 669–84. http://dx.doi.org/10.22581/muet1982.1804.18.

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Collaborative effort is required in DSD (Distributed Software Development) in order to develop software in manageable components. Immense effort is taking place due to the cultural, geographical and temporal distances among project teams in Pakistani Software Industry to this end. The purpose of this study is to propose a solution during DSD that will help the distributed teams in coordinating their activities. Our solution enhances the management associated activities and assists in optimal usage of team coordination in dispersed settings. The method that we used is single case study type, which involved distributed software business to assess the usefulness and efficiency related to Pakistan’s DSD industries, and has shown strong tendency of participants towards the effectiveness of proposed team coordination framework. Results indicate that the predictable solution will look up the group management, which is considered as a vigorous issue of Pakistani DSD industry. Furthermore, it will assist in resolving the problems of team coordination in distributed situation. One of the most significant current discussion about the proposed solution suggested that it helps in human communication methods team coordination in a distributed environment.

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Fronza, Ilenia, and Xiaofeng Wang. "Social loafing prevention in agile software development teams using team expectations agreements." IET Software 15, no. 3 (April 8, 2021): 214–29. http://dx.doi.org/10.1049/sfw2.12019.

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Ryan, Sharon, and Rory V. O’Connor. "Development of a team measure for tacit knowledge in software development teams." Journal of Systems and Software 82, no. 2 (February 2009): 229–40. http://dx.doi.org/10.1016/j.jss.2008.05.037.

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Podjavo, Inga, and Solvita Berzisa. "PERFORMANCE EVALUATION OF SOFTWARE DEVELOPMENT PROJECT TEAM." Environment. Technology. Resources. Proceedings of the International Scientific and Practical Conference 2 (June 15, 2017): 118. http://dx.doi.org/10.17770/etr2017vol2.2543.

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The necessity of finding the connection between the planning, decision making, actions and results create project management interest to an evaluation of the project team performance. By analyzing the team performance, determining successful projects and assessing results, members of such project will have the necessary information to avoid failures, to monitor the progress, to compare similar projects and move to defined goals. The objective of this paper is to provide guidelines for evaluation of the project team performance in the software development project. This paper summarizes measures for evaluation of the team performance, an evaluation objectives and it benefits as well as factors that may have an influence on the team performance. Demonstration example of the guideline usage has been provided.

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Journal articles on the topic 'Team software'

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