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Overcoming Barriers to Self-Management in Software Teams
November/December 2009 (vol. 26 no. 6)
pp. 20-26
Nils Brede Moe, SINTEF Information and Communication Technology
Torgeir Dingsøyr, SINTEF Information and Communication Technology
Tore Dybâ, SINTEF Information and Communication Technology
This longitudinal case study reports on the challenges with self-management in five projects in experiences of three small and medium-sized software product companies implementing scrum, an agile process. Self-management emerged as the key challenge in all projects. In the transformation from traditional command-and-control management to collaborative self-managing teams, the main challenges were the absence of redundancy and conflict between team- and individual-level autonomy. Our findings are based primarily on qualitative analysis of interviews and observations with developers and product managers. These findings can provide important insight to companies considering self-managing teams and agile development practices.

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Index Terms:
ethnographic studies, case study, empirical software engineering, self-management, organizational management and coordination, organizational change, software process improvement, software engineering, agile software development
Citation:
Nils Brede Moe, Torgeir Dingsøyr, Tore Dybâ, "Overcoming Barriers to Self-Management in Software Teams," IEEE Software, vol. 26, no. 6, pp. 20-26, Nov.-Dec. 2009, doi:10.1109/MS.2009.182
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