Issue No. 06 - November/December (2009 vol. 26)
DOI Bookmark: http://doi.ieeecomputersociety.org/10.1109/MS.2009.182
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.
ethnographic studies, case study, empirical software engineering, self-management, organizational management and coordination, organizational change, software process improvement, software engineering, agile software development
T. Dybâ, T. Dingsøyr and N. B. Moe, "Overcoming Barriers to Self-Management in Software Teams," in IEEE Software, vol. 26, no. , pp. 20-26, 2009.