Iwot2017 teamwork in software development
- 1. Teamwork in software development: From self-managing agile teams to multi-team projects Keynote, International Workshop on Teamworking 21: Putting knowledge into team design Trondheim, 7 September, 2017 Torgeir Dingsøyr Chief Scientist, SINTEF Digital Adjunct Professor, Department of Computer Science Norwegian University of Science and Technology Handouts: http://bit.ly/2iZSwjr
- 2. Overview 1. Why is Teamwork in Software Development Interesting? 2. Agile Software Development in 10 minutes 3. Teamwork in Agile Development 4. Teamwork in Multi-team Development Projects 5. Future challenges; Teamwork research needs from practitioners
- 3. 1. Why is Teamwork in Software Development Interesting?
- 4. Picture: Arkady Arkagorodsky - http://msprojectreporter.com/wp-content/uploads/2016/08/, Public Domain, https://commons.wikimedia.org/w/index.php?curid=58353093
- 5. Teamwork in agile development «The best architectures, requirements, and designs emerge from self-organizing teams» Principle behind agile manifesto
- 6. 0" 20" 40" 60" 80" 100" 120" Psychological"factors" Social"factors" Team"proper:es" Work"proper:es" Team"processes" Team"external" proper:es" Team"outcomes" Other"disciplines" Informa:on"Systems" Sofware"Engineering" IKT Studies on software teams Dingsøyr, T., Fægri, T. E., Dybå, T., Haugset, B., and Lindsjørn, Y., "Team Performance in Software Development: Research Results versus Agile Principles," IEEE Software, vol. 33, pp. 106-110, 2016. 0" 20" 40" 60" 80" Psychological"factors" Social"factors" Team"proper:es" Work"pro 0" 20" 40" 60" 80" 100" Psychological"factors" Social"factors" Team"proper:es" Work"proper:es" Team"p 0" 20" 40" 60" 80" 100" 120" Psychological"factors" Social"factors" Team"proper:es" Work"proper:es" Team"p Software engineering Information systems Other disciplines
- 7. ICT Studies on agile development Dingsøyr, T., Nerur, S., Balijepally, V., and Moe, N. B., "A Decade of Agile Methodologies: Towards Explaining Agile Software Development," Journal of Systems and Software, vol. 85, pp. 1213-1221, 2012. Figure 2: Publications on agile software development by country. Darker colour indicates more publications.
- 8. 2. Agile Software Development in 10 minutes
- 11. IKT User story
- 13. Sprint planning Code the middle tier (8 hours) Code the user interface (4) Write test fixtures (4) Code the foo class (6) Update performance tests (4) Product backlog Iteration backlog (“sprint")
- 14. Form groups of three to four persons. Raise your hands when you have formed a group. Exercise; Effort estimation
- 15. IKT Estimation; Planning poker Henrik Kniberg: Scrum and XP from the Trenches, 2007.
- 16. IKT Exercise; Effort estimation Assume that “noodles” has a value of “2”, estimate the work involved making the following dishes using planning poker: n Pizza n Spaghetti Bolognese n Fish soup Planning poker: 1. Distribute a deck of cards to each group member. 2. Make an individual estimate; identify the closest card. 3. Everyone shows their cards. 4. If you agree, record estimate, if not: 5. Ask for arguments for the highest and lowest estimate. 6. Goto 2
- 18. Daily meetings 1. What did I do yesterday that helped the development team meet the sprint goal? 2. What will I do today to help the development team meet the sprint goal? 3. Do I see any impediment that prevents me or the development team from meeting the sprint goal? Schwaber, K. and Sutherland, J., "The Scrum Guide," 2016. Available from: http://www.scrumguides.org/
- 19. IKT Team board
- 20. Sprint burndown
- 22. Sprint review: Demonstrating product
- 24. Dybå, T., Dingsøyr, T., and Moe, N. B., Process Improvement in Practice - A Handbook for IT Companies. Boston: Kluwer, 2004.
- 25. 3. Teamwork in Agile Development
- 26. IKT Agenda: Focus group n Exercise1: n Brainstorm: n What fosters effective teamwork (green stickers)? n What hinders effective teamwork (yellow stickers)? n Lightning talk: A team performance model n Exercise 2: n Presentation of topics from exercise 1 n Group the stickers on flip-over in categories
- 27. ICT IKT Team leadership Team orientation Mutual performance monitoring Adaptability Back-up behaviour Shared mental models Mutual trust Closed-loop communication Salas et al. Team Performance Model Salas, E., Sims, D. E., and Burke, S. C., "Is there a "Big five" in teamwork?," Small Group Research, vol. 36, pp. 555-599, 2005.
- 28. ICT What fosters or hinders team performance? Dingsøyr, T. and Lindsjørn, Y., "Team Performance in Agile Development Teams: Findings from 18 Focus Groups," in Agile Processes in Software Engineering and Extreme Programming. vol. 149, H. Baumeister and B. Weber, Eds., ed: Springer Berlin Heidelberg, 2013, pp. 46-60.
- 29. ICT Team leadership No.ofstickers Foster team performance Hinder team performance 0" 2" 4" 6" 8" 10" 12" 14" 16" 18" 20" Planning" Shielding"from" Interrup:ons" Work"process" Adequate"resources" Infrastructure" Dingsøyr, T. and Lindsjørn, Y., "Team Performance in Agile Development Teams: Findings from 18 Focus Groups," in Agile Processes in Software Engineering and Extreme Programming. vol. 149, H. Baumeister and B. Weber, Eds., ed: Springer Berlin Heidelberg, 2013, pp. 46-60. 0" 2" 4" 6" 8" 10" 12" 14" 16" 18" 20" Planning" Shielding"from" Interrup:ons" Work"process" Adequate"resources" Infrastructure"
- 30. IKT From Bent Hamer, the movie “Kitchen stories”, 2003.
- 31. ICT Project Overview Moe, N.B., Dingsøyr, T., and Dybå, T., A teamwork model for understanding an agile team: A case study of a Scrum project, Information and Software Technology 52 (2010) 480–491.
- 32. ICT In Theory: Team Leadership n Definition: n Direct and coordinate the activities of other team members n Assess team performance n Assign tasks n Develop team knowledge, skills, and abilities n Motivate team members n Plan, organize, and establish a positive atmosphere n The Scrum team: n Planning n Scheduling n Assigning tasks to members n Making decisions n The Scrum master: n Removes impediments of the process n Facilitates meetings Salas, E., Sims, D. E., and Burke, S. C., "Is there a "Big five" in teamwork?," Small Group Research, vol. 36, pp. 555-599, 2005. Moe, N.B., Dingsøyr, T., and Dybå, T., A teamwork model for understanding an agile team: A case study of a Scrum project, Information and Software Technology 52 (2010) 480–491.
- 33. ICT In Practice: Team Leadership «We classified tasks as finished before they were completed, and we knew there was still work to be done. It seems that the scrum master wants to show progress and make us look a little better than we really are» – developer Moe, N.B., Dingsøyr, T., and Dybå, T., A teamwork model for understanding an agile team: A case study of a Scrum project, Information and Software Technology 52 (2010) 480–491. «The daily meetings are mostly about reporting to the Scrum master. When he is not there, the meetings are better because then we communicate with each other» – developer
- 35. 4. Teamwork in Multi- Team Development Projects
- 36. Importance of coordination «While there is no single cause of the software crisis, a major contribution is the problem of coordinating activities while developing large software systems. We argue that coordination becomes much more difficult as project size and complexity increases» Kraut and Streeter, Communications of the ACM, 1995
- 37. The Scrum of Scrums Kniberg, H., Scrum and XP from the Trenches: InfoQ, 2007, 2nd edition 2015. Scrum of scrums
- 38. But does it work? «Scrum-of-Scrum meetings involving representatives from all teams were severely challenged: the audience was too wide to keep everybody interested ... often ending up not reporting anything» (Paasivaara et al. 2012) «inter-group coordination becomes a major challenge when groups enjoy high levels of autonomy» (Ingvaldsen and Rolfsen 2012) Paasivaara, M., Lassenius, C., Heikkil, V. T., "Inter-team coordination in large-scale globally distributed scrum: do scrum-of-scrums really work?," Proceedings of the ACM-IEEE international symposium on Empirical software engineering and measurement, Lund, Sweden, 2012. Ingvaldsen, J. A. and Rolfsen, M., "Autonomous work groups and the challenge of inter-group coordination," Human Relations, vol. 65, pp. 861-881, Jul 2012.
- 39. Coordination modes Plans Routines Personal Impersonal Horisontal Vertical Individual Scheduled meetings Unscheduled meetings Group Van de Ven, A. H., Delbecq, A. L., & Koenig Jr, R. (1976). Determinants of coordination modes within organizations. American sociological review, 322-338.
- 40. Many practices of coordination ■ All three modes used ■ 19 coordination practices in total ”I think the combination of scheduled and unscheduled coordination that just appeared was very important” (scrum master and developer) Dingsøyr, T., Moe, N. B., and Seim, E. A., "Coordinating Knowledge Work in Multi-Team Programs: Findings from a Large-Scale Agile Development Program," Work in progress. Dingsøyr, T., Moe, N. B., Fægri, T. E., and Seim, E. A., "Exploring software development at the very large-scale: a revelatory case study and research agenda for agile method adaptation," Empirical Software Engineering, pp. 1-31, 2017.
- 41. Coordination modes Plans Routines Personal Impersonal Horisontal Vertical Individual Scheduled meetings Unscheduled meetings Group Van de Ven, A. H., Delbecq, A. L., & Koenig Jr, R. (1976). Determinants of coordination modes within organizations. American sociological review, 322-338.
- 42. Conclusion ■ Teamwork is essential in software development ■ A number of changes in how software development is conducted ■ An interesting form of knowledge work ■ Small but growing body of studies
- 43. 5. Future challenges; Teamwork research needs from practitioners
- 44. Requests from the software industry Gregory, P., Barroca, L., Sharp, H., Deshpande, A., and Taylor, K., "The challenges that challenge: Engaging with agile practitioners’ concerns," Information and Software Technology, vol. 75, pp. 26-38, 7// 2016. (13) people over process worldview to a future of autonomous, self-managed agents in a systemic organisation is too much if the system does not change itself – including leaders’ Changing mindsets (7) Agile is more than a set of practices used by IT requiring wide ranging change to work patterns ‘It’s a mindset not a methodology. Without a change in mind set the result will not be met’ National culture (5) Differences in national culture, particularly between East and West, compound issues with organisational culture ‘Is it possible to do agile with all nationalities and cultures?’ . Distributed teams (5) Business realities are often contrary to the agile need for co-located teams, with teams distributed across the UK, Europe or worldwide ‘It requires co-location in a digital world, where travel is too expensive’ Trust (1) Providing a safe environment to develop and innovate ‘What is the cost for not investing in trust?’ Team practices (11) Uncertainty and perhaps lack of training in specific practices or techniques ‘How to estimate/ better estimate the effort to support planning?’ Leadership (5) Traditional project management approaches of ’command and control’ need to be replaced by a facilitation style of leadership ‘That the manifesto lacks Leadership over Management’ Finding good people (4) Agile requires skilled, self-directed and motivated team players ‘Getting the right people interested- decision makers and users’ Individual motivation (4) Agile philosophies are often at odds with organisational reward structures that value individuals ‘It sometimes marginalises lonely problem solvers’ Process improvement (15) Once adopted, agile requires on-going change and commitment in order to become sustainable and embedded within teams and the organisation ‘If it is codified it becomes "bureaucratic" and if not it is too diverse to be taken seriously’ Documentation (4) Tensions arise when management sees documentation as a way to demonstrate control whilst developers focus on code over documents ‘That it has become an excuse not to do any documentation or planning beyond the sprint and product backlog’ Contracts (3) Standard contracts require detailed upfront specifications that are contrary to the evolving approach of agile ‘Some think they need a contract’ Knowledge sharing (1) Needs a positive learning environment to motivate individual commitment in order to establish effective knowledge sharing ‘We innovate but we don’t really share innovations’ Large projects (10) Working at programme level where team practices need to scale across multiple teams in large complex projects ‘Agility in large projects effecting several applications, platforms, techniques’ Governance (5) Traditional mechanisms that ensure projects achieve regulatory or legal compliance are often ‘Have not yet found any clear view on how the ‘governance’ at Business Case level works or could Teamwork challenges faced by agile practitioners, study by Agile Research Network UK:
- 45. Selected studies from our group n Dingsøyr, T., Moe, N. B., Fægri, T. E., and Seim, E. A., "Exploring software development at the very large-scale: a revelatory case study and research agenda for agile method adaptation," Empirical Software Engineering, pp. 1-31, 2017. n Lindsjørn, Y., Sjøberg, D. I. K., Dingsøyr, T., Bergersen, G. R., and Dybå, T., "Teamwork quality and project success in software development: A survey of agile development teams," Journal of Systems and Software, vol. 122, pp. 274-286, 12// 2016. n Dingsøyr, T., Fægri, T. E., Dybå, T., Haugset, B., and Lindsjørn, Y., "Team Performance in Software Development: Research Results versus Agile Principles," IEEE Software, vol. 33, pp. 106-110, 2016. n Dingsøyr, T. and Lindsjørn, Y., "Team Performance in Agile Development Teams: Findings from 18 Focus Groups," in Agile Processes in Software Engineering and Extreme Programming. vol. 149, H. Baumeister and B. Weber, Eds., ed: Springer Berlin Heidelberg, 2013, pp. 46-60. n Dingsøyr, T., Nerur, S., Balijepally, V., and Moe, N. B., "A Decade of Agile Methodologies: Towards Explaining Agile Software Development," Journal of Systems and Software, vol. 85, pp. 1213-1221, 2012. n Dingsøyr, T. and Dybå, T., "Team Effectiveness in Software Development: Human and Cooperative Aspects in Team Effectiveness Models and Priorities for Future Studies," in Workshop on Co-operative and Human Aspects of Software Engineering, International Conference on Software Engineering (ICSE), Zürich, Switzerland, 2012, pp. 27-29. n Moe, Nils Brede, Dingsøyr, Torgeir and Dybå, Tore, “A teamwork model for understanding an agile team: A case study of a Scrum project,” Information and Software Technology, vol. 52, 2010, pp. 480–491. n Moe, Nils Brede, Dingsøyr, Torgeir and Dybå, Tore, “Overcoming Barriers to Self-Management in Software Teams,” IEEE Software, vol. 26, no. 6, 2009, pp. 20-26. n Dingsøyr, T., "Postmortem reviews: Purpose and Approaches in Software Engineering," Information and Software Technology, vol. 47, pp. 293-303, 2005.
- 46. Follow the “Agile 2.0” project https://www.researchgate.net/project/Agile-20