Journal ArticleDOI
Individual empowerment of agile and non-agile software developers in small teams
Reads0
Chats0
TLDR
Agile developers have a higher sense of being able to impact the organisation than non-agile developers and have information channels that is significantly differently from non-AGile developers.Abstract:
Context Empowerment of employees at work has been known to have a positive impact on job motivation and satisfaction. Software development is a field of knowledge work wherein one should also expect to see these effects, and the idea of empowerment has become particularly visible in agile methodologies, in which proponents emphasise team empowerment and individual control of the work activities as a central concern. Objective This research aims to get a better understanding of how empowerment is enabled in software development teams, both agile and non-agile, to identify differences in empowering practices and levels of individual empowerment. Method Twenty-five interviews with agile and non-agile developers from Norway and Canada on decision making and empowerment are analysed. The analysis is conducted using a conceptual model with categories for involvement, structural empowerment and psychological empowerment. Results Both kinds of development organisations are highly empowered and they are similar in most aspects relating to empowerment. However, there is a distinction in the sense that agile developers have more possibilities to select work tasks and influence the priorities in a development project due to team empowerment. Agile developers seem to put a higher emphasis on the value of information in decision making, and have more prescribed activities to enable low-cost information flow. More power is obtained through the achievement of managing roles for the non-agile developers who show interest and are rich in initiatives. Conclusion Agile developers have a higher sense of being able to impact the organisation than non-agile developers and have information channels that is significantly differently from non-agile developers. For non-agile teams, higher empowerment can be obtained by systematically applying low-cost participative decision making practices in the manager–developer relation and among peer developers. For agile teams, it is essential to more rigorously follow the empowering practices already established.read more
Citations
More filters
Journal ArticleDOI
Toward an Improved Understanding of Agile Project Governance: A Systematic Literature Review
TL;DR: A systematic review of the previous agile literature is conducted to identify and categorize project governance practices in agile projects as mentioned in this paper, and the purpose of this study is to provide understanding of project governance practice.
Journal ArticleDOI
Project management and sustainability: Playing trick or treat with the planet
Danijela Toljaga-Nikolić,Marija Todorović,Marina Dobrota,Tijana Obradović,Vladimir Obradović +4 more
TL;DR: In this article, an empirical survey was conducted in project-oriented organizations from both the public and private sectors to examine whether project management methodologies, applied in different sectors, support the introduction of sustainability dimensions.
Journal ArticleDOI
From Empowerment Dynamics to Team Adaptability: Exploring and Conceptualizing the Continuous Agile Team Innovation Process
TL;DR: In this article, a model of the continuous agile team innovation process is developed and uncovers the importance of dynamic empowerment states and their temporary equilibria for team adaptability.
Journal ArticleDOI
Handling stakeholder conflict by agile requirement prioritization using Apriori technique
R. Vijay Anand,M. Dinakaran +1 more
TL;DR: This paper addresses how the requirements are prioritized effectively using Apriori algorithm to find the most frequently asked requirements which in turn helps in reducing the stakeholder conflict.
Journal ArticleDOI
Improving Agile Software Development using User-Centered Design and Lean Startup
TL;DR: A development approach combination of Agile Software Development, User-Centered Design, and Lean Startup is characterized, exposing how the three approaches can be intertwined in a single development process and how they affect development.
References
More filters
Book
Discovery of Grounded Theory: Strategies for Qualitative Research
TL;DR: The Discovery of Grounded Theory as mentioned in this paper is a book about the discovery of grounded theories from data, both substantive and formal, which is a major task confronting sociologists and is understandable to both experts and laymen.
Journal ArticleDOI
The Discovery of Grounded Theory: Strategies for Qualitative Research.
Book
Extreme Programming Explained: Embrace Change
TL;DR: You may love XP, or you may hate it, but Extreme Programming Explained will force you to take a fresh look at how you develop software.
Journal ArticleDOI
Psychological empowerment in the workplace: dimensions, measurement, and validation
TL;DR: In this paper, a multidimensional measure of psychological empowerment in the workplace has been developed and validated using second-order confirmatory factor analysis with two complementary samples to demonstrate the convergent and discriminant validity of four dimensions of empowerment.
Journal ArticleDOI
Human resource bundles and manufacturing performance: organizational logic and flexible production systems in the world auto industry
TL;DR: In this article, the authors used a unique international data set from a 1989-90 survey of 62 automotive assembly plants, and they tested two hypotheses: innovative HR practices affect performance not individually but as interrelated elements in an internally consistent HR bundle or system.
Related Papers (5)
Empirical studies of agile software development: A systematic review
Tore Dybå,Torgeir Dingsøyr +1 more