Subscribe to the gold package and get unlimited access to Shamra Academy
Register a new userAn Empirical Investigation of Pull Requests in Partially Distributed BizDevOps Teams
105
0
0.0
(
0
)
Added by
Viktoria Stray
Publication date
2021
fields
Informatics Engineering
and research's language is
English
Ask ChatGPT about the research
No Arabic abstract
In globally distributed projects, virtual teams are often partially dispersed. One common setup occurs when several members from one company work with a large outsourcing vendor based in another country. Further, the introduction of the popular BizDevOps concept has increased the necessity to cooperate across departments and reduce the age-old disconnection between the business strategy and technical development. Establishing a good collaboration in partially distributed BizDevOps teams requires extensive collaboration and communication techniques. Nowadays, a common approach is to rely on collaboration through pull requests and frequent communication on Slack. To investigate barriers for pull requests in distributed teams, we examined an organization located in Scandinavia where cross-functional BizDevOps teams collaborated with off-site team members in India. Data were collected by conducting 14 interviews, observing 23 entire days with the team, and observing 37 meetings. We found that the pull-request approach worked very well locally but not across sites. We found barriers such as domain complexity, different agile processes (timeboxed vs. flow-based development), and employee turnover. Using an intellectual capital lens on our findings, we discuss barriers and positive and negative effects on the success of the pull-request approach.
rate research
Read More
Pull requests are a key part of the collaborative software development and code review process today. However, pull requests can also slow down the software development process when the reviewer(s) or the author do not actively engage with the pull request. In this work, we design an end-to-end service, Nudge, for accelerating overdue pull requests towards completion by reminding the author or the reviewer(s) to engage with their overdue pull requests. First, we use models based on effort estimation and machine learning to predict the completion time for a given pull request. Second, we use activity detection to reduce false positives. Lastly, we use dependency determination to understand the blocker of the pull request and nudge the appropriate actor(author or reviewer(s)). We also do a correlation analysis to understand the statistical relationship between the pull request completion times and various pull request and developer related attributes. Nudge has been deployed on 147 repositories at Microsoft since 2019. We do a large scale evaluation based on the implicit and explicit feedback we received from sending the Nudge notifications on 8,500 pull requests. We observe significant reduction in completion time, by over 60%, for pull requests which were nudged thus increasing the efficiency of the code review process and accelerating the pull request progression.
Context: Open source software development has become more social and collaborative, especially with the rise of social coding platforms like GitHub. Since 2016, GitHub started to support more informal methods such as emoji reactions, with the goal to reduce commenting noise when reviewing any code changes to a repository. Interestingly, preliminary results indicate that emojis do not always reduce commenting noise (i.e., eight out of 20 emoji reactions), providing evidence that developers use emojis with ulterior intentions. From a reviewing context, the extent to which emoji reactions facilitate for a more efficient review process is unknown. Objective: In this registered report, we introduce the study protocols to investigate ulterior intentions and usages of emoji reactions, apart from reducing commenting noise during the discussions in GitHub pull requests (PRs). As part of the report, we first perform a preliminary analysis to whether emoji reactions can reduce commenting noise in PRs and then introduce the execution plan for the study. Method: We will use a mixed-methods approach in this study, i.e., quantitative and qualitative, with three hypotheses to test.
The ability to self-organise is posited to be a fundamental requirement for successful agile teams. In particular, self-organising teams are said to be crucial in agile globally distributed software development (AGSD) settings, where distance exacerbates team issues. We used contextual analysis to study the specific interaction behaviours and enacted roles of practitioners working in multiple AGSD teams. Our results show that the teams studied were extremely task focussed, and those who occupied team lead or programmer roles were central to their teams self-organisation. These findings have implications for AGSD teams, and particularly for instances when programmers - or those occupying similar non-leadership positions - may not be willing to accept such responsibilities. We discuss the implications of our findings for information system development (ISD) practice.
Studies over the past decade demonstrated that developers contributing to open source software systems tend to self-organize in emerging communities. This latent community structure has a significant impact on software quality. While several approaches address the analysis of developer interaction networks, the question of whether these emerging communities align with the developer teams working on various subsystems remains unanswered. Work on socio-technical congruence implies that people that work on the same task or artifact need to coordinate and thus communicate, potentially forming stronger interaction ties. Our empirical study of 10 open source projects revealed that developer communities change considerably across a projects lifetime (hence implying that relevant relations between developers change) and that their alignment with subsystem developer teams is mostly low. However, subsystems teams tend to remain more stable. These insights are useful for practitioners and researchers to better understand developer interaction structure of open source systems.
Software systems are increasingly depending on data, particularly with the rising use of machine learning, and developers are looking for new sources of data. Open Data Ecosystems (ODE) is an emerging concept for data sharing under public licenses in software ecosystems, similar to Open Source Software (OSS). It has certain similarities to Open Government Data (OGD), where public agencies share data for innovation and transparency. We aimed to explore open data ecosystems involving commercial actors. Thus, we organized five focus groups with 27 practitioners from 22 companies, public organizations, and research institutes. Based on the outcomes, we surveyed three cases of emerging ODE practice to further understand the concepts and to validate the initial findings. The main outcome is an initial conceptual model of ODEs value, intrinsics, governance, and evolution, and propositions for practice and further research. We found that ODE must be value driven. Regarding the intrinsics of data, we found their type, meta-data, and legal frameworks influential for their openness. We also found the characteristics of ecosystem initiation, organization, data acquisition and openness be differentiating, which we advise research and practice to take into consideration.
Log in to be able to interact and post comments
comments
Fetching comments
Sign in to be able to follow your search criteria
