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Register a new userLeadership Gap in Agile Teams: How Teams and Scrum Masters Mature
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Added by
Stefan Wagner
Publication date
2018
fields
Informatics Engineering
and research's language is
English
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Motivation: How immature teams can become agile is a question that puzzles practitioners and researchers alike. Scrum is one method that supports agile working. Empirical research on the Scrum Master role remains scarce and reveals contradicting results. While the Scrum Master role is often centred on one person in rather immature teams, the role is expected to be shared among multiple members in mature teams. Objective: Therefore, we aim to understand how the Scrum Master role changes while the team matures. Method: We applied Grounded Theory and conducted qualitative interviews with 53 practitioners of 29 software and non-software project teams from Robert Bosch GmbH. Results: We discovered that Scrum Masters initially plays nine leadership roles which they transfer to the team while it matures. Roles can be transferred by providing a leadership gap, which allows team members to take on a leadership role, and by providing an internal team environment with communication on equal terms, psychological safety, transparency, shared understanding, shared purpose and self-efficacy. Conclusion: The Scrum Master role changes while the team matures. Trust and freedom to take over a leadership role in teams are essential enablers. Our results support practitioners in implementing agile teams in established companies.
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Scrum is a structured framework to support complex product development. However, Scrum methodology faces a challenge of managing large teams. To address this challenge, in this paper we propose a solution called Scrum of Scrums. In Scrum of Scrums, we divide the Scrum team into teams of the right size, and then organize them hierarchically into a Scrum of Scrums. The main goals of the proposed solution are to optimize communication between teams in Scrum of Scrums; to make the system work after integration of all parts; to reduce the dependencies between the parts of system; and to prevent the duplication of parts in the system.
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Agile software developers are required to self-organize, occupying various informal roles as needed in order to successfully deliver software features. However, previous research has reported conflicting evidence about the way teams actually undertake this activity. The ability to self-organize is particularly necessary for software development in globally distributed environments, where distance has been shown to exacerbate human-centric issues. Understanding the way successful teams self-organise should inform distributed team composition strategies and software project governance. We have used psycholinguistics to study the way IBM Rational Jazz practitioners enacted various roles, expressed attitudes and shared competencies to successfully self-organize in their global projects. Among our findings, we uncovered that practitioners enacted various roles depending on their teams cohort of features; and that team leaders were most critical to IBM Jazz teams self-organisation. We discuss these findings and highlight their implications for software project governance.
Agile software teams are expected to follow a number of specific Team Practices (TPs) during each iteration, such as estimating the effort (points) required to complete user stories and coordinating the management of the codebase with the delivery of features. For software engineering instructors trying to teach such TPs to student teams, manually auditing teams if teams are following the TPs and improving over time is tedious, time-consuming and error-prone. It is even more difficult when those TPs involve two or more tools. For example, starting work on a feature in a project-management tool such as Pivotal Tracker should usually be followed relatively quickly by the creation of a feature branch on GitHub. Merging a feature branch on GitHub should usually be followed relatively quickly by deploying the new feature to a staging server for customer feedback. Few systems are designed specifically to audit such TPs, and existing ones, as far as we know, are limited to a single specific tool. We present Bluejay, an open-source extensible platform that uses the APIs of multiple tools to collect raw data, synthesize it into TP measurements, and present dashboards to audit the TPs. A key insight in Bluejays design is that TPs can be expressed in terminology similar to that used for modeling and auditing Service Level Agreement (SLA) compliance. Bluejay therefore builds on mature tools used in that ecosystem and adapts them for describing, auditing, and reporting on TPs. Bluejay currently consumes data from five different widely-used development tools, and can be customized by connecting it to any service with a REST API. Video showcase available at governify.io/showcase/bluejay
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