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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.
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, w
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 exacerb
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 undertak
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
Objective: The purpose of this paper is to identify the largest cognitive challenges faced by novices developing software in teams. Method: Using grounded theory, we conducted an ethnographic study for two months following four ten person novice te