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Agile ways of working: A team maturity perspective
Journal of Software: Evolution and Process ( IF 2 ) Pub Date : 2019-12-17 , DOI: 10.1002/smr.2244 Lucas Gren 1 , Alfredo Goldman 2 , Christian Jacobsson 3
Journal of Software: Evolution and Process ( IF 2 ) Pub Date : 2019-12-17 , DOI: 10.1002/smr.2244 Lucas Gren 1 , Alfredo Goldman 2 , Christian Jacobsson 3
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With the agile approach to managing software development projects comes an increased dependability on well‐functioning teams, since many of the practices are built on teamwork. The objective of this study was to investigate if, and how, team development from a group psychological perspective is related to some work practices of agile teams. Data were collected from 34 agile teams (200 individuals) from six software development organizations and one university in both Brazil and Sweden using the Group Development Questionnaire (Scale IV) and the Perceptive Agile Measurement (PAM). The result indicates a strong correlation between levels of group maturity and the two agile practices iterative development and retrospectives. We, therefore, conclude that agile teams at different group development stages adopt parts of team agility differently, thus confirming previous studies but with more data and by investigating concrete and applied agile practices. We thereby add evidence to the hypothesis that an agile implementation and management of agile projects need to be adapted to the group maturity levels of the agile teams.
中文翻译:
敏捷工作方式:团队成熟度视角
管理软件开发项目的敏捷方法提高了运作良好团队的可靠性,因为许多实践都是建立在团队合作之上的。本研究的目的是从群体心理学的角度调查团队发展是否以及如何与敏捷团队的某些工作实践相关。数据来自巴西和瑞典的六个软件开发组织和一所大学的 34 个敏捷团队(200 人),使用小组开发问卷(规模 IV)和感知敏捷测量(PAM)。结果表明,团队成熟度水平与两种敏捷实践、迭代开发和回顾之间存在很强的相关性。因此,我们得出结论,不同团队开发阶段的敏捷团队采用不同的团队敏捷性,从而证实了以前的研究,但有更多的数据,并通过调查具体和应用的敏捷实践。因此,我们为敏捷项目的敏捷实施和管理需要适应敏捷团队的团队成熟度级别的假设添加了证据。
更新日期:2019-12-17
中文翻译:
敏捷工作方式:团队成熟度视角
管理软件开发项目的敏捷方法提高了运作良好团队的可靠性,因为许多实践都是建立在团队合作之上的。本研究的目的是从群体心理学的角度调查团队发展是否以及如何与敏捷团队的某些工作实践相关。数据来自巴西和瑞典的六个软件开发组织和一所大学的 34 个敏捷团队(200 人),使用小组开发问卷(规模 IV)和感知敏捷测量(PAM)。结果表明,团队成熟度水平与两种敏捷实践、迭代开发和回顾之间存在很强的相关性。因此,我们得出结论,不同团队开发阶段的敏捷团队采用不同的团队敏捷性,从而证实了以前的研究,但有更多的数据,并通过调查具体和应用的敏捷实践。因此,我们为敏捷项目的敏捷实施和管理需要适应敏捷团队的团队成熟度级别的假设添加了证据。