Workplace Factors that Shape Agile Software Development Team Project Success
Abstract
This study has implications for positive social change because
organizations that understand the workplace factors may be able to
improve project management strategies and cost benefits leading to
higher efficiency, profitability, and productivity thus benefiting
management, employees, and customers.
Information technology (IT)
project success depends on having a project manager with effective
decision-making, leadership, and project management skills. Project
success also depends on completing the project in a given budget, time,
and scope. However, there is a limited understanding of the lived
experiences of agile managers and the following workplace factors:
cultural, functional, and organizational differences. The purpose of
this phenomenological study was to understand these lived experiences of
10 agile software development team project managers or leaders at
global workplaces based in the United States. The research questions
were focused on the effect of these workplace factors on agile software
development project success. In accordance with nonrandom purposeful
sampling strategies, a snowball technique was used to find more
participants. An open-ended, e-mail questionnaire was created and sent
to participants to collect data. The data were coded to discern themes
or patterns. According to study results, agile software development team
members should acquire broader array of knowledge and experience,
self-manage, and reduce time to market; culture is critical to agile
team software development project success; leverage technical expertise
and skills and foster team effectiveness ; align on outcome, work toward
common goal, and same management structure;
Accomplish more
tasks in short time frame; teams need to work through trust issues early
in a project and get to a point where there is trust across everyone on
the teams; all knowledge must be shared; teams should have a communal
location for all written knowledge, like a wiki; and servant leadership -
leaders should enable teams rather than direct them.
organizations that understand the workplace factors may be able to
improve project management strategies and cost benefits leading to
higher efficiency, profitability, and productivity thus benefiting
management, employees, and customers.
Information technology (IT)
project success depends on having a project manager with effective
decision-making, leadership, and project management skills. Project
success also depends on completing the project in a given budget, time,
and scope. However, there is a limited understanding of the lived
experiences of agile managers and the following workplace factors:
cultural, functional, and organizational differences. The purpose of
this phenomenological study was to understand these lived experiences of
10 agile software development team project managers or leaders at
global workplaces based in the United States. The research questions
were focused on the effect of these workplace factors on agile software
development project success. In accordance with nonrandom purposeful
sampling strategies, a snowball technique was used to find more
participants. An open-ended, e-mail questionnaire was created and sent
to participants to collect data. The data were coded to discern themes
or patterns. According to study results, agile software development team
members should acquire broader array of knowledge and experience,
self-manage, and reduce time to market; culture is critical to agile
team software development project success; leverage technical expertise
and skills and foster team effectiveness ; align on outcome, work toward
common goal, and same management structure;
Accomplish more
tasks in short time frame; teams need to work through trust issues early
in a project and get to a point where there is trust across everyone on
the teams; all knowledge must be shared; teams should have a communal
location for all written knowledge, like a wiki; and servant leadership -
leaders should enable teams rather than direct them.
Keywords
Agile Software Development Teams; Leadership; Workplace Factors.
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