dc.contributor.advisor |
Hoda, R |
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dc.contributor.author |
Mohan, Vijay |
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dc.date.accessioned |
2014-07-21T23:38:25Z |
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dc.date.issued |
2014 |
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dc.identifier.citation |
2014 |
en |
dc.identifier.uri |
http://hdl.handle.net/2292/22533 |
en |
dc.description |
Full text is available to authenticated members of The University of Auckland only. |
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dc.description.abstract |
Self-organization is one of the key principles of software development teams working in an Agile-based environment. Self-organization enhances the ability to work in a collaborative environment. A systematic literature review of 41 papers on selforganization in agile teams provided ample information about self-organization, methodologies, practices and characteristics. The review findings motivated an industrial study on what are all the practices adapted by a software-development team to be self-organized, the outcomes, the characteristics of the members involved, the supporting tools they use, the challenges gone through on the progression and the strategic actions implemented to overcome the identified challenges. An industrial study involving 20 participants from different organizations across New Zealand, USA, Australia, India and Portugal was conducted using a an adapted Grounded Theory approach. Data was collected by means of face-to-face and Skype-based semistructured interviews to learn about the day-to-day practices they adopt to become selforganizing. The industrial study revealed three types of teamwork structures on Agile projects: traditional, hybrid, and self-organizing teams. The findings of the industrial study are depicted using Leavitt’s model as Structure (Teamwork Structure, Organizational Context and Work Assignment), People (Characteristics of an Individual, Management style and Learning), Tasks (Planning, Clarifying, Prioritizing and Estimating), and Technology (Tools). Findings will help practitioners gain an indepth understanding of the types of teamwork structures and corresponding teamwork practices that exist in agile projects and guide future researchers to compare and extend the practices described in this study. |
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dc.publisher |
ResearchSpace@Auckland |
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dc.relation.ispartof |
Masters Thesis - University of Auckland |
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dc.rights |
Items in ResearchSpace are protected by copyright, with all rights reserved, unless otherwise indicated. Previously published items are made available in accordance with the copyright policy of the publisher. |
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dc.rights |
Restricted Item. Available to authenticated members of The University of Auckland. |
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dc.rights.uri |
https://researchspace.auckland.ac.nz/docs/uoa-docs/rights.htm |
en |
dc.rights.uri |
http://creativecommons.org/licenses/by-nc-sa/3.0/nz/ |
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dc.title |
Teamwork Structures on Agile Software Development Projects |
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dc.type |
Thesis |
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thesis.degree.grantor |
The University of Auckland |
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thesis.degree.level |
Masters |
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dc.rights.holder |
Copyright: The Author |
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pubs.elements-id |
447325 |
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pubs.record-created-at-source-date |
2014-07-22 |
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dc.identifier.wikidata |
Q112906396 |
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