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The influence of organizational culture on the adoption of extreme programming

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Abstract

The adoption of extreme programming (XP) method requires a very peculiar cultural context in software development companies. However, stakeholders do not always consider this matter and tend to stand to technical requirements of the method. Hence this paper aims at identifying aspects of organizational culture that may influence favorably or unfavorably the use of XP. In order to identify those aspects, this study analyzes dimensions of organizational culture under the perspective of practices and values of XP. This paper is based on the review of the literature of the area and empirical observations carried out with six software companies. This study does not intend to develop a tool for measurement of XP’s compatibility with the organizational culture of each company. It intends to provide parameters (favorable and unfavorable aspects) for previous consideration of the convenience of XP implementation.

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... The characteristics and core values of CVF dimensions identified in Table 1 were used as the coding template to map the extracted information from the study sample onto the four CVF dimensions in Table 22. For example, Table 1 was used to map the cultural elements identified in Tolfo and Wazlawick (2008) along the four CVF dimensions in Table 2. The same process was repeated for the remaining 28 studies under consideration in this research (see Table 2). ...
... They investigated some positive and negative impacts of cultural dimensions on different streams of agile. A similar line of inquiry was adopted by Tolfo and Wazlawick (2008) who argue that an organisational culture of solving problems using imposition and a lack of continuous improvement prohibits the implementation of XP programming. Tolfo and Wazlawick (2008) also note that the group dimension characteristics such as providing a career plan and strong internal communication facilitate XP implementation. ...
... A similar line of inquiry was adopted by Tolfo and Wazlawick (2008) who argue that an organisational culture of solving problems using imposition and a lack of continuous improvement prohibits the implementation of XP programming. Tolfo and Wazlawick (2008) also note that the group dimension characteristics such as providing a career plan and strong internal communication facilitate XP implementation. ...
Article
Purpose The literature has not yet delved sufficiently deeper into the holistic relationship between organisational culture and agile project management. This paper aims to address this literature gap by delineating the specifics of why and how organisational culture affects agile project management. Design/methodology/approach This paper addresses this literature gap by conducting a systematic literature review of empirical research investigating how organisational culture affects agile project management. This paper draws on the competing values framework to explain how various dimensions of organisational culture influence the technical and social streams of agile project management. Findings The findings underscored the detrimental effects of hierarchical culture, characterised by rigid organisational structures, formal communication with management and resistance to change acceptance, on both the technical and social aspects of agile projects. In contrast, the positive impact of group culture on the social aspect was evident through employee empowerment and teamwork. Moreover, the rational culture dimension demonstrated favourable effects on both streams, emphasising market knowledge, financial development and business opportunities. Finally, the developmental culture dimension supported customer collaboration, knowledge sharing and innovation. Originality/value The focus on the “mutability” of organisational culture has led to four research propositions delineating specific ways of cultivating organisational culture to be more conducive to agile projects, marking a first in the academic literature.
... Firstly, software developers are tasked with creating new products or applications while working within specific constraints (Ahimbisibwe et al., 2015). Secondly, prior research has emphasized the importance of a secure and autonomous environment for software developers to make critical decisions that contribute to the successful completion of projects and the delivery of customized products (Shih and Huang, 2010;Tolfo and Wazlawick, 2008). ...
... Our results concur with those of the extant literature, highlighting the moderating role of adhocracy culture in the IT industry. Furthermore, our results provide validation for employee engagement as a potential mediating factor (Ahimbisibwe et al., 2015;Edmondson, 2004;Lee et al., 2017;Shih and Huang, 2010;Tolfo and Wazlawick, 2008). ...
... Fourthly, given that software development teams immensely contribute to the pervasive nature of the IT industry, contextual factors play a paramount role (Edmondson, 2004;Shih & Huang, 2010;Ahimbisibwe et al., 2015;Tolfo, C. & Wazlawick, 2008;Schultz & Ryan, 2015). However, the buffering effect of these factors on the relationship between the predictor (mindfulness) and probable consequences (team performance) via serial mediation of psychological safety and active remote engagement has not garnered reasonable attention in previous studies. ...
Article
The prolonged COVID-19 pandemic reduced the performance of the software developer team in the Indian IT industry because of numerous psychosocial challenges while working in a non-dedicated workspace. Therefore, using the lens of self-determination theory (SDT), the present study investigated the indirect effect of mindfulness on team performance via psychological safety and active remote engagement under the bounded condition of adhocracy culture. The web-based responses of 604 team members nested in 99 teams from 10 Indian IT companies were used to perform a multilevel analysis. The analyses were conducted using Mplus 8.0 version to test the hypothesis. The results showed a significant serial mediation role of psychological safety and remote engagement in the relationship between the mindfulness of software developers and team performance. The relationship between mindfulness and psychological safety becomes stronger when the adhocracy culture is high. Similarly, the relationship between mindfulness and team performance via the serial mediation of psychological safety and active remote engagement becomes stronger when the adhocracy culture is high. Similar to many psychological approaches, this study supports the postulates advocated by SDT, while emphasizing the central role played by mindfulness.
... However, agile software development involves a cultural change [cf. 40,73] that flattens the organizational hierarchy, de-emphasizes managers and empowers teams [51]. One might therefore wonder whether there is leadership in agile teams at all. ...
... Like prior software engineering research on culture [40,73], our findings suggest that transitioning to agile software development is inextricable from sifting organizational cultures. Realizing the benefits of agile software development requires more than just implementing agile practices and process improvements-the organizational culture has to change from one of individual leaders commanding and controlling to one of decentralized, dynamic team leadership. ...
... Consistent with prior research on agile transitions [40,73], our results show that agile leaders perform a cultural balancing act across the organizational functions to facilitate a transition toward agile processes. More general research on organizational culture similarly shows that a multitude of organizational cultures existing simultaneously within large organizations. ...
... However, agile software development involves a cultural change [cf. 40,73] that flattens the organizational hierarchy, de-emphasizes managers and empowers teams [51]. One might therefore wonder whether there is leadership in agile teams at all. ...
... Like prior software engineering research on culture [40,73], our findings suggest that transitioning to agile software development is inextricable from sifting organizational cultures. Realizing the benefits of agile software development requires more than just implementing agile practices and process improvements-the organizational culture has to change from one of individual leaders commanding and controlling to one of decentralized, dynamic team leadership. ...
... Consistent with prior research on agile transitions [40,73], our results show that agile leaders perform a cultural balancing act across the organizational functions to facilitate a transition toward agile processes. More general research on organizational culture similarly shows that a multitude of organizational cultures existing simultaneously within large organizations. ...
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Effective leadership is one of the key drivers of business and project success, and one of the most active areas of management research. But how does leadership work in agile software development, which emphasizes self-management and self-organization and marginalizes traditional leadership roles? To find out, this study examines agile leadership from the perspective of thirteen professionals who identify as agile leaders, in different roles, at ten different software development companies of varying sizes. Data from semi-structured interviews reveals that leadership: (1) is dynamically shared among team members; (2) engenders a sense of belonging to the team; and (3) involves balancing competing organizational cultures (e.g. balancing the new agile culture with the old milestone-driven culture). In other words, agile leadership is a property of a team, not a role, and effectiveness depends on agile team members' identifying with the team, accepting responsibility, and being sensitive to cultural conflict.
... Several studies in the literature have identified the organizational context as a dimension that potentially affects the implementation of development methods [Robinson and Sharp, 2005;Siakas and Siakas, 2007;Tolfo and Wazlawick, 2008;Boehm and Turner, 2003]. They all clearly show the importance of considering the organizational context which they conceptualize in a number of different ways [Iivari and Iivari, 2011]. ...
... identifies an ideal organizational culture to embrace agility by relying on the [Hofstede, 2011] cultural dimensions (see Chapter 11). [Tolfo and Wazlawick, 2008] defines the following seven organizational context dimensions: innovation and risk, detail orientation, outcome orientation, people orientation, team orientation, aggressiveness, and stability. Finally, [Boehm and Turner, 2003] defines five factors to be considered when an organization adopts agile methods (see Section 3.2.1.1): ...
... Finally, some studies investigate this factor in further details. For example, [Tolfo and Wazlawick, 2008;Siakas and Siakas, 2007] use the [Hofstede, 2011] model for dimensioning the culture of the organization. For the aforementioned reasons, we further study this factor in Chapter 11. 215 9. SPW Case Study ...
Thesis
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In today’s dynamic market environments, producing high quality software rapidly and efficiently is crucial. In order to allow fast and reliable develop- ment processes, several agile methodologies emerged in the late 90’s and some steadily received growing attention from software practitioners regarding the number of positive experience reports and success stories. However, their implementation is still challenging in several contexts. Therefore, the companies willing to implement agility out of the “sweet-spot” context are seeking for more structured and systematic guidance to situationally adapt their agile practices. Provided the aforementioned, we designed in this thesis the AMQuICk framework which is intended to be used by experienced software development teams, agile facilitators and/or consultants as a guide to contextualize their development practices. The framework is composed of a customization life-cycle built upon the Quality Improvement Paradigm (QIP). Its core artifact consists of a meta- model for authoring agile building blocks called AMQuICk Essence. This metamodel incorporates the necessary elements for structuring an agile repository of practices (a kind of an experience factory), a context model and a customization knowledge base that can be represented in the form of decisional matrices. Additional operational tools of the framework are facili- tation tools (to be used by the facilitator and the agile team): the AMQuICk Backlog and the AMQuICk Capitalization Workshop. The framework has been built iteratively following the Design Science Research methodology. Several case studies where necessary to evaluate its artifacts iteratively.
... Thus, organizational culture is considered an important factor affecting the successful adoption of Agile methods [56], [71], [86], [133]. Ignoring the culture of the organization when selecting an Agile method can lead to problems because changing an organizational culture is very difficult [134]. In fact, a multi-case study of nine projects demonstrates that specific organizational cultures are correlated with the effective use of Agile methods [86]. ...
... In fact, a multi-case study of nine projects demonstrates that specific organizational cultures are correlated with the effective use of Agile methods [86]. Therefore, it is necessary to take organizational culture into consideration when selecting an Agile method [75], [90], [134], especially because organizational culture cannot be changed to adapt to the selected Agile method [84], [134]. Organizations are not the same [85], [135]. ...
... In fact, a multi-case study of nine projects demonstrates that specific organizational cultures are correlated with the effective use of Agile methods [86]. Therefore, it is necessary to take organizational culture into consideration when selecting an Agile method [75], [90], [134], especially because organizational culture cannot be changed to adapt to the selected Agile method [84], [134]. Organizations are not the same [85], [135]. ...
Article
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Agile methods have become popular in recent years because the success rate of project development using Agile methods is better than structured design methods. Nevertheless, less than 50 percent of projects implemented using Agile methods are considered successful, and selecting the wrong Agile method is one of the reasons for project failure. Selecting the most appropriate Agile method is a challenging task because there are so many to choose from. In addition, potential adopters believe that migrating to an Agile method involves taking a drastic risk. Therefore, to assist project managers and other decision makers, this study aims to identify the key factors that should be considered when selecting an appropriate Agile method. A systematic literature review was performed to elicit these factors in an unbiased manner and then content analysis was used to analyze the resultant data. It was found that the nature of project, development team skills, project constraints, customer involvement and organizational culture are the key factors that should guide decision makers in the selection of an appropriate Agile method based on the value these factors have for different organizations and/or different projects.
... These aspects are closely linked with the team and organizational values and therefore refer to the question of organizational culture, as defined by Schein (1984). Tolfo and Wazlawick (2008) analyzed the cultural aspects of XP through case studies and identified a set of aspects of the culture that needs to be present for this methodology's efficiency and that were not present in the companies analyzed. They concluded that it is possible to identify aspects of the culture that "may facilitate the adoption of XP" (Tolfo & Wazlawick, 2008, p. 1966. ...
... Tolfo and Wazlawick (2008) analyzed the cultural aspects of XP through case studies and identified a set of aspects of the culture that needs to be present for this methodology's efficiency and that were not present in the companies analyzed. They concluded that it is possible to identify aspects of the culture that "may facilitate the adoption of XP" (Tolfo & Wazlawick, 2008, p. 1966. Similar analyses came to the same conclusion as in the study conducted by Livari and Livari (2011). ...
Conference Paper
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Lack of cultural fit is one of the main reasons why the introduction of new project management methodologies fails to bring results, particularly in people-oriented approaches such as agile and hybrid. This paper offers a theoretical analysis using the competing values framework in order to find the organizational cultural type that best fit each project management methodology. The results demonstrate that plan-driven practices are supported by either a hierarchical or a market culture whereas the agile practices by either a clan or an adhocratic culture. Therefore, the suggested cultural analysis can assist project managers on the adoption of new practices.
... Traits of extraversion, openness to new experiences and conscientiousness are argued to be beneficial for teams that seek to successfully adopt and use agile development [28]. Further, establishing trust, and being aware of the abilities and weaknesses of individual team members are integral for improving team dynamics [29]. Young et al., [30] identified high technical competence and good interpersonal skills as traits necessary to lead a successful agile team. ...
... Organizational culture refers to the system of values and beliefs shared by members of an organization, which differentiates the organization from others [31]. Organizational cultures that motivate employees to innovate and take risks provide an enabling environment [32], which is compatible with the core values of agile development [29]. Agile development methodologies are unstructured and require changes in normal work routines of the organization. ...
Conference Paper
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The design of software development methodologies primarily focuses on improving processes including accommodating changing user requirements, accelerating product delivery and productivity. However, we know little about why and how modern development methodologies impact individual IT professional outcomes. Drawing on concepts from the agile development literature and job characteristics theory, we hypothesize a relationship between agile development usage and IT professionals' stay intention. We examine job satisfaction as mediating the effect of agile development usage on stay intention. We test our hypotheses using a sample of 18,755 software developers drawn from the 2018 Stack Overflow developer survey. We find a positive relationship between agile development usage and stay intention. Also, job satisfaction fully mediates the effect of agile development usage on stay intention. We discuss the implications our findings have on research and practice.
... In light of this audit, it was discovered that the Scrum technique has been broadly received more than Kanban or XP [8][9][10]58]. The contrasts between these strategies as featured in writing are specified in Table IV beneath. ...
... [19,5,51,17,44] No predefined jobs and duties [4,5,51,17,44] Predefined jobs and duties including customer, programmer, coach, and others [54, 55] Acceptance time Snags facing major change might be expert [7]. In any case, the majority of the links receive Scrum before Kanban [11] Less hard change [7], mainly when groups that keep up and leaders need to move from [11] Effect possibly littler if the group effectively received with SCRUM [58]. ...
Conference Paper
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There are quite a few up-to-date and every so habitually used Agile style but among those Serum, Kanban and XP (Extreme Programming) are generally the most mutual. On instance, organizations use typically tools and techniques from any but rather a lot they use roughly of the amalgamations of those approaches. Devouring in cognizance that those approaches are just a framework they allow firms to adapt it for their particular tasks as well as for other limits. Serum, Kanban, and XP frameworks manage and deal with the advancement of Software Development. These frameworks are utilized in various circumstances and work processes. Subsequently, they are compelling for various Agile collaborators and tasks in different circumstances. However, the utilization of a wrong approach or practice prompts Software System Development procedures that are unbendable and inefficient, affecting the association and instigating wasteful advancement. Incorporators of Serum, Kanban, XP trust that the erroneous performs of these frameworks remain hazardous and in this manner, Agile workmates ought to be aided in their basic leadership. The idea of this paper is to decide the fundamental variables to ruminate amid the determination of Serum, XP and Kanban frameworks. The recognizable proof of elements was directed over a top to bottom audit of the essential task, subsequently, the documents scrutiny was utilized in the investigation concerning information. By way of finding, system recommendation, people, and tasks, adoption phase, team capacity, group stature, prioritizing of requirements, functionality scope, prime interval, operational observes, budget and eminence were the primary aspects that lead Agile coworkers in preference Serum, XP or Kanban and in accumulation their practices. This paper portrays a strategy to perform inspections on Agile approaches, in view of an arrangement of important highlights and characteristics.
... There are also a set of studies connecting agile methods to organizational culture. These connect the agile adoption process to culture to see if there are cultural factors that could jeopardize the agile implementation, which there are (Iivari & Iivari, 2011;Tolfo & Wazlawick, 2008). One study divides culture in different layers depending on their visibility according to Schein (2010). ...
... All the agile development lessons learned from success stories the last decade are there. The long term cultural effort, the executive buyin, the empowered team members, the collaborative team environment, the facilitator role, and the recent findings of the usefulness of applied behavioral science (Iivari & Iivari, 2011;Tolfo & Wazlawick, 2008). ...
Preprint
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There is a diversity of models explaining organizational culture and how these complex aspects can be addressed in connection to organizational change efforts. This workshop paper claims that models already exist for dealing with the cultural change that an agile transition is in the software engineering context. Instead of realizing this again through agile success stories, and thus reinventing the wheel, it is argued that the research in the software engineering field should build on these models instead and investigate how/if they differ. Practitioners already work as the change agents described in other fields and they should get recognition through the presence and integration of these models in the software engineering process research.
... Large bodies of work have considered the adoption and use of software development methods, more recently with a particular emphasis on Agile approaches [1,2]. Software development methods provide guidance for the planning and management of software projects by dividing the process into distinct phases [3] or activities. ...
... These authors found Scrum practices to be most preferred by the teams, and that teams found scaling Scrum challenging. A study by Tolfo and Wazlawick [2] employed a qualitative approach to examine the organization culture requirements for teams hoping to adopt XP, indicating that there is a need for motivation in order to achieve sustained use of XP. These authors also emphasized the need to consider team composition issues when considering the use of XP. ...
... There are also a set of studies connecting agile methods to organizational culture. These connect the agile adoption process to culture to see if there are cultural factors that could jeopardize the agile implementation, which there are (Iivari & Iivari, 2011;Tolfo & Wazlawick, 2008). One study divides culture in different layers depending on their visibility according to Schein (2010). ...
... All the agile development lessons learned from success stories the last decade are there. The long term cultural effort, the executive buyin, the empowered team members, the collaborative team environment, the facilitator role, and the recent findings of the usefulness of applied behavioral science (Iivari & Iivari, 2011;Tolfo & Wazlawick, 2008). ...
Conference Paper
Full-text available
There is a diversity of models explaining organizational culture and how these complex aspects can be addressed in connection to organizational change efforts. This workshop paper claims that models already exist for dealing with the cultural change that an agile transition is in the software engineering context. Instead of realizing this again through agile success stories, and thus reinventing the wheel, it is argued that the research in the software engineering field should build on these models instead and investigate how/if they differ. Practitioners already work as the change agents described in other fields and they should get recognition through the presence and integration of these models in the software engineering process research.
... There are also a set of studies connecting agile methods to organizational culture. These connect the agile adoption process to culture to see if there are cultural factors that could jeopardize the agile implementation, which there are [12,24]. One study divides culture in different layers depending on their visibility according to Schein [20]. ...
Preprint
In this paper we describe the usefulness of statistical validation techniques for human factors survey research. We need to investigate a diversity of validity aspects when creating metrics in human factors research, and we argue that the statistical tests used in other fields to get support for reliability and construct validity in surveys, should also be applied to human factors research in software engineering more often. We also show briefly how such methods can be applied (Test-Retest, Cronbach's {\alpha}, and Exploratory Factor Analysis).
... The study of psychological aspects of agile development is quite a new research field and some studies have been conducted regarding agile methods in connection to culture (Iivari & Iivari, 2011;Tolfo & Wazlawick, 2008;Whitworth & Biddle, 2007;Tolfo et al., 2011), personality traits (McDonald & Edwards, 2007;Seger et al., 2008;Feldt et al., 2010), and job satisfaction (Melnik & Maurer, 2006;Gren et al., 2014), but only one article has been found on agile work-groups and group psychology (Teh et al., 2012), in which they conclude that productive group norms give better results. One issue that often surfaces in the modern software development workplace is collocation. ...
Preprint
The agile approach to projects focuses more on close-knit teams than traditional waterfall projects, which means that aspects of group maturity become even more important. This psychological aspect is not much researched in connection to the building of an "agile team." The purpose of this study is to investigate how building agile teams is connected to a group development model taken from social psychology. We conducted ten semi-structured interviews with coaches, Scrum Masters, and managers responsible for the agile process from seven different companies, and collected survey data from 66 group-members from four companies (a total of eight different companies). The survey included an agile measurement tool and the one part of the Group Development Questionnaire. The results show that the practitioners define group developmental aspects as key factors to a successful agile transition. Also, the quantitative measurement of agility was significantly correlated to the group maturity measurement. We conclude that adding these psychological aspects to the description of the "agile team" could increase the understanding of agility and partly help define an "agile team." We propose that future work should develop specific guidelines for how software development teams at different maturity levels might adopt agile principles and practices differently.
... The results obtained from the research provide suggestions for tourism workers to improve their business performance. Cristiano and Wazlawick (2008) pointed out that organizational culture is the values, beliefs, and norms upheld and shared by organizational members. The competing value structure proposed by Quinn (1988) includes four cultural types: rational, hierarchical, consensus, and developmental. ...
Article
As the income of Taiwanese people has increased, consumers have paid more and more attention to tourism activities. Tourism factories have become a new highlight in attracting domestic and foreign tourists for leisure and entertainment. Due to the increasing public demand for the service quality of tourist factories, to improve the competitive advantages of tourist factories, it is particularly important to improve the service quality and operating performance of tourist factories. This study used a questionnaire survey to obtain 38 valid questionnaires between August 2024 and September 2024. Through statistical methods, it explored the relationship between tourism factory Organizational culture, market orientation, organizational agility, and business performance. The research results show that higher market orientation and organizational agility significantly impact business performance. The company's development of rational culture, hierarchical culture, consensus culture, and development culture will help improve the operating performance of tourism factories. Therefore, tourism factories can improve market orientation and organizational agility. Promote rational, hierarchical, consensus, and development cultures to improve business performance.
... Agile methodologies, which adjust to the level of maturity of the organization, stand out for their flexibility and ability to adapt. Some notable methodologies include SCRUM (Sprint, Certified, Releases, Unanimity & Meetings), which emphasizes collaboration and an efficient environment (Alruwaili et al., 2019); extreme programming (XP), which focuses on developing software in a flexible way (Tolfo and Wazlawick, 2008); lean, which seeks to maximize quality and value (Maldonado and Cadavid, 2014); and Kanban, which focuses on visualizing and controlling work progress (Ahmad et al., 2018). The choice depends on the specific needs of each company in a constantly changing business environment. ...
Article
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Currently, numerous companies intend to adopt digital transformation, seeking agility in their methodologies to reinvent products and services with higher quality, reduced costs and in shorter times. In the Peruvian context, the implementation of this transformation represents a significant challenge due to scarcity of resources, lack of experience and resistance to change. The objective of this research is to propose a digital transformation model that incorporates agile methodologies in order to improve production and competitiveness in manufacturing organizations. In methodological terms, the hypothetical deductive method was used, with a non-experimental cross-sectional design and a quantitative, descriptive and correlational approach. A questionnaire was applied to 110 managers in the manufacturing sector, obtaining a Cronbach’s alpha coefficient of 0.992. The results reveal that 65% of the participants consider that the level of innovation is regular, 88% think that the competition in their companies is of a regular level, and 76% perceive that the level of change is deficient. The findings highlight the importance of digital transformation in manufacturing companies, highlighting the adoption of agile methodologies as crucial to improving processes and productivity. In addition, innovation is essential to developing high-quality products and services, reducing costs and time. Digital transformation with agile methodologies redefines the value proposition, focusing on the customer and improving their digital experience, which differentiates companies in a competitive market.
... This study examines how organizational culture and agile methods interact and are mutually adjusted. We stress this interactive part because it has been researched how organizational culture and agile adoption are related (e.g., Tolfo & Wazlawick, 2008). We conducted 50 semi-structured interviews with software and embedded software developers in five companies and three software teams in one company. ...
Article
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Background: Agile practices have gained popularity in the 21st century. There is also a growing body of research on agile methods. While some earlier research on agile practices and organizational culture exists with the assumption that the optimal combination of agile practices and organizational culture exists, we examine how agile methods and organizational culture interact and are mutually adjusted.
... The extreme programming method is used because it is felt to be the most appropriate situation and conditions at the time of the development of this decision support system. System development must be quickly done by taking into account the needs of the system being analyzed in a short time, with a minimum risk that must be carried by the developer and equipped with flexibility which means the system can later be adapted and easy to implement (Roky & Meriouh, 2015) (Tolfo & Wazlawick, 2008). The object oriented approach when developing an internet provider selection decision support system is also one of the reasons for choosing extreme programming methods (Fojtik, 2011) (Pertiwi, 2018). ...
Conference Paper
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The Internet is very much needed and important for most people in the digital era now. The problem that arises is that there is competition among internet providers to give the best service in fulfilling the user needs of internet access. This study optimizes Weighted Product (WP) decision-making method to choose the internet provider with the best service so that users can determine the provider to be used as needed. The criteria used to optimize the WP method are access speed, price, latency, validity period, provider credibility, and the amount of quota in each package. Extreme Programming (XP) is the system development used to build this decision support system. This study issues recommendations of internet provider that is produced by optimizing the WP method with various criteria used that has the highest preference value, thus it becomes a reference for the user to choose that provider to meet the needs of internet access.
... Setelah kebutuhan end user teridentifikasi maka dapat diidentifiasi pula kebutuhan sistemyaitu e-marketplace lapak petani mulai dadi desain rancangan awal alur sistem, database, sampai dengan rancangan user interface. Kebutuhan perangkat keras dan perangkat lunak yang digunakan untuk membangun marketplace dan kebutuhan software dan hardware untuk implementasi atau menggunakan marketplace lapak petani [12]. ...
Article
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The use of information technology to improve people’s welfare has been implemented in various lines of life, including selling agricultural products through the marketplace to expand marketing and increase sales figures. Marketplace built based on the website using extreme programming (XP) method. The selection of extreme programming for marketplace development is tailored to all user needs and system requirements because website development is done in a relatively short time and many changes occur during website development. The stages of the extreme programming method are carried out in several iterations to get feedback from the end-users who are used in the website improvement process so that at the end of the iteration process the website developed is in accordance with the needs of the end-user. The output generated from this research is the farmer’s stall marketplace website that is used to market agricultural products from the Cilacap Holtikultura Farmers Association (PHC).
... It is subsequently stipulated that culture is to the collective what personality is to the individual. Additionally, many authors have asserted that organisational culture can encompass practically anything in a company (Sackmann, 1991;Siakas & Siakas, 2007;Iivari & Iivari, 2011) such as for instance, the habits, traditions, values, principles, practices, ideas, the autonomy and trust individuals are accorded (Tolfo & Wazlawick, 2008;Tolfo et al., 2011;Iivari & Iivari, 2011). Consequently, organisational culture is a remarkably broad notion as it incorporates a multitude of dimensions (Gupta et al., 2019). ...
... del Rosario and René [51] found that adhocracy culture explains environmental innovation adoption in the hotel industry. According to Tolfo and Wazlawick [52], firms that emphasize open-mindedness and flexibility are more likely to adopt agile development strategies. Therefore, the following hypothesis is proposed. ...
Article
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Research interest in agile innovation management (AIM) has increased due to its growing popularity. However, little is known about adaptability by small and medium enterprises (SMEs). This study examines the factors affecting intention to adopt AIM in SMEs. A conceptual framework is developed by combining internal and external environmental factors that influence adoption intention. Responses were received from 276 SMEs and analyzed using covariance-based structural equation modeling (SEM). The results confirmed that external environmental factors of mimetic isomorphism and normative isomorphism have a positive association with the intention to adopt AIM. Moreover, the internal environmental factors of top management championship, adhocracy culture, clan culture, and organizational readiness were confirmed to be positively associated with AIM adoption. This study provides one of the first empirical evidence of AIM for SMEs. In doing so, the study contributes both theoretically and practically toward understanding strategies that would enhance adoption by SMEs.
... The study of psychological elements of agile development is a relatively young re-search topic, and several studies on agile techniques and culture have been done (Iivari & Iivari, 2011;Tolfo & Wazlawick, 2008;Tolfo et al., 2011), personality traits (McDonald & Edwards, 2007;Seger et al., 2008;Feldt et al., 2010), and job satisfaction Gren et al., 2015). However, there is just one paper on agile workgroups and group psychology that concludes that productive group norms provide superior results. ...
Article
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Due to digital transformation, technology advancements, telework, we can no longer pretend that traditional work offers high incentives and efficiency, but on the contrary, traditional work falls behind each year, deeming organizations and individuals to adopt the agile work. Rapid technological developments have altered the way businesses operate, with the goal of producing viable solutions in an environment fraught with unpredictability. This paper is a theoretical narrative review on the general topic of agile work. The present paper addresses the issue of determining the best international practices for implementing agile methodology at work, carrying out a theoretical narrative review. Basing on literature on present-day theory the authors make an attempt to explain the implications of implementing agile methodologies into organizational culture, summarize existing approaches to classifying the main effects on implementing agile methodologies at work, consolidate and document best international practices for agile methodologies development among employers. After defining the concepts of agile method tailoring and agile maturity, the data obtained in the theoretical narrative analysis reveal that the implementing agile methodologies have a direct impact on management style, on teams, on learning environments, and on employee’s mental health. An overall conclusions and discussions section is presented along with the personal opinion of authors. This work is intended to open a post-pandemic agile work research methodology, since there are no systematic approaches to this topic.
... Organizational culture is a summary of all members' particular values and organizational laws that affect communication between external parties and members of the organization. Tolfo and Wazlawick [26] proposed that members should share the organizational culture's values, beliefs, and laws. Wallach [27] split the organizational culture into the culture of bureaucracy, creative culture, and support culture. ...
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To date, relatively little evidence has been published as to what represents effective evidence-based management in healthcare organizations. Existing studies are rarely conceived or developed with respect to organizational factors determining whether such studies succeed or fail. One of the challenges in linking organizational factors to evidence-based management is to identify the focus at which characteristics of healthcare organizations and management of knowledge resources are most obvious. This paper sets out to sense this issue. The paper suggests a conceptual framework through reviewing the existing literature on organizational factors and evidence-based management in the healthcare sector. A new conceptual approach as to how organizational factors and managerial-decision process can be more effectively linked through the organizational-level of healthcare organizations. Recommendations are provided with regard to how future healthcare organizations can approach the evidence-based management from a logically wide organizational-level and context perspective. The present paper represents an attempt to link organizational factors and evidence-based management in a more meaningful way. A conceptual model has been provided as a way to frame and imagine the organizational circle of producing management evidence.
... Tolfo and Wazlawick [19] have proposed that the values, beliefs and regulations of the organizing culture are shared among the members. The organizational culture consists of the members of the organization's common values, beliefs and social regulations. ...
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Healthcare faces many challenges. Among these challenges is the difficulty of making appropriate and timely clinical decisions, the increasing complexity of medication interactions and the occurrence of errors in the interpretation of laboratory results because of the reliance on individual knowledge. The main focus of hospital organizations is on a highly knowledgeable property and hospital professionals provide patients with high-quality care. The main concern of senior management is the performance of knowledge management enabled hospital professionals. This requires hospital organizations to share technology, information, and knowledge quickly, accurately, systematically and over the long term. In addition, these systems require immediate feedback mechanisms. Hospitals can - not only through the direct incorporation of knowledge into their corporate strategy but also by changing employee behaviors - promote knowledge sharing by promoting consistent knowledge sharing. This study aimed to assess to what extent the knowledge management and knowledge sharing domains have been mentioned in the hospitals’ settings. The search was performed in PubMed, ScienceDirect, and Scopus databases. The research question that guided this review was posted as: “How knowledge management and knowledge sharing are considered in hospitals”. Sixteen articles were included in the final evaluation phase. Diverse hospital settings were represented in the studies. A framework for open information and communication, factors affecting employees’ knowledge sharing intention, knowledge sharing behavior, and innovation behavior, the effects of knowledge management enablers, knowledge management implementations, knowledge management tools, and knowledge management-oriented innovation that enriches the hospital management system theory were of the main outcomes of interest. Hospital organizations are knowledge- intensive environment involving rapidly changing medical technologies, and requiring tools, skills, and methods with more knowledge resources. There is a greater awareness of knowledge management importance in hospital organizations. Knowledge management is still a multifaceted and much more exportable field of knowledge understanding.
... Tolfo and Wazlawick [19] have proposed that the values, beliefs and regulations of the organizing culture are shared among the members. The organizational culture consists of the members of the organization's common values, beliefs and social regulations. ...
Article
Healthcare faces many challenges. Among these challenges is the difficulty of making appropriate and timely clinical decisions, the increasing complexity of medication interactions and the occurrence of errors in the interpretation of laboratory results because of the reliance on individual knowledge. The main focus of hospital organizations is on a highly knowledgeable property and hospital professionals provide patients with high-quality care. The main concern of senior management is the performance of knowledge management enabled hospital professionals. This requires hospital organizations to share technology, information, and knowledge quickly, accurately, systematically and over the long term. In addition, these systems require immediate feedback mechanisms. Hospitals cannot only through the direct incorporation of knowledge into their corporate strategy but also by changing employee behaviors-promote knowledge sharing by promoting consistent knowledge sharing. This study aimed to assess to what extent the knowledge management and knowledge sharing domains have been mentioned in the hospitals' settings. The search was performed in PubMed, ScienceDirect, and Scopus databases. The research question that guided this review was posted as: "How knowledge management and knowledge sharing are considered in hospitals". Sixteen articles were included in the final evaluation phase. Diverse hospital settings were represented in the studies. A framework for open information and communication, factors affecting employees' knowledge sharing intention, knowledge sharing behavior, and innovation behavior, the effects of knowledge management enablers, knowledge management implementations, knowledge management tools, and knowledge management-oriented innovation that enriches the hospital management system theory were of the main outcomes of interest. Hospital organizations are knowledge intensive environment involving rapidly changing medical technologies, and requiring tools, skills, and methods with more knowledge resources. There is a greater awareness of knowledge management importance in hospital organizations. Knowledge management is still a multifaceted and much more exportable field of knowledge understanding.
... In order to successfully program changes in companies (e.g. introducing a new working method), multiple faces (or dimensions) of organizational culture should be considered; because culture is a condition for the success of intended innovation (Tolfo and Wazlawick, 2008). The evolution thought regarding the element of organizational culture in which, with some reluctance, in the 1960s it was perceived as an instrument of improvement in organizations -but still with resistance in understanding it as a competitive advantage -to which in the 1980s it was observed the discussion of organizational culture as a variable of managerial strategy and competitiveness, that led to new models in organizational theory, and in the 1990s organizational cultures typologies entered pragmatically in the company' strategic analysis, exemplifying Charles Handy's typologies -in identifying four types of categories of organizational cultures -in which organizational and character ideologies affect and compromise the organization and its objectives. ...
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This research address practices in projects management application related to Charles Handy's organizational culture typologies. The methodology was conducted via survey best practices in project management uses; being sent electronically. The study is orientated by a literature review regarding the American pragmatic school of organizational culture and the project management practices commonly used by project managers. This study presents as a result, in almost all culture typologies observed, a tendency to concentration using the practice PMBOK project management; although there are strong trend and perceived use about project management practices. 1. INTRODUCTION Project management is a practice in which companies invest in order to obtain a better strategic option for the development of their company's core activity and the optimization of their support activities; applying to the company objective and subjective quality. Maturity in project management is the position in which the company finds itself regarding the project management processes. Based on this, maturity models seek to quantify the ability of a company to manage projects successfully; every organization wants to achieve excellence in projects. Using project management, even if for an extended period of time, is not a sufficient condition for reaching excellence. The basis for achieving excellence in project management is best described by maturity models in project management, which are composed of stages that describe the difference in levels of maturity in project management (Souza and Gomes, 2015). The need to identify the organizational culture of a locus where a project is carried out is crucial in order to obtain a good management of the best project management practice chosen for the project, since the success of project knowledge management depends on the company culture (Castro and Farias Filho, 2013). In this regard, it is necessary to carry out a survey of how companies have conducted their projects, which are the most applied project management practices, and whether or not there is success in executing them, restricting the analysis of the academy regarding organizational culture; the pragmatic hard core American school in the author Charles Handy (2003). Despite the existence of several authors who work in the pragmatic organizational culture line, Charles Handy (2003) identifies in a practical way four types of organizational cultures, named typologies, easily found in the companies-being able to be a more dominant type than the others, standing out and generalizing the company culture, for example. The understanding and development of the study is carried out between organizational cultures and the management of projects raised through research sent to the respondents in electronic means and such questioning of the study is to be answered, in the context of this research, continuing a research commenced at 2014 (Silva and Gomes, 2015); being concluded at last. This present section shows an introduction to this paper proposal: to align project management practices to organizational cultures typologies, for understanding specificities from these typologies have better use result if the practice in project management is recognized as the best practice to work together with the cultural and subcultural typology observed. The second section has the organizational culture in a pragmatic analysis. The third section shows the methodology used for obtaining answers in the search for identification project practices to typologies profiles. Section four has results and final considerations ends the analysis. 2. ORGANIZATIONAL CULTURE IN A PRAGMATIC PERSPECTIVE FOR PROJECT MANAGEMENT  Pragmatic perspective to organizational culture Companies increasingly use methods and tools, such as project management, to stay in the market, and goals are achieved, if the perception of the project becomes multidimensional, because people have different views in the projects phases. To that end, defining the management of projects in its scope of communication in an efficient and transparent way becomes a critical success factor (Vezzoni et al, 2013). Thus, from the perspective of both research and practice, it is critical to examine the extent to which culture-related factors may influence individuals' willingness (Wang et al, 2017). The project management studies began in 1960 at the humanistic part perspective, with the concern of human resources management and project leadership, and its elementals and headings in an initial timid approach. It should be pointed out until 2004, project management was still lacking in the improvement of the approach to conceptual fundamentals in
... To meaningfully place a practice or method within the space of contingent design requires very careful study design to sufficiently characterize the context and the result so that you can later distinguish moderating influences (like programmer experience [29]) that might otherwise obscure meaningful relationships. Some of the factors which are known to influence agile method performance (like organizational culture [76], [77], team dynamics, or market dynamics) are generally not core SE topics. Thus agile researchers may also need some expertise in market dynamics, team dynamics, complex adaptive systems, organizational behavior, and organizational capabilities. ...
Conference Paper
Over the last twenty years, authors of systematic literature reviews have repeatedly criticized the state of Agile research, describing it as nascent, random, and lacking appropriate recruitment strategies. This paper highlights some historical misperceptions and assumptions that tend to misdirect researchers, especially those new to the field. It also calls attention to some challenges intrinsic to agile research, and comments on how those impact research design. The intent is to help new researchers more easily make sense of the existing literature, so that they can focus their energy and resources on meaningful contributions to the field.
... In organizational psychology, and more specifically in the organizational development (OD) sub-field, there is substantial knowledge in how people are affected and behave under an organizational change (Senior and Swailes 2016). It is also well known that a software development organization's transition to more agility is a change in culture that needs buy-in from all organizational levels (Iivari and Iivari 2011;Tolfo and Wazlawick 2008;Tolfo et al. 2011). The research and practice that aim at guiding agile transitions of larger companies often fail to incorporate theories and tools from organizational science and psychology (Lenberg et al. 2015a), maybe due to the fact that these technology-intensive field often mostly consists of employees with a purely technical background. ...
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An agile change effort in an organization needs to be understood in relation to human processes. Such theory and accompanying tools already existed almost 50 years ago in applied psychology. The core ideas of Agile Process Consultation are that a client initiating a change toward more agility often does not know what is wrong and the consultant needs to diagnose the problem jointly with the client. It is also assumed that the agile consultant cannot know the organizational culture of the client's organization, which means that the client needs to be making the decisions based on the suggestions provided by the consultant. Since agile project management is spreading across the enterprise and outside of software development, we need situational approaches instead of prescribing low-level practices.
... When software development teams transition to an agile approach (i.e. more team-based work) more of the process is dependent on how well the team cooperates [4]. The agile adoption sometimes fails due to the fact that an agile transition is a cultural change as well, which impose new constellations of teams [8], [9]. To further explore the causal relationship between the group dynamics and agile practices over time, would therefore be interesting, both from a research and an industrial perspective, in order to guide agile adoptions better. ...
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There has been some evidence that agility is connected to the group maturity of software development teams. This study aims at conducting group development psychology training with student teams, participating in a project course at university, and compare their group effectiveness score to their agility usage over time in a longitudinal design. Seven XP student teams were measured twice (43+40), which means 83 data points divided into two groups (an experimental group and one control group). The results showed that the agility measurement was not possible to increase by giving a 1.5-hour of group psychology lecture and discussion over a two-month period. The non-significant result was probably due to the fact that 1.5 hours of training were not enough to change the work methods of these student teams, or, a causal relationship does not exist between the two concepts. A third option could be that the experiential setting of real teams, even at a university, has many more variables not taken into account in this experiment that affect the two concepts. We therefore have no conclusions to draw based on the expected effects. However, we believe these concepts have to be connected since agile software development is based on teamwork to a large extent, but there are probably many more confounding or mediating factors.
... A number of other studies (e.g., Iivari & Iivari, 2011;Nerur et al., 2005;Robinson & Sharp, 2005a;Siakas & Siakas, 2007;Strode et al., 2009;Tolfo & Wazlawick, 2008) have also proposed the influence of culture on the usage of ASD practices. While the existing literature yields interesting insights into the relationship between IT department culture and ASD practices usage, the majority of these studies have been either conceptual or exploratory in nature. ...
Article
IT department culture has been widely recognized as an important factor that influences the adoption of agile practices. Yet, the research pertaining to the relationship between IT department culture and agile practices usage remains underexplored. This study proposes and tests the relationships between four competing cultural forms and two types of agile practices - social and technical. The findings contribute to the extant literature by integrating the competing values model of culture into the literature on factors affecting agile development at the IT department level.
... H3: Organizational culture has a significant effect on job satisfaction. Organizational culture is the values, beliefs, and regulations possessed and shared by the members of an organization (Tolfo and Wazlawick, 2008). One of the factors that affect employee job satisfaction is the organizational culture (Pandey andMoynihan. ...
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This study aims to examine the influence of culture, job satisfaction and motivation on the performance of lecturers/employees in universities. Respondents numbered 180 people. Valid questionnaires amounted to 146 pieces. Data were analyzed using 2 methods, namely: 1). Descriptive analysis, and 2). Multivariate regression analysis with Structural Equation Modeling (SEM). The results showed that (i) culture and job satisfaction affect motivation; (ii) culture also affects job satisfaction; (iii) job satisfaction affect the performance; (iv) culture does not affects the performance; (v) culture and job satisfaction affect the performance through motivation. Thus, job satisfaction factor is an important factor to be managed in order to increase motivation, which will ultimately improve the performance. However, although organizational culture does not contribute directly to improvement of the lecturer/ employee performance, it has increased motivation. Moreover, the performance variable shows the average interval value of 2.90 to 3.53, with an average index of 3.30, which means the performance of lecturers/employees, is good enough. Understanding the relationship between culture, job satisfaction and motivation toward the performance will enable the leader to enhance the performance of lecturers/employees.
... In organizational psychology, and more specifically in the organizational development (OD) sub-field, there is substantial knowledge in how people are affected and behave under an organizational change (Senior and Swailes 2016). It is also well known that a software development organization's transition to more agility is a change in culture that needs buy-in from all organizational levels (Iivari and Iivari 2011;Tolfo and Wazlawick 2008;Tolfo et al. 2011). The research and practice that aim at guiding agile transitions of larger companies often fail to incorporate theories and tools from organizational science and psychology (Lenberg et al. 2015a), maybe due to the fact that these technology-intensive field often mostly consists of employees with a purely technical background. ...
Conference Paper
Full-text available
An agile change effort in an organization needs to be understood in relation to human processes. Such theory and accompanying tools already existed almost 50 years ago in applied psychology. The core ideas of Agile Process Consultation are that a client initiating a change toward more agility often does not know what is wrong and the consultant needs to diagnose the problem jointly with the client. It is also assumed that the agile consultant cannot know the organizational culture of the client's organization, which means that the client needs to be making the decisions based on the suggestions provided by the consultant. Since agile project management is spreading across the enterprise and outside of software development, we need situational approaches instead of prescribing low-level practices.
... In the agile adoption literature, it also plays a significant role. The existing literature portrays agile software development as a cultural phenomenon (Siakas & Siakas, 2007), and culture is a potential barrier for adoption of agile practices (Heeager & Nielsen, 2013) because of the heavy focus on human aspects (Iivari & Huisman, 2007;Tolfo & Wazlawick, 2008). Thus, we recommend that practitioners consider whether the organizational context supports the knowledge that is transferred and whether it supports knowledge transfer in general. ...
Article
Agile software practices are widely used in a great variety of organizations, and the shift from traditional plan-driven approaches entails a redefinition of processes in these organizations. Intrafirm knowledge transfer of agile software practices between projects is a key concern in this redefinition. While knowledge transfer is essential for an organization to develop or keep its competitive advantage, it is also both difficult and time consuming, due to a wide range of barriers. Transferring knowledge on agile practices is even more complex due to there being a high degree of tacit knowledge. Research on knowledge of agile practices focuses on adoption of agile practices within a single team, thus extant research lacks focus on intrafirm transfer. Through a case study, this article investigates the intrafirm knowledge transfer of agile practices. With a starting point as the theory of barriers to knowledge transfer, we modify and extend the framework to transferring knowledge of agile practices. This framework is subsequently applied for interpreting and analyzing the case study data. The analysis shows how these barriers (e.g., the organizational culture, time and resources, knowledge strategy, and motivation and willingness) are related and that they cannot be understood in isolation. The barriers and their relations are brought together in a conceptual model and its relevance is discussed.
... The organization's culture is believed to have an impact on the degree to which an agile methodology is utilized by agile methodologies advocates [57]. It is also thought to be a factor affecting successful adoption of agile [58] [59]. There were many types of researches that were conducted in attempt to find out the impact of organizational culture on agile methods adoption. ...
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Adoption of agile methods in the software development organization is considered as a powerful solution to deal with the quickly changing and regularly developing business environment and fully-educated customers with constantly rising expectation, such as shorter time periods and an extraordinary level of response and service. This study investigates the adoption of agile approaches in software development organizations by using systematic mapping. Six research questions are identified, and to answer these questions a number of research papers have been reviewed in electronic databases. Finally, 25 research papers are examined and answers to all research questions are provided.
... Furthermore, they propose 13 hypotheses about the influence of a cultural type on the deployment of agile methods and discuss the question of "how do different techniques and principles of agile methods support emergent agility." Culture and influencing factors are further discussed, e.g., by [Di15,St09,To08,To09]. The question what factors do influence agile methods is discussed by Dikert et al. [Di16]. ...
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Establishing agile principles and values requires time becoming part of the organizational mindset. One approach is implementing selected agile methods first and waiting for the agile culture to emerge and mature. Nevertheless, it remains unclear if there is a way to improve the culture-building process by emphasizing factors that foster an agile culture. Research on factors that support a systematic development of an agile culture is rare. Hence, we aim to shed light on how an agile culture can be developed in a systematic way. To investigate approaches to initiate and stabilize a cultural change towards agile, we conducted a semi-structured interview with eight agile coaches. Our results comprise 50 factors that influence culture development. Furthermore, we identified two major phases of an agile transition. Even though different focal points are set, early and continuous management involvement is key to a successful transition. Nevertheless, our results do not indicate a generalizable blueprint-like approach for establishing an agile culture.
... Im Kontext des Unternehmens wird die Kultur in der Fachliteratur vermehrt über kognitive Aspekte wie Überzeugungen, Werte und Annahmen definiert [30]. Schein [31] Unternehmenskultur ist immer eine Koexistenz verschiedener (Sub-) Kulturen [34]. Dabei unterschieden sich diese bspw. ...
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Agile Methoden sind seit einigen Jahren in der Softwareentwicklung etabliert und erfahren vor dem Hintergrund digitaler Transformationsprojekte aktuell eine sehr hohe Aufmerksamkeit. Gleichzeitig erscheinen der Zusammenhang zwischen dem gewählten Agilitätsgrad eines Softwareentwicklungsprojekts und seinem Erfolg sowie die moderierende Rolle der Unternehmenskultur weitestgehend ungeklärt. An dieser Stelle setzt unsere Forschung an, indem sie die Erfolgswirkung von Agilität in Softwareprojekten quantitativ-empirisch untersucht und dabei die spezifische Kultur des jeweiligen Unternehmens berücksichtigt. Hierzu wurden mit Hilfe eines Fragebogens insgesamt 108 verwertbare Antworten von IT-Projektmitarbeitern gesammelt und mit dem Ansatz Partial Least Squares in einer Mehrgruppenanalyse statistisch ausgewertet. Die Ergebnisse zeigen, dass einerseits ein höherer Agilitätsgrad zu einem höheren Projekterfolg führt, diese Wirkung andererseits aber von der Unternehmenskultur beeinflusst wird. Entsprechend erweitern unsere Forschungsergebnisse die Wissensbasis in diesem Bereich und liefern wertvolle Erkenntnisse für die Praxis der Softwareentwicklung.
... The study of psychological aspects of agile development is quite a new research field and some studies have been conducted regarding agile methods in connection to culture (Iivari & Iivari, 2011;Tolfo & Wazlawick, 2008;Whitworth & Biddle, 2007;Tolfo et al., 2011), personality traits (McDonald & Edwards, 2007;Seger et al., 2008;Feldt et al., 2010), and job satisfaction (Melnik & Maurer, 2006;Gren et al., 2014), but only one article has been found on agile work-groups and group psychology (Teh et al., 2012), in which they conclude that productive group norms give better results. One issue that often surfaces in the modern software development workplace is collocation. ...
Article
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The agile approach to projects focuses more on close-knit teams than traditional waterfall projects, which means that aspects of group maturity become even more important. This psychological aspect is not much researched in connection to the building of an "agile team." The purpose of this study is to investigate how building agile teams is connected to a group development model taken from social psychology. We conducted ten semi-structured interviews with coaches, Scrum Masters, and managers responsible for the agile process from seven different companies, and collected survey data from 66 group-members from four companies (a total of eight different companies). The survey included an agile measurement tool and the one part of the Group Development Questionnaire. The results show that the practitioners define group developmental aspects as key factors to a successful agile transition. Also, the quantitative measurement of agility was significantly correlated to the group maturity measurement. We conclude that adding these psychological aspects to the description of the " agile team " could increase the understanding of agility and partly help define an "agile team." We propose that future work should develop specific guidelines for how software development teams at different maturity levels might adopt agile principles and practices differently.
... When software development teams transition to an agile approach (i.e. more team-based work) more of the process is dependent on how well the team cooperates [4]. The agile adoption sometimes fails due to the fact that an agile transition is a cultural change as well, which impose new constellations of teams [8], [9]. To further explore the causal relationship between the group dynamics and agile practices over time, would therefore be interesting, both from a research and an industrial perspective, in order to guide agile adoptions better. ...
Conference Paper
Full-text available
There has been some evidence that agility is connected to the group maturity of software development teams. This study aims at conducting group development psychology training with student teams, participating in a project course at university, and compare their group effectiveness score to their agility usage over time in a longitudinal design. Seven XP student teams were measured twice (43+40), which means 83 data points divided into two groups (an experimental group and one control group). The results showed that the agility measurement was not possible to increase by giving a 1.5-hour of group psychology lecture and discussion over a two-month period. The non-significant result was probably due to the fact that 1.5 hours of training were not enough to change the work methods of these student teams, or, a causal relationship does not exist between the two concepts. A third option could be that the experiential setting of real teams, even at a university, has many more variables not taken into account in this experiment that affect the two concepts. We therefore have no conclusions to draw based on the expected effects. However, we believe these concepts have to be connected since agile software development is based on teamwork to a large extent, but there are probable many more confounding or mediating factors.
Preprint
The focus on psychology has increased within software engineering due to the project management innovation "agile development processes". The agile methods do not explicitly consider group development aspects; they simply assume what is described in group psychology as mature groups. This study was conducted with 45 employees and their twelve managers (N=57) from two SAP customers in the US that were working with agile methods, and the data were collected via an online survey. The selected Agility measurement was correlated to a Group Development measurement and showed significant convergent validity, i.e., a more mature team is also a more agile team. This means that the agile methods probably would benefit from taking group development into account when its practices are being introduced.
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Purpose This study aims to investigate the effects of organizational culture factors on the selection of software process development models and develops a conceptual model for selecting and adopting process development models with an organizational culture approach, using 12 criteria and their sub-criteria defined in Fey and Denison’s model (12 criteria). Design/methodology/approach The research hypotheses were investigated using statistical analysis, and then the criteria and sub-criteria were selected based on Fey and Denison’s model and the experts’ viewpoints. Afterward, the organizational culture of the selected company was measured using the data from 2016 and 2017, based on Fey and Denison’s questionnaire. Due to the correlation between the criteria, using the decision-making trial and evaluation technique, the correlation between sub-criteria were determined, and by analytical network process method and using Super-Decision software, the process development model was preferred to the 12 common models in information systems development. Findings Results indicated a significant and positive effect of organizational culture factors (except the core values factor) on the selection of development models. Also, by changing the value of organizational culture, the selected process development model changed either. Sensitivity analysis performed on the sub-criteria implied that by changing and improving some sub-criteria, the organization will be ready and willing to use the agile or risk-based models such as spiral and win-win models. Concerning units where the mentioned indicators were at moderate and low limits, models such as waterfall, V-shaped and incremental worked more appropriately. Originality/value While many studies were performed in comparing development models and investigating their strengths and weaknesses, and the impact of organizational culture on the success of information technology projects, literature indicated that the impact of organizational sub-culture prevailing in the selection of development process models has not been investigated. In this study, new factors and indicators were addressed affecting the selection of development models with a focus on organizational culture. Correlation among the factors and indicators was also investigated and, finally, a conceptual model was proposed for proper adoption of the models and methodologies of system development.
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The dynamically changing environment forces companies to introduce changes in production processes and the need for employees to adapt quickly to new tasks. Therefore, it is expected to implement solutions to support employees. The system that will manage the work on a manufacturing line should work in real time to support the ongoing activities and, to be implemented in SMEs, must not be expensive. The authors identified important system components and expected functionalities. The methodology of the work is based on humancentered design. A concept of a cyber-physical system is proposed. The aim of the proposed edge computing-based system is to manage the work on the manufacturing line in which certain elements communicate with each other to achieve common goals. The paper presents what the system can consist of, how information and knowledge are managed in the system, and what can be the benefits for enterprises from its implementation.
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Agile is an established software development methodology that helps develop software by improving time to market, quality, customer engagement and reducing costs. Factors underpinning its adoption have been widely researched. However, most of these studies have been conducted in developed countries, particularly Europe and North America, with only a handful carried out in developing countries, including the Middle East. This is problematic given the strategic and economic importance of the software industry in such places as Saudi Arabia, where Agile adoption remains in the early stages, despite heavy investment in this industry in recent years to diversify its oil-dependent economy. Therefore, this study empirically investigates the factors influencing Agile adoption by Saudi Arabian software small and medium-sized enterprises (SMEs). To this end, in-depth interviews were conducted with 12 software practitioners from three software SMEs. Our findings reveal that human factors, such as customer involvement, team capability, organisational culture and national culture, are considered the most impactful factors affecting the adoption of Agile as opposed to technical ones, such as the availability of specific tools or techniques.
Chapter
Die Lernziele dieses Kapitels: Die Leser können die Bedeutung und den Begriff der Agilität für Unternehmen einordnen. Die Leser überblicken theoretisch-konzeptionelle Ansätze, die sich mit Agilität auf unternehmensbezogener und individueller Ebene auseinandersetzen. Die Leser kennen ausgewählte Handlungsfelder für das Personalmanagement zur Gestaltung agiler Unternehmen. Die Leser kennen verschiedene Ansatzpunkte zur Gestaltung agiler Führung. Die Leser verstehen, wie klassische und agilitätsorientierte Instrumente des Personalmanagements im Rahmen eines integrierten Personalmanagements verknüpft werden können.
Article
Purpose Agile software development (ASD) has emerged as an active research area due to its enormous growth in popularity. The innovative differences between ASD and traditional development include the use of fundamentally different procedures, organizational structures and people, yet organizations still attempt to embrace ASD. Apparently, the underlying factors arousing organizations’ intent to adopt ASD are not well known and have not been well explained in the extant literature. The purpose of this paper is to fill this gap for which the authors propose a conceptual framework based on the business process management (BPM) perspective to identify the environmental stimuli that affect an organization’s ASD adoption. Design/methodology/approach Proposition for a methodology approach is used to construct a theoretical framework based on existing literature and theories in BPM. Findings The framework recognizes external and internal environmental stimuli, including institutional isomorphic forces and interior enablers, such as top management championship, the culture type and resource readiness, which affect organizational ASD adoption decisions. Originality/value This paper consolidates both the internal and external environmental aspects of the stimuli that lead to ASD adoption and offers insight into creating a suitable context for ASD adoption.
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This article addresses the relationships between agile development and entrepreneurship. The objective of the study is to verify that the adoption of agile practices can promote entrepreneurial skills in software developers. In this study, agile practices were related to entrepreneurial skills, and developers of the software industry and academia professors were invited to contribute. Questionnaires were sent to the participants to obtain their opinion regarding this research. Participants also opined about the possibility of entrepreneurial skills being an observable behavior in agile culture, ie, if they are visible artifacts of agile culture. As a result, the study found a set of agile practices that promote entrepreneurial skills in software developers. That is, it was found that agile practices promote entrepreneurial behavior in these professionals. These entrepreneurial skills are sustained by the same basic values and assumptions that were learned by developers to resolve internal integration and external adaptation issues during the adoption of agile practices. In this article, an integration model has been adapted from other areas, thereby opening a new field of study involving the relationships between academic research and professional practice on entrepreneurship in the software area and agile development.
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In this article, we report the findings of a systematic literature mapping study aimed at identifying contextual factors that should be described in case studies about teams in software engineering. As a result, we identified 26 factors, which we organized in five dimensions: characteristics of individuals, groups, team processes, projects and organizations. These dimensions and factors can guide future reports to present better descriptions of the context in which their software teams are studied.
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Introduction Motivation as defined by the Merriam-Webster dictionary 11 th edition is "1 a : the act or process of motivating b : the condition of being motivated 2 : a motivating force, stimulus, or influence : INCENTIVE, DRIVE". The fact that motivation is the most important factor for productivity and quality is not a new discovery. It has been pointed out for the first time by the studies conducted Elton Mayo around 1930. Since then there have been several studies that confirmed the same results in several industries including the software development one [2], [4], [10], [14]. Nevertheless, until recently the main focus has been on process-centric methodologies, the ones that Jim Highsmith calls Rigorous Software Methodologies (RSM) [5]. The basic assumption behind RSMs is the same behind scientific management—that is, to improve productivity and quality, it is necessary and sufficient to improve and formalize the activities and tasks of the development process. In this kind of methodologies people have to adapt to the process. The advent of the Extreme Programming first and the Agile Movement later, has put people back at the center of the development activities. In these kind of methodologies "people trump process" [3], the processes have to be adapted to the needs of the people involved. According to Jim Highsmith agile development methods appeal to developers because they reflect how software really gets developed [5]. In this article I claim that agile methods also appeal to developers because they reflect how they really like to develop software. Since nowadays, most software is developed by teams, I have taken the approach of showing the strong connections between motivation and effective teamwork, and then showing how agile development methods are related to the latter.
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Agile software development methods have caught the attention of software engineers and researchers worldwide. Scientific research is yet scarce. This paper reports results from a study, which aims to organize, analyze and make sense out of the dispersed field of agile software development methods. The comparative analysis is performed using the method's life-cycle coverage, project management support, type of practical guidance, fitness-for-use and empirical evidence as the analytical lenses. The results show that agile software development methods, without rationalization, cover certain/different phases of the software development life-cycle and most of them do not offer adequate support for project management. Yet, many methods still attempt to strive for universal solutions (as opposed to situation appropriate) and the empirical evidence is still very limited. Based on the results, new directions are suggested In principal, it is suggested to place emphasis on methodological quality - not method quantity.
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Executive Summary • People are often spoken of as assets but are generally treated as costs, because we have no credible system of valuing them. • The problem is that in today's knowledge-based organizations value is driven more by people than by any other factor. • There are five main approaches to building a measurement system for people, or human capital. • The attempt to value people financially has not been successful; however, an index of value factors provides a necessary balance with seeing people as costs. • Current best practice looks at connecting the value of people in terms of their characteristics (and the value they produce in both financial and nonfinancial terms) via measures of their engagement and motivation.
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From the Book:Extreme Programming sounds great—can we do it without changing our process?When I first heard about Extreme Programming in May 1998 I could see that it was going to be controversial. It was immediately obvious from the wide range of reactions that were expressed to two talks given by Kent Beck and Ron Jeffries at a seminar on “Developing Software with Objects” in Oslo. (Hosted by Den Norske Dataforening on 13 May, 1998) Many developers seemed to be attracted to it, but others in the room challenged the ideas and concepts behind Extreme Programming.Personally my reactions were mixed. It sounded like it would be a fun approach to software development and it didn’t sound like it was applicable to the kinds of projects that I was involved in. Admittedly, my initial reservations were about how easy it would be to sell the approach, but as I inquired deeper into Extreme Programming I came to realize that there are fairly stringent preconditions for teams that wish to adopt and use XP. It seems to me that many of the reactions to Extreme Programming can be explained by the fit between these preconditions and the particular project circumstances that a person has experienced.This book sets out to question Extreme Programming in an attempt to understand and explain the controversy that surrounds Extreme Programming. My goal for this book is to allow you, the reader, to determine if Extreme Programming is applicable and appropriate for your projects, to investigate what lessons can be learned from Extreme Programming and to enable you to be more reflective about your software development practices.Before getting down to that I must firstexplain my biases. As a developer I am attracted towards the ideas behind XP, mainly because most of the developers I have talked to that have worked on XP projects have really enjoyed the experience. I am also a strong fan of XP style unit testing and have introduced JUnit (www.junit.org) to many project teams. Although I have never worked on a full XP project, I have worked in a team that initially claimed that it was going to be doing XP, but actually turned out to be doing something that was vaguely related to some of the XP practices.As much as is possible I have tried to present both sides of the debate surrounding Extreme Programming without getting into the continual flame-fest that discussions on usenet newsgroups and email lists often contain. I have written this book as a practical guide for four different audiences:people who are thinking of adopting Extreme Programming people who are resisting the idea of adopting Extreme Programming, people who are looking for alternatives to Extreme Programmingpeople who are interested in improving their current software development processAs a practical guide this book is focused on identifying issues surrounding software development and discussing how Extreme Programming interacts with these issues. As this is a practical guide, you will not find much in the way of detailed studies and experimental data. This book focuses on clarifying the issues so that you, the reader, can determine the fit between Extreme Programming and your specific circumstances.Adopting Extreme ProgrammingAll processes are situational. Software development is not a mechanical process and as such you will never be able to adopt a process without doing some adapting to fit with your circumstances and team. Before adopting Extreme Programming you need to have a deep understanding of the values that drive it so that the adaptations you make match the overall spirit of XP.This book looks back to the roots of XP to enable you to understand the underlying software development issues so that you can better assess how XP will fit your organization. This book will also expose you to alternate approaches that might be a better fit.Resisting Extreme ProgrammingExtreme Programming is a different kind of software development process, it is one that many programmers actually want to use. All too often however this means that some programmers end up pushing the idea of adopting XP when for one reason or another it does not really fit the organization. This book provides the questions you need to ask to determine whether XP really does fit the needs and circumstances of your organization. Hopefully it will also allow you to identify the issues with your current process that caused XP to be raised as a potential alternative in the first place. Then, rather than shooting the messenger or dismissing the message, the book asks the question “What can we learn from XP?”Looking For Alternatives To Extreme ProgrammingExtreme Programming is a great fit for some projects and organizations, but one size does not fit all. There are many other software development approaches, and with all of the exposure that Extreme Programming is getting, these alternatives are getting somewhat lost. Using an Agile Methodology does not necessarily mean using Extreme Programming.Questioning Extreme Programming attempts to uncover the issues that are driving the creation of new approaches to software development. By exposing these issues I hope to spur software developers and their managers to create alternative approaches that build on the strengths of Extreme Programming while incorporating the strengths of the other approaches.Improving Your Current Software Development ProcessAdopting a new software development process can be hard. The organization has to learn how to effectively apply the new process and there is the transition period when some projects are using the new process while the rest are still using the old process. Sometimes it just makes sense to retain your existing process and to try to improve it by dropping parts, changing parts and adding new parts. By continually asking the question “What can we learn from XP?” this book highlights different ideas that could potentially be applied within the context of a different process. The resulting hybrid will not be XP, but then again, that is not the goal. By adopting the Extreme Programming mindset of continually reflecting on, and tinkering with, the process, you open up the possibility of creating your own optimized process.Why You Should Read This BookThe way that we develop software is changing. Yes, people have always claimed that the IT industry has been a real driver for change, but until recently that change has only really shown up in the hardware and software. The way that we develop software has been remarkably resistant to change. Indeed Watts S. Humphrey spoke for many methodologists in his article, “Why Don't They Practice What We Preach? ” when he said“One of the most intractable problems in software is getting engineers to use effective methods.” http://www.sei.cmu.edu/publications/articles/practice-preach/practice-preach.htmlMany proponents of Extreme Programming would claim that the problem is no longer intractable - lots of programmers would jump at the chance of using XP. Indeed many developers are very keen to experiment with and try out new ways of developing software. It seems as if developers are beginning to see that things have changed. Jim Highsmith probably summed this up best when he said “We must challenge our most fundamental assumptions about software development.” Highsmith, 2000, p13Questioning Extreme Programming invites you to take up that challenge.AcknowledgmentsFirst I would like to thank Kent Beck, Ward Cunningham and Ron Jeffries for starting the conversation around eXtreme programming. If nothing else they have managed to make software development methodologies interesting again. As usual, the team at Addison-Wesley was extremely supportive and enthusiastic about this project–Ross Venables, Mike Hendrickson, et. al. My reviewers seemed particularly gleeful this time, and although one expressed regrets that the book is not the flame-fest material he hoped for, all helped me to clarify my thoughts about Extreme Programming–Alastair Handley, Andy Hunt, Dave Thomas, Greg Klafki, Jens Coldewey, Jim Highsmith, Kent Beck, Miroslav Novak, Ron Jeffries and Rudy Wrench.
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