Software teams and their knowledge networks in large-scale software development

Darja Šmite,Nils Brede Moe,Aivars Šāblis,Claes Wohlin

doi:10.1016/j.infsof.2017.01.003

Darja Šmite, Nils Brede Moe + Show 2 more

Open Access

https://doi.org/10.1016/j.infsof.2017.01.003

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Abstract

ContextLarge software development projects involve multiple interconnected teams, often spread around the world, developing complex products for a growing number of customers and users. Succeeding with large-scale software development requires access to an enormous amount of knowledge and skills. Since neither individuals nor teams can possibly possess all the needed expertise, the resource availability in a team's knowledge network, also known as social capital, and effective knowledge coordination become paramount. ObjectiveIn this paper, we explore the role of social capital in terms of knowledge networks and networking behavior in large-scale software development projects. MethodWe conducted a multi-case study in two organizations, Ericsson and ABB, with software development teams as embedded units of analysis. We organized focus groups with ten software teams and surveyed 61 members from these teams to characterize and visualize the teams’ knowledge networks. To complement the team perspective, we conducted individual interviews with representatives of supporting and coordination roles. Based on survey data, data obtained from focus groups, and individual interviews, we compared the different network characteristics and mechanisms that support knowledge networks. We used social network analysis to construct the team networks, thematic coding to identify network characteristics and context factors, and tabular summaries to identify the trends. ResultsOur findings indicate that social capital and networking are essential for both novice and mature teams when solving complex, unfamiliar, or interdependent tasks. Network size and networking behavior depend on company experience, employee turnover, team culture, need for networking, and organizational support. A number of mechanisms can support the development of knowledge networks and social capital, for example, introduction of formal technical experts, facilitation of communities of practice and adequate communication infrastructure. ConclusionsOur study emphasizes the importance of social capital and knowledge networks. Therefore, we suggest that, along with investments into training programs, software companies should also cultivate a networking culture to strengthen their social capital, a known driver of better performance.

Highlights

Nowadays, large-scale software development projects are characterized by unprecedented scale in terms of lines of code, amount of data stored, accessed, manipulated, and refined, as well as the number of connections and interdependencies, hardware and computational elements, customers and users, and, the number of developers involved in the projects
We shared the findings from a descriptive study on the role of social capital, knowledge networks, and networking in two distributed large-scale development environments
In response to our research question (What influences team knowledge networks and networking behavior in large-scale projects?), we identified a number of factors that affected the teams’ external knowledge networks and factors that determined networking behavior, and described the mechanisms that enabled and facilitated access to resources within a large-scale project

Summary

Introduction

Large-scale software development projects are characterized by unprecedented scale in terms of lines of code, amount of data stored, accessed, manipulated, and refined, as well as the number of connections and interdependencies, hardware and computational elements, customers and users, and, the number of developers involved in the projects. Software development is creative work, which means that a single optimal solution may not exist, and progress towards completion can be difficult to estimate [11] One reason for this is that interdependencies between different pieces of work may be unknown or challenging to identify, making it difficult to know who should be involved in the work, and whether there is a correct order in which parties should complete their own specialized work [10]. Coordination in large-scale software development is of paramount importance since the work is carried out simultaneously by many developers and development teams [12] In such projects, interdependencies are more uncertain than in small projects; teams need to know who the experts are and which experts to contact, when they are outside the team or even at a different site. Licorish and MacDonell [13] studied global software teams and found that the availability of experts in teams’ networks was linked to project-level performance

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