What Drives and Sustains Self-Assignment in Agile Teams

Abstract

Self-assignment, where software developers choose their own tasks, is a common practice in agile teams. However, it is not known why developers select certain tasks. It is important for managers to be aware of these reasons to ensure sustainable self-assignment practices. We investigated developers' preferences while they are choosing tasks for themselves. We collected data from 42 participants working in 25 different software companies. We applied Grounded Theory procedures to study and analyse factors for self-assigning tasks, which we grouped into three categories: task-based, developer-based, and opinion-based. We found that developers have individual preferences and not all factors are important to every developer. Managers share some common and varying perspectives around the identified factors. Most managers want developers to give higher priority to certain factors. Developers often need to balance between task priority and their own individual preferences, and managers facilitate this through a variety of strategies. More risk-averse managers encourage expertise-based self-assignment to ensure tasks are completed quickly. Managers who are risk-balancing encourage developers to choose tasks that provide learning opportunities only when there is little risk of delays or reduced quality. Finally, growth-seeking managers regularly encourage team members to pick tasks outside their comfort zone to encourage growth opportunities. Our findings will help managers to understand what developers consider when self-assigning tasks and help them empower their teams to practice self-assignment in a sustainable manner.