Agile Teams Research Articles

Integrating AI into Agile Workflows: Opportunities and Challenges

Abstract: Over the past few years, Agile development approaches have become an increasingly popular methodology for software engineering, focused on iterative progress, continuous feedback, and teamwork cooperation. However, the raising difficulties of projects and more demand for faster and more efficient workflows have challenged the situation further. The introduction of Artificial Intelligence into the Agile processes paves the way to optimize decision-making, automate routine tasks, and boost team productivity. This review summarizes the innovations and challenges created by the integration of AI into Agile development practices. Using AI technologies like machine learning, predictive analysis, and natural language processing, Agile teams can enhance sprint planning, resource coordination, and risk management. Also, it presents some risks such as data privacy, workforce skills need, and possible over-dependence of AI. The paper emphasizes on providing a full overview of the innovations and challenges to the application of AI in Agile workflows, providing thoughts for future research and practices.

Agile Practices and IT Development Team Well-Being: Unveiling the Path to Successful Project Delivery

Agile methods have become popular in the field of software development, offering improved efficiency and product quality. Despite this widespread use, fewer studies have explored in one model their effect on job stress, psychological safety, job engagement, and enhanced job and career satisfaction, which are all the factors that can impact project success delivery. Our study surveyed software development teams with extensive agile experiences. The findings showed that agile practices have a positive influence on job and career satisfaction, better job engagement, improved psychological safety, and project success delivery. However, there are high levels of job stress reported that negatively affect job satisfaction and project results. Therefore, successfully implementing agile methods depends on maintaining sustainable development practices and improving the level of motivation in the agile teams.

Industry 4.0 and Agile Project Management: Evolution of Leadership Concepts and Roles

This study examines the impact of Industry 4.0 on the concept of leadership approaches. The research aims to compare leadership theories before and after Industry 4.0, determine how leadership roles have evolved in agile project management, and identify effective leadership styles. The study employs literature review and qualitative research methods, specifically using focus group studies. Two separate focus group studies were conducted through online meetings and face-to-face sessions to thoroughly examine the approaches of executives from companies who have mature project management offices in Turkey. Data were obtained by transcribing the audio recordings of discussions during focus group sessions and comparing them with researcher notes. The study extensively examines the impacts of identified leadership styles, determined through literature review, on the management of agile project teams. Findings indicate that leadership styles such as visionary, organizing, relational, and social leadership play significant roles in agile project management. Additionally, leadership personality traits observed in each of these styles have been identified. The results underscore the need to redefine leadership approaches and highlight the effects of Industry 4.0 on project management. By linking the characteristics of leadership styles and their impacts on agile teams with the literature, the study contributes to future leadership research and practices. In this context, it emphasizes the development of technological competencies for organizations to succeed and the need for flexible and innovative organizational structures. Furthermore, it suggests that leaders in the digital transformation processes brought by Industry 4.0 should possess skills to facilitate their employees' adaptation processes. This study contributes significantly to academic literature and business by exploring leadership evolution in Industry 4.0 and redefining roles in agile project management, emphasizing ongoing focus on development and innovation in leadership.

Using Scrum in Solving Business Reality Cases

Objective: This teaching innovation proposal aims to dynamise and bring the teaching of the subject Business Management and Organisation, taken in the fourth semester of the bachelor’s degree in Business Administration and Management (GAD), closer to the business world. Theoretical Framework: It is necessary to bring the university closer to business in order to reduce the gap in the skills training demanded by companies and to achieve better employability of graduates. Method: To do this, we propose the resolution of a production case by workshops, through the formation of agile teams, using Scrum and Kanban, using the Trello application for the latter, the iterative and incremental approach of this methodology will allow the student to learn in a simple and practical way concepts that grow in complexity, as it evolves in the resolution of the same. Results and Discussion: This teaching methodology allows the student to simultaneously acquire the specific competences of the subject and the so-called soft competences demanded by the working environment. Research Implications: This type of innovation is necessary in university institutions in order to include in their curricula the competences demanded by recruiters, and can also be used in other disciplines and careers. Originality/Value: The originality of the research lies in the practice of a learning process that makes it possible to include the training required by companies in curricula.

Preparing Physician-Scientists for the Future of Academic Medicine.

The changing field of academic medicine presents unique challenges for physician-scientists, who intricately weave the complexities of research and patient care. These challenges have significantly lengthened the time needed for scientific discoveries to be applied in clinical practice. In response to these escalating demands, the training trajectory for physician-scientists has notably expanded over recent decades. In anticipation of and preparation for future training requirements, the National Pediatrician-Scientist Collaborative Workgroup facilitated a series of convenings with a diverse array of stakeholders vested in physician-scientist training. The framework Strategic Foresight was used to explore possible future scenarios and develop strategic plans. Seven pivotal themes, termed "performance zones," emerged from this endeavor: (1) revolution in education through technology-enhanced learning, (2) educational outcomes beyond content mastery, (3) artificial intelligence-empowered research portfolios and expansive networks, (4) evolution of high-performance inclusive, equitable, distributed, and agile teams, (5) evolution of antifragile systems, (6) a multiparadigmatic program of research, and (7) interdependence and commitments to a common agenda for collective impact. These identified zones underscore the imperative for physician-scientists to acquire novel skill sets essential for navigating the impending shifts in the health care landscape. These findings are poised to steer policy initiatives and educational advancements, fortifying the foundation for future physician-scientist training needs.

Understanding how agile teams reach effectiveness: A systematic literature review to take stock and look forward

In a global environment that continues to challenge organizations' responsiveness, agile teams have proliferated in diverse sectors of practice and streams of research. However, scholars also indicate that agile teams, their way of working, and how they achieve effectiveness seem to be an undertheorized phenomenon. To better account for and understand how agile teams reach effectiveness, we aim to compile, organize, and synthesize the agile team literature using the IMOI model as a theoretical anchoring point. We systematically reviewed 74 studies on agile teams and identified their key input, mediating, and outcome factors. This effort has, consequently, allowed us to identify crucial theoretical and methodological gaps in the understanding of how agile teams manage uncertainty and what is needed to close these gaps. Furthermore, we identified three themes relevant to all teams dealing with the management of uncertainty.

What helps Agile remote teams to be successful in developing software? Empirical evidence

Software development firms have specific goals but today's dynamic business environment, especially regarding the use of remote teams, presents great challenges due to uncertainties and multiple risks. This study investigates the facilitators of the success of Agile software development projects delivered by remote teams. We employ a conceptual research model founded on the technology-organization-environment (TOE) framework. The study contributes to the literature by exploring how remote teams affect the success of Agile software development projects. Partial least squares structural equation modeling (PLS-SEM) analysis of the data collected from 198 IT professionals revealed that perceived pressure from government, job performance, and team satisfaction are significant in explaining these projects’ success.

It’s About Time! Understanding the Dynamic Team Process-Performance Relationship Using Micro- and Macroscale Time Lenses

Although team processes are conceptualized as temporal phenomena, our theoretical understanding of their unfolding over time is underdeveloped, particularly when “zooming in and out” into their dynamics using different temporal lenses. Team processes might unfold differently over extended project cycles (i.e., macroscale time lens) versus over brief events (microscale time lens). Our goal was to better understand temporal changes of three critical higher-order team processes (i.e., transition, action, and interpersonal processes) over both extended periods (i.e., longer project cycles) and brief time spans (i.e., recurring stand-up meetings). Focusing on two agile software teams, we indexed team processes across these two time spans using computer-aided text analysis (CATA) of meeting transcripts. Macroscale time span processes were captured across 10 sprints (30-week project cycle). Microscale time spans were captured with data from brief stand-up meetings (i.e., using 10 equidistant time intervals from 40 meetings). From a macroscale time lens (i.e., project cycle), an increase in action processes in the early project phase was associated with increases in performance. From a microscale time lens, changes in transition and interpersonal processes around mid-meeting phases were associated with differences in performance. Qualitative analyses of meeting midpoints revealed key differences in proactive planning and interpersonal processes. We discuss how our results provide novel insights for team process dynamics in relation to micro- and macroscale time spans.

Agile Project Planning and Execution in Large-Scale IT Projects

Agile methods have changed project management, particularly for major IT projects. This abstract examines Agile project planning and execution in complex IT settings, where size and scope bring distinct problems. Traditional project management methods struggle to handle major IT projects' fast changes and complexity. Agile's focus on flexibility, collaboration, and customer-centricity makes it ideal for these situations due to its adaptability. Agile planning breaks complicated IT project needs into manageable components or iterations in large-scale initiatives. Iterative development keeps projects manageable and adaptable. Agile stresses frequent feedback loops, where each iteration is examined, to help teams change and realign their objectives. Large IT projects need ongoing feedback since mistakes may be costly and team alignment is essential. Cross-functional teams are crucial to Agile in big projects. Agile fosters cross-disciplinary cooperation, which is crucial in big IT environments where development, operations, security, and business teams must collaborate. Teams meet regularly, called'scrums,' to review progress, identify barriers, and plan future actions. With its focus on openness and responsibility, the scrum structure keeps team members aligned and the project on pace. Resource management is another important part of Agile project planning for big IT projects. Agile resource allocation is dynamic, unlike set schedules. Large IT projects, where resource demands vary fast, need this flexibility. Thus, agile techniques reduce waste and ensure teams have what they need at each project stage by optimizing resource utilization. Large Agile project execution involves risk management. Due to Agile's iterative structure, teams may regularly analyze risk and address problems before they become significant. Risks may be exacerbated in big IT projects, thus proactive risk management is crucial. Agile teams see risks as opportunities to improve, promoting continual learning and adaptability.

Implementing Agile Methodologies in Data Warehouse Projects

Agile techniques have transformed project management and software development by stressing flexibility, collaboration, and customer-centricity. Data warehouse initiatives have traditionally used a waterfall methodology, which may delay, cost more, and misalign with business needs. Agile techniques are applied to data warehouse projects in this article, examining their pros and cons. The study starts with Agile fundamentals including iterative development, incremental delivery, and adaptive planning. It compares these concepts with the linear, sequential waterfall approach employed in data warehousing. Agile approaches like Scrum or Kanban may help data warehouse projects adapt to changing business demands and improve results. The report recommends creating cross-functional Agile teams with data administration, analytical, and development competence to execute Agile in data warehouses. Collaborative teams encourage communication and feedback loops. Sprints, stand-ups, and retrospectives help data warehousing teams make quick changes and meet business goals, according to the report.

Agility in virtual environments: the socio-technical approach of distributed agile teams

PurposeThis study aims to understand how distributed agile teams (DATs), encouraged by globalisation, and recently accelerated by the COVID-19 outbreak, adopt agile practices to achieve project goals by working virtually.Design/methodology/approachThis study developed a multiple-case study involving four companies undergoing several changes, especially during the COVID-19 pandemic. The authors collected data mainly through in-depth, face-to-face interviews with seven key informants. Moreover, this study operates data triangulation by referring to secondary data sources and developing a grounded theory data analysis.FindingsThe findings highlight three main categories associated with the DAT functioning, namely, “DATs’ implementation issues”, “elements supporting DATs’ implementation” and “outcomes of DATs’ implementation”, that show DATs’ primary triggers, critical aspects and supportive actions for team functioning.Research limitations/implicationsThis paper produced valuable theoretical knowledge of DATs’ dynamics within a socio-technical approach that distinguishes soft and hard variables supporting DAT implementation. Moreover, the evidence provides useful suggestions for managers about creating an objective-oriented virtual work environment based on DATs’ self-organisation, digitally shared leadership and occasional on-site socialisation.Originality/valueThis paper provides new and interesting insights that bring to evidence the main variables related to DATs’ adoption and dynamics, showing supporting activities that enhanced their operativity. It provides a valuable descriptive framework for academics and practitioners to understand DATs’ functioning better and take action to improve their implementation.

Shared leadership in MNC agile software teams: The role of team leadership style and attitude to sport

This study investigates whether and how vertical leader transformational and transactional styles impact team members' perceptions of shared leadership. It also investigates the mediating role of a leader's attitude to sport on these relationships. Using a matched sample of 154 team leaders and 354 team members from agile teams in two MNCs located in Ireland and China, we found that both vertical transformational and transactional leadership were linked to team members' shared leadership behavior; however, the impact of transformational leadership was significantly greater. We also found that a vertical team leader's attitude to sports, and specifically the pleasure and participation attitude, positively mediated the relationship between transformational and transactional leadership and shared leadership behavior. This contrasted with the power and performance sports attitude, which mediated both transformational and transactional leadership styles, but for which the impact of transactional leadership on shared leadership became negative. We extend research on the antecedents of shared leadership and the important role that both a vertical leader's style and attitudes play within an agile software team. We discuss implications for theory and practice.

Toward a theory of team resource mobilization: A systematic review and model of sustained agile team effectiveness

The notion of resources is central to many theories in HRM and applied psychology. Prominent resource-based theories in HRM tend to focus on issues related to accessing resources at the firm-level (e.g., resource-based view of the firm) or the employee-level (e.g., job demands - resources theory). However, at the team-level, the critical issue is often a matter of resource mobilization rather than resource access. Previous research has discovered that a team's ability to use resources effectively is indicative of collective intelligence. Instead of explaining this ability with a latent collective intelligence factor, we argue that teams can develop this ability by using agile work practices (AWPs). Through a systematic review of the agile team literature, we describe how agile teams mobilize resources embedded in the internal and external environment to achieve sustained team effectiveness. Generalizing beyond the agile team context, we propose a model that introduces team-internal and team-external resource mobilization as unique predictors of sustained team effectiveness. We further propose that resource mobilization is strengthened by challenge demands (e.g., work complexity) and weakened by hindrance demands (e.g., role conflict). We hope our model of sustained team effectiveness inspires future research into how teams can perform effectively across multiple episodes, without this going at the cost of members' health and well-being.

The role of psychological safety in promoting software quality in agile teams

Psychological safety continues to pique the interest of scholars in a variety of disciplines of study. Recent research indicates that psychological safety fosters knowledge sharing and norm clarity and complements agile values. Although software quality remains a concern in the software industry, academics have yet to investigate whether and how psychologically safe teams provide superior results. In this study, we explore how psychological safety influences agile teams’ quality-related behaviors aimed at enhancing software quality. To widen the empirical coverage and evaluate the results, we chose a two-phase mixed-methods research design with an exploratory qualitative phase (20 interviews) followed by a quantitative phase (survey study, N = 423). Our findings show that, when psychological safety is established in agile software teams, it induces enablers of a social nature that advance the teams’ ability to pursue software quality. For example, admitting mistakes and taking initiatives equally help teams learn and invest their learning in their future decisions related to software quality. Past mistakes become points of reference for avoiding them in the future. Individuals become more willing to take initiatives aimed at enhancing quality practices and mitigating software quality issues. We contribute to our endeavor to understand the circumstances that promote software quality. Psychological safety requires organizations, their management, agile teams, and individuals to maintain and propagate safety principles. Our results also suggest that technological tools and procedures can be utilized alongside social strategies to promote software quality.

Navigating role identity tensions — IT project managers’ identity work in agile information systems development

ABSTRACT While the management of traditional, plan-based information systems development (ISD) projects lies with the information technology project manager (ITPM), this role is challenged in agile ISD team settings, characterised by self-managed and autonomous teams. Driven by the potential for individual, project, and organisational benefits through a deeper comprehension of these challenges, our study draws upon role identity theories to uncover identity tensions that this role creates and ways in which ITPMs engage in identity work to resolve these tensions. We conducted an in-depth, qualitative study involving interviews with ITPMs operating within agile ISD teams embedded in traditionally-managed organisations. A central contribution of our paper lies in the development of a theoretical model that unpacks how ITPMs navigate identity work tensions by engaging in specific identity work activities. By revealing the interplay between ITPMs’ role identity tensions, identity work activities, and contextual factors, our study moves beyond purely descriptive accounts and offers a nuanced understanding of the emotional and behavioural dimensions of ITPMs in their liminal position. Additionally, our work underscores the pivotal role of ITPMs as boundary spanners, bridging the gap between traditional and agile governance structures to drive digital transformation. For practitioners, we provide agile ISD team design recommendations.

The Impact of Teamwork Quality (TWQ) on Agile Software Development Team Performance

Purpose: The study examined the extent to which teamwork quality (TWQ) impacts team performance in the Agile software development space in the U.S. and how the TWQ factors (Communication, coordination of expertise, cohesion, trust, mutual support & value sharing) are ranked in terms of importance to team performance Materials and Methods: The study used correlation and regression analysis to determine the degree of the relationship and the effect of the extended TWQ factors on Agile software team performance. Additionally, the study assessed the relative importance of the TWQ factors to team performance. Participants in the study included IT workers from the software development team in U.S. companies with in-house teams using the Agile methodology. Data was collected using an online survey through survey monkey. The data was presented through descriptive statistics and analyzed using regression analysis. Findings: The study found all the extended TWQ factors were strongly correlated to the team performance. The analysis showed that a statistically significance predictive relationship exists between the extended TWQ factors and Agile software development team performance. However, only mutual support and value sharing contributed statistically significantly to the model. Among these factors, mutual support was ranked as the most important TWQ factor in relation to team performance, while trust was ranked as the least. Implications to Theory, Practice and Policy: This empirical study tested and extended the TWQ model on team performance in the Agile software development space in the U.S. for software development teams and how these TWQ factors are ranked in terms of importance to team performance. The findings provide insight to project teams and team leaders, product owners, scrum masters, and project managers about the TWQ model from the perspective of agile software development teams. The findings also address the critical TWQ factors that are needed for building effective and efficient Agile software development teams.

Organizational trends: Agile teams or interdisciplinary teams

La estructura de trabajo actual de las organizaciones ha expuesto la necesidad de requerir equipos que gestionen proyectos y desarrollen productos para trabajar en entornos complejos, con constantes modificaciones y solicitudes, utilizando metodologías que permitan alcanzar los objetivos deseados con mayor productividad, generando ventaja competitiva. El objetivo del presente artículo es revisar cómo las organizaciones, enfocándose en la innovación y en la adaptación, han pasado de enfatizar los pasos y ciclos a perseguir la entrega de valor continuo y aprovechar la diversidad del conocimiento para alcanzar metas. Para ello, se han revisado diversas teorías e investigaciones relacionadas a los equipos interdisciplinarios y equipos ágiles, dos nuevas formas de colaboración en las organizaciones, explorando sus dimensiones y características específicas. Asimismo, este artículo busca resaltar su importancia en las organizaciones con la finalidad de generar un impacto positivo en los distintos frentes de la gestión empresarial. Se concluye exponiendo la sinergia potencial que se encuentra en los equipos interdisciplinarios y en los equipos ágiles, siendo posible crear equipos que tengan ambas características; es decir, la colaboración entre disciplinas y la capacidad de respuesta rápida y adaptable de los equipos ágiles.

Bibliometric Analysis of Trends and Developments in Agile Project Management

This study employs a comprehensive bibliometric analysis to explore the evolution, trends, and research networks within the field of Agile Project Management (APM). Utilizing data from prominent academic databases and visualized through VOSviewer, this paper identifies thematic clusters that highlight foundational Agile principles, strategic implementations, team dynamics, and technical aspects of APM. The research trends over the past decade demonstrate a significant shift from basic Agile methodologies towards advanced topics like risk and cost management, reflecting the field's maturation and adaptation to diverse and complex environments. The analysis also uncovers substantial research opportunities in integrating Agile practices with cost management, applying Agile in non-traditional fields, and developing sophisticated risk management strategies. Moreover, an examination of author collaboration networks reveals distinct clusters of scholarly activity and highlights influential researchers and their interrelationships. This study provides valuable insights into the dynamic landscape of Agile Project Management research, underscoring both established areas and emerging frontiers for future exploration.

Agile governance practices by aligning CMMI V2.0 with portfolio SAFe 5.0

Agile is now a mainstream approach used by developer teams at software organizations. However, many of these organizations still employ traditional governance methods, negatively impacting agile team performance, quality and morale. To address this issue, we applied the Design Science Research Framework to develop Agile governance guidelines by harmonizing CMMI V2.0 and SAFe 5.0. Specifically, we matched CMMI V2.0 governance practices to SAFe 5.0 roles, practices and artefacts. The resulting guidelines were validated, first by means of a survey and then through interviews with process improvement practitioners and agile experts who worked on a fictitious case study. The survey participants, especially those more familiar with SAFe practices, stated that the proposed harmonization was meaningful. Agile experts participating in the case study confirmed that the proposed guidelines were practical and comprehensive, as well as consistent and complete. Pending further empirical validation, these guidelines constitute a crucial step towards Agile governance.

Exploring emergent leadership in agile teams: network dynamics, roles and skills at the individual level

PurposeLeadership research has traditionally focused on formal leadership; however, leaders may emerge in informal settings in self-managed teams, and little is known about who emergent leaders are and what their characteristics are. This study investigates emergent leaders' behaviors, roles, skills, and leadership style, drawing on a multi-method approach.Design/methodology/approachWe first identify emergent leaders using social network analysis and aggregation approaches. Second, we investigate emergent leaders' characteristics using interviews with forty agile team members in five organizations.FindingsResults indicate different roles of emergent leaders (i.e. coach, liaisons), leadership styles (i.e. supportive), skills (i.e. culturally intelligent, strategist), and influencing factors (i.e. personality, technical knowledge, social circle).Originality/valueWe contribute by identifying emergent leaders through multiple identification methods (i.e. network analysis, aggregation), and then through identifying their various characteristics, we contribute to leadership literature as well as idiosyncrasy-credit theory. We also add to agile-leadership theory, showing that multiple informal leaders may emerge within agile teams. Finally, our findings have practical implications for self-managed teams, informal group settings, organizational change professionals, and organizations with horizontal structures.