Communication Patterns and Strategies in Software Development Communities of Practice

Some of the greatest challenges in the relatively new field of software development lie in the decidedly old technology of communication between humans. Software projects require sophisticated and varied communication skills because software developers work in a world of incomplete, imperfect information where teams evolve rapidly in response to evolving requirements and changing collaborators. While prescriptive models for software process such as Agile suggest ways of doing, in reality these codified practices must adapt to the complexities of a real workplace. Patterns, rather than rules of behavior within software process are more suitable to the varied and mutable nature of software development. Software development communities are also learning communities, attempting to sustain themselves through internal ambiguity and external changes. We study different types of software development communities to fulfill our goal of understanding how these communities implement and evolve different communication strategies to sustain themselves through change. We observe student software development projects, open source software development, and a professional, rigorously Agile software development community. We employ Wenger\u27s concept of Community of Practice to frame our understanding, especially focusing on the notions of identity, participation, reification, negotiation of meaning and trajectory of the participants of the software development communities. From these different sources, we identify the emergent themes of mentoring and knowledge management as critical for sustainable communities. Through our long running, immersive, participant observer, ethnographic study of the Agile software development community, we contribute both a quantitative and qualitative analysis of the their communication practices and depict the evolving nature of their onboarding and mentoring strategies. We share our experience of implementing such an immersive industry ethnographic study. We employ a pattern language approach to capturing, analyzing and representing our results, thereby contributing and relating to the larger bodies of work in Scrum and Organizational Patterns. This work also informs our concurrent efforts to enhance our undergraduate computer science and software engineering curriculum, exposing students to the communication challenges of real software development and help them to develop skills to meet these challenges through practice in inquiry, critique and reflection

Teacher competence development – a European perspective

This chapter provides an European perspectives on teacher competence development

Community-based mentoring and innovating through Web 2.0

The rise of social software, often termed Web 2.0, has resulted in heightened awareness of the opportunities for creative and innovative approaches to learning that are afforded by network technologies. Social software platforms and social networking technologies have become part of the learning landscape both for those who learn formally within institutions, and for those who learn informally via emergent web-based learning communities. As collaborative online learning becomes a reality, new skills in communication and collaboration are required in order to use new technologies effectively, develop real digital literacy and other 21st century skills

Assessment strategy for virtual teams undertaking the EWB Challenge

[Abstract]: The Engineers without Borders (EWB) Challenge has been incorporated into a core first year course in the Faculty of Engineering and Surveying at University of Southern Queensland. This paper examines an assessment strategy which supports developing a team and problem solving process as well as the final outcome for the team. The assessment strategy aims to encourage teams and individual students to develop practices and strategies which can be used in other projects and problem solving situations as well as producing this one team report in one course. The team and problem solving process is critical as the majority of our teams work as virtual teams having no face to face contact with either other team members or facilitator. Significant emphasis is placed on developing strategies for virtual team work and encouraging individual student learning in line with individual learning goals set with consideration of prior knowledge and experience

Culture dimensions in software development industry: The effects of mentoring

Software development is a human centric and sociotechnical activity and like all human activities is influenced by cultural factors. However, software engineering is being further affected because of the globalization in software development. As a result, cultural diversity is influencing software development and its outcomes. The software engineering industry, a very intensive industry regarding human capital, is facing a new era in which software development personnel must adapt to multicultural work environments. Today, many organizations present a multicultural workforce which needs to be managed. This paper analyzes the influence of culture on mentoring relationships within the software engineering industry. Two interesting findings can be concluded from our study: (1) cultural differences affect both formal and informal mentoring, and (2) technical competences are not improved when implementing mentoring relationships

Pay It Forward: Guidance for Mentoring Junior Scholars

Based on interviews with William T. Grant Scholars Program mentors and mentees in the social, behavioral, and health sciences, explores building mentoring relationships, mentoring across differences, supporting career development, and managing conflict

TeachOregon: Year 2 Evaluation Report

Foundations for a Better Oregon and the Chalkboard Project launched TeachOregon in 2012 to provide the opportunity for university teacher preparation programs and their community college and school district partners to work together to cocreate and pilot innovative models for collaborative, needs driven teacher preparation. The evaluation for the 3 year project is assessing (1) program implementation through a process study and (2) short term program outcomes through an impact study. The first two years of the TeachOregon initiative have featured important shifts in practice and an ongoing focus on a road set of interventions. The highlights of the Year 2 process study, based primarily on project teams' focus group descriptions of Year 2 work, can be summarized as follows.  TeachOregon grantees continue to be actively engaged and highly committed to implementing the road set of interventions introduced during Year 1. TeachOregon grantees report positive changes are taking place in each of the blueprint areas. Partners are planning for TeachOregon activities to continue beyond the grant.TeachOregon provides a framework and resources for responding to externally driven changes (e.g., edTPA, program accreditation).Partners are successfully navigating leadership changes and internal and external communication challenges.Partners are working to overcome internal and institutional barriers to change.Collecting and reporting data required for the impact evaluation presented significant challenges to the grantees. In some cases, partners had never reviewed and shared components of their data