Autonomous agile teams: Challenges and future directions for research

According to the principles articulated in the agile manifesto, motivated and empowered software developers relying on technical excellence and simple designs, create business value by delivering working software to users at regular short intervals. These principles have spawned many practices. At the core of these practices is the idea of autonomous, self-managing, or self-organizing teams whose members work at a pace that sustains their creativity and productivity. This article summarizes the main challenges faced when implementing autonomous teams and the topics and research questions that future research should address

An Empirical Investigation of Pull Requests in Partially Distributed BizDevOps Teams

In globally distributed projects, virtual teams are often partially dispersed. One common setup occurs when several members from one company work with a large outsourcing vendor based in another country. Further, the introduction of the popular BizDevOps concept has increased the necessity to cooperate across departments and reduce the age-old disconnection between the business strategy and technical development. Establishing a good collaboration in partially distributed BizDevOps teams requires extensive collaboration and communication techniques. Nowadays, a common approach is to rely on collaboration through pull requests and frequent communication on Slack. To investigate barriers for pull requests in distributed teams, we examined an organization located in Scandinavia where cross-functional BizDevOps teams collaborated with off-site team members in India. Data were collected by conducting 14 interviews, observing 23 entire days with the team, and observing 37 meetings. We found that the pull-request approach worked very well locally but not across sites. We found barriers such as domain complexity, different agile processes (timeboxed vs. flow-based development), and employee turnover. Using an intellectual capital lens on our findings, we discuss barriers and positive and negative effects on the success of the pull-request approach

A study of the Scrum Master’s role

Scrum is an increasingly common approach to software development adopted by organizations around the world. However, as organizations transition from traditional plan-driven development to agile development with Scrum, the question arises as to which Scrum role (Product Owner, Scrum Master, or Scrum Team Member) corresponds to a Project Manager, or conversely which Scrum role should the Project Managers adopt? In an attempt to answer this question, we adopted a mixed-method research approach comprising a systematic literature review and embedded case study of a commercial software development team. Our research has identified activities that comprise the Scrum Master role, and which additional roles are actually performed by Scrum Masters in practice. We found nine activities that are performed by Scrum Masters. In addition, we found that Scrum Masters also perform other roles, most importantly as Project Managers. This latter situation results in tension and conflict of interest that could have a negative impact on the performance of the team as a whole. These results point to the need to re-assess the role of Project Managers in organizations that adopt Scrum as a development approach. We hypothesize that it might be better for Project Managers to become Product Owners, as aspects of this latter role are more consistent with the traditional responsibilities of a Project Manager

Teamwork Quality and Team Performance: Exploring Differences Between Small and Large Agile Projects

Agile principles were originally developed for small projects but are now widely used in larger projects with hundreds of developers. Teamwork quality is essential in any development work, but how does teamwork quality differ in small and large agile projects? We report from an explorative survey with 64 agile teams and 320 team members and team leaders, from 31 teams in small projects and 33 teams in large projects. For small projects, teamwork quality was considered by both team members and team leaders to primarily affect product quality. For large projects, the effect of teamwork quality on product quality was positive when it was rated by team members but was negative when rated by team leaders. At a finer granularity, the six dimensions of teamwork quality that we investigated affected team performance differently in small and large projects. These findings question to what extent findings from previous studies on teamwork in agile development in small projects apply to large projects.publishedVersio

Prevalence and Correlates of Common Mental Disorders among Mothers of Young Children in Kilimanjaro Region of Tanzania.

Although poor maternal mental health is a major public health problem, with detrimental effects on the individual, her children and society, information on its correlates in low-income countries is sparse. This study investigates the prevalence of common mental disorders (CMD) among at-risk mothers, and explores its associations with sociodemographic factors. This population-based survey of mothers of children aged 0-36 months used the 14-item Shona Symptom Questionnaire (SSQ). Mothers whose response was "yes" to 8 or more items on the scale were defined as "at risk of CMD." Of the 1,922 mothers (15-48 years), 28.8% were at risk of CMD. Risk of CMD was associated with verbal abuse, physical abuse, a partner who did not help with the care of the child, being in a polygamous relationship, a partner with low levels of education, and a partner who smoked cigarettes. Cohabiting appeared to be protective. Taken together, our results indicate the significance of the quality of relations with one's partner in shaping maternal mental health. The high proportion of mothers who are at risk of CMD emphasizes the importance of developing evidence-based mental health programmes as part of the care package aimed at improving maternal well-being in Tanzania and other similar settings

Information flows at inter-team boundaries in agile information systems development

Agile software development methods are being used on larger projects thus the study of inter-team communication are becoming an important topic of interest for researchers. This research addresses inter-team communication by exploring the tools and three different boundaries, inter-team, team and customers, and geographically separated teams. In this research, we gathered data from semi-structured face-to-face interviews which were analyzed following the grounded theory approach. Our study reveals consensus from different teams on the importance of virtual Kanban boards. Also, some teams members tend to adapt to other teams’ preferred communication tool. We observed challenges around interdependent user stories among the different teams and highlighted the problems that rise at the different boundaries. Keywords: agile information system development • inter-team communication • agile team boundary • communication • agile methods • cooperating agile team

Exploring Norms in Agile Software Teams

The majority of software developers work in teams and are thus influenced by team norms. Norms are shared expectations of how to behave and regulate the interaction between team members. Our aim of this study is to gain more knowledge about team norms in software teams and to increase the understanding of how norms influence teamwork in agile software development projects. We conducted a study of norms in four agile teams located in Norway and Malaysia. The analysis of 22 interviews revealed that we could extract a varied set of both injunctive and descriptive norms. Our results suggest that team norms have an important role in enabling team performance.acceptedVersio

The prevalence, incidence and risk factors of herpes simplex virus type 2 infection among pregnant Zimbabwean women followed up nine months after childbirth

Background Herpes simplex virus type 2 (HSV-2) is the leading cause of genital ulcer disease worldwide. The virus can be transmitted to neonates and there are scarce data regarding incidence of HSV-2 among women in pregnancy and after childbirth. The aim of this study is to measure the incidence and risk factors for HSV-2 infection in women followed for 9 months after childbirth. Methods Pregnant women were consecutively enrolled late in pregnancy and followed at six weeks, four and nine months after childbirth. Stored samples were tested for HSV-2 at baseline and again at nine months after childbirth and HSV-2 seropositive samples at nine months after childbirth (seroconverters) were tested retrospectively to identify the seroconversion point. Results One hundred and seventy-three (50.9%) of the 340 consecutively enrolled pregnant women were HSV-2 seronegative at baseline. HSV-2 incidence rate during the 10 months follow up was 9.7 (95% CI 5.4-14.4)/100 and 18.8 (95% CI 13.9-26.1)/100 person years at risk (PYAR) at four months and nine months after childbirth respectively. Analysis restricted to women reporting sexual activity yielded higher incidence rates. The prevalence of HSV-2 amongst the HIV-1 seropositive was 89.3%. Risk factors associated with HSV-2 seropositivity were having other sexual partners in past 12 months (Prevalence Risk Ratio (PRR) 1.8 (95% CI 1.4-2.4) and presence of Trichomonas vaginalis (PRR 1.7 95% CI 1.4-2.1). Polygamy (Incidence Rate Ratio (IRR) 4.4, 95% CI 1.9-10.6) and young age at sexual debut (IRR 3.6, 95% CI 1.6-8.3) were associated with primary HSV-2 infection during the 10 months follow up. Conclusions Incidence of HSV-2 after childbirth is high and the period between late pregnancy and six weeks after childbirth needs to be targeted for prevention of primary HSV-2 infection to avert possible neonatal infections

Understanding Work Practices of Autonomous Agile Teams: A Social-psychological Review

The purpose of this paper is to suggest additional aspects of social psychology that could help when making sense of autonomous agile teams. To make use of well-tested theories in social psychology and instead see how they replicated and differ in the autonomous agile team context would avoid reinventing the wheel. This was done, as an initial step, through looking at some very common agile practices and relate them to existing findings in social-psychological research. The two theories found that I argue could be more applied to the software engineering context are social identity theory and group socialization theory. The results show that literature provides social-psychological reasons for the popularity of some agile practices, but that scientific studies are needed to gather empirical evidence on these under-researched topics. Understanding deeper psychological theories could provide a better understanding of the psychological processes when building autonomous agile team, which could then lead to better predictability and intervention in relation to human factors

Biallelic mutations in IRF8 impair human NK cell maturation and function

Human NK cell deficiencies are rare yet result in severe and often fatal disease, particularly as a result of viral susceptibility. NK cells develop from hematopoietic stem cells, and few monogenic errors that specifically interrupt NK cell development have been reported. Here we have described biallelic mutations in IRF8, which encodes an interferon regulatory factor, as a cause of familial NK cell deficiency that results in fatal and severe viral disease. Compound heterozygous or homozygous mutations in IRF8 in 3 unrelated families resulted in a paucity of mature CD56dim NK cells and an increase in the frequency of the immature CD56bright NK cells, and this impairment in terminal maturation was also observed in Irf8–/–, but not Irf8+/–, mice. We then determined that impaired maturation was NK cell intrinsic, and gene expression analysis of human NK cell developmental subsets showed that multiple genes were dysregulated by IRF8 mutation. The phenotype was accompanied by deficient NK cell function and was stable over time. Together, these data indicate that human NK cells require IRF8 for development and functional maturation and that dysregulation of this function results in severe human disease, thereby emphasizing a critical role for NK cells in human antiviral defense