Group Process Losses in Agile Software Development Decision Making

The importance of effective decision making in organisations has been well documented. Despite the many benefits associated with groupwork, groups are often subjected to process losses such as groupthink, which in turn have a negative impact on group decision making. Limited prior research has suggested that such process losses may be even more prevalent in agile software development characterised by highly cohesive, self-managing teams. This study is one of the first to rigorously investigate the group process losses most prevalent in agile software development teams and assesses how the implementation of agile practices can reduce the impact or occurrence of such losses.

Resource-Based View, Knowledge-Based View and the Performance of Software Development Companies

Software development companies face a globalized, highly competitive and turbulent environment, where efficiency, efficacy and innovation capacity are critical for survival. In this context, small and medium enterprises (SMEs) tend to suffer the most due to the scarcity of resources to which they are usually subjected and their dependence on a few more powerful customers. This paper describes the elaboration and test of a model that draws on the resource-based view and knowledge-based view to explain the differences in performance of software SMEs. The analysis of data collected from 265 Brazilian companies suggests that: absorptive capacity contributes significantly to the development of a company’s stock of technological knowledge; the flexibility of the IT infrastructure, managerial capacity, and IT technological knowledge are strong predictors of software development performance; and organizational performance is positively influenced by software development performance and managerial capacity. The implications of these findings are then discussed.

Aligning organizational values in systems development projects

Purpose

The purpose of this paper is to examine the antecedents and implications of aligning the organizational values embedded in a systems development approach (e.g. agile) with the organizational values of project team members.

Design/methodology/approach

A qualitative case study approach is used to examine systems development project teams at three organizations, each using a development approach that incorporates different organizational value dimensions. Interviews were conducted with developers, systems analysts, and managers regarding their systems development experiences. A structured coding of the interview transcripts was then completed to enable analysis of value dimensions.

Findings

By comparing the dominant values between the project teams and their development approach, varying degrees of alignment were identified. Where alignment is high, perceptions of the systems development process are associated with satisfaction and enthusiasm; where alignment is low, perceptions focus on frustration and discontent.

Research limitations/implications

Based on the study's findings, four propositions pertaining to the antecedents and implications of IS values alignment are outlined for examination in future research.

Practical implications

The findings from this study can aid managers who are considering the use of a new systems development approach or evaluating the effectiveness of their current approach. By determining the degree of information systems (IS) values alignment, organizations may be able to customize their development approach to be more consistent with the team's values, in order to minimize negative development process perceptions and increase project performance.

Originality/value

This research extends past studies of organizational values and alignment by introducing the concept of IS values alignment.