Kropp, Martin
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Waste self-reporting for software development productivity improvement
Little research has been done on enabling software development teams to self-report waste to assist in productivity improvement. This study created a waste categorization and survey for teams to identify and quantify wasteful activities. Developers from a Swiss company used the survey for three weeks. Participants found the survey helpful for identifying waste but there was little evidence that self-reported waste correlated with improved performance.
The Effects on social support and work engagement with scrum events
One of the core values of the Agile Manifesto is “individuals and interactions over processes and tools.” Scrum implements interaction through key events (Sprint, Sprint Planning, Daily Scrum, Sprint Review, and Retrospective). There is limited work done on how these events influence perceived social support and work engagement. This paper examines perceived social support as a strengthening factor on work engagement in an agile work environment. Drawing upon the Job Demands-Resource Model, the research question is how do Scrum events relate to social support and what effect do they have on work engagement? We conducted an online survey with 132 Scrum professionals and analyzed the data using structural equation modelling. Results show that the Scrum event Retrospective strengthened social support. Moreover, social support is positively related to work engagement. The research contributes to the limited empirical understanding on perceived social support as well as work engagement in an agile work environment. It provides companies with an understanding of the importance of Retrospectives as a Scrum event.
Stress in Agile Software Development: Practices and Outcomes
Stress is an important workplace issue, affecting both the health of individuals, and the health of organizations. Early advocacy for Agile Software Development suggested it might help avoid stress, with practices that emphasize a sustainable pace, and self-organizing teams. Our analysis of a 2014 survey, however, suggested that stress might still be commonplace in Agile teams, especially for those with less experience. We also noticed that newcomers to Agile emphasized technical, rather than collaborative, practices, and speculated this might explain the stress. We explored this in our analysis of a follow-up survey conducted in 2016, and report our findings in this paper. We show that there are a variety of factors involved, and that avoiding stress is associated with both collaborative and technical practices, and a range of outcomes.
Measuring Software Delivery Performance Using the Four Key Metrics of DevOps
The Four Key Metrics of DevOps have become very popular for measuring IT-performance and DevOps adoption. However, the measurement of the four metrics deployment frequency, lead time for change, time to restore service and change failure rate is often done manually and through surveys - with only few data points. In this work we evaluated how the Four Key Metrics can be measured automatically and developed a prototype for the automatic measurement of the Four Key Metrics. We then evaluated if the measurement is valuable for practitioners in a company. The analysis shows that the chosen measurement approach is both suitable and the results valuable for the team with respect to measuring and improving the software delivery performance.
Satisfaction and its correlates in agile software development
In this paper we address the topic of software development team members satisfaction with their development process. We present an in-depth analysis of the results of a nationwide survey about software development in Switzerland. We wanted to find out if satisfaction relates to the applied development method, and to the use of various practices, and impacts on business, team and software issues. We found that higher satisfaction is reported more by those using Agile development than with plan-driven processes. We explored the different perspectives of developers and those with a management role and found a high consistency of satisfaction between Agile developers and Agile management, and differences with those using working plan-driven methods. We found that certain practices and impacts have high correlations to satisfaction, and that collaborative processes are closely related to satisfaction. We then explored the relationship between satisfaction and various other perspectives. Our results in this analysis are principally descriptive, but we think they can be a relevant contribution to understand the challenges for everyone involved in Agile development.
Visualizing progress tracking for software teams on large collaborative touch displays
Satisfaction, Practices, and Influences in Agile Software Development
The principles behind the Agile Manifesto begin with "Our highest priority is to satisfy the customer...". It also states that Agile projects should be build around motivated and self-organized teams, which might also lead to more satisfied developers. Several studies indeed report an increased job satisfaction by anecdotal evidence. In this paper we address the topic of satisfaction by in-depth analysis of the results of a nationwide survey about software development in Switzerland. We wanted to find out if satisfaction depends on the applied development method, and, more concrete, how satisfaction relates to other elements in the development process, including the use of various practices, and the influences on business, team and software issues.