Mitigating communication‐related process loss in agile teams. A case study on common ground and role‐based interaction
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Author (Corporation)
Publication date
2026
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01A - Journal article
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Journal of Software: Evolution and Process
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Volume
38
Issue / Number
3
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Publisher / Publishing institution
Wiley
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Abstract
Agile software development frameworks such as Scrum were designed around structured communication ceremonies intended to keep teams aligned. Yet the alignment fostered by ceremonies does not automatically translate into a shared understanding, leaving a gap that remains a major source of communication‐related process inefficiency. This case study investigates how a lack of common ground undermines effective collaboration—a key driver of project success in Agile settings. Based on semi‐structured interviews with experienced Agile team leaders, the study reveals that Agile ceremonies alone are indeed insufficient to ensure the knowledge sharing and common ground necessary for efficient collaboration. The findings highlight the need to distinguish communication purposes across stakeholder roles, introducing the concept of role‐based communication interfaces as a means of strengthening shared understanding of objectives, requirements, and priorities. By viewing Agile teams as social systems, this study identifies targeted strategies to mitigate process loss through structured, purpose‐driven communication frameworks. The study contributes to the understanding of how Agile practices can evolve to better address communication challenges, offering practical guidance for improving software development processes in real‐world team environments.
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ISBN
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2047-7473
2047-7481
2047-7481
Language
English
Created during FHNW affiliation
Yes
Strategic action fields FHNW
Publication status
Published
Review
peer-reviewed
Open access category
Hybrid
Citation
Vitacco, J., & Bosshard, T. (2026). Mitigating communication‐related process loss in agile teams. A case study on common ground and role‐based interaction. Journal of Software: Evolution and Process, 38(3). https://doi.org/10.1002/smr.70096