Fig 1 - uploaded by Tore Dybå
Content may be subject to copyright.
![The proposed model of " Big Five " in teamwork by Salas et al. [16]](profile/Tore-Dyba/publication/254040637/figure/fig1/AS:340573622947843@1458210487706/The-proposed-model-of-Big-Five-in-teamwork-by-Salas-et-al-16.png)
Source publication
![Figure 1: Team effectiveness as seen by Salas et al. [9].](profile/Tore-Dyba/publication/254040637/figure/fig2/AS:340573622947844@1458210487744/Team-effectiveness-as-seen-by-Salas-et-al-9_Q320.jpg)
![Fig. 1. The Dickinson and McIntyre teamwork model [13].](profile/Tore-Dyba/publication/254040637/figure/fig3/AS:340573622947845@1458210487805/The-Dickinson-and-McIntyre-teamwork-model-13_Q320.jpg)
Software development is most often done in teams, where human and cooperative aspects are vital for team effectiveness. This has been the topic of study in several disciplines, and in this article we describe three team effectiveness models from other fields. We discuss priorities for future studies on software teams, and ask: Do we need our own ef...
Similar publications
Abstract This paper summarizes the main activities carried out during the last 20 years aimed at developing human and material capacities supporting the creation of a dating laboratory for determining the age of sedimentary deposits using the quartz optically stimulated luminescence technique. Following an analysis of the background conditions that...
Urban landscapes are highly fragmented (leading to the extinction of native species) as well as transformed and disturbed (creating novel environments). Such conditions provide non-native species with opportunities to establish and spread through “urban green areas” (UGAs). UGAs can serve as stepping stones for many alien species to recruit and may...
The hippocampus is an important part of the limbic system in the human brain that has essential roles in spatial navigation and the consolidation of information from short-term memory to long-term memory1,2. Here we use single-cell RNA sequencing and assay for transposase-accessible chromatin using sequencing (ATAC–seq) analysis to illustrate the c...
In addition to providing nutritional and bioactive factors necessary for infant development, human breast milk contains bacteria that contribute to the establishment of commensal microbiota in the infant. However, the composition of this bacterial community differs considerably between studies. We hypothesised that bacterial DNA extraction methodol...
The ex vivo production of platelets depleted of human leukocyte antigen class I (HLA-I) could serve as a universal measure to overcome platelet transfusion refractoriness caused by HLA-I incompatibility. Here, we developed human induced pluripotent cell-derived HLA-I-deficient platelets (HLA-KO iPLATs) in a clinically applicable imMKCL system by ge...
Citations
... Teamwork is considered a crucial factor for success in many contexts, including software development, healthcare and medical management, and sports [1,2,3,4,5]. A widely accepted definition of a team is two or more individuals with specified roles interacting adaptively, interdependently, and dynamically toward a common and valued goal [6]. ...
... Software development requires technical and analytical skills as well as continuous learning to produce high quality results [4,21,31]. Due to the increasing complexity of software projects [19], a division of labor by teamwork has become essential, requiring a range of skills and roles [4] and involving negotiation and communication [26,31]. Effective teamwork is crucial for the success of software projects, and has been associated with communication, coordination, balance of contributions, mutual support, effort, and team cohesion being key factors [28,47,79]. ...
... Teamwork makes it possible to absorb differences in competence among group members and leads to higher commitment, fidelity and quality of work [28]. As already mentioned, it is not only more effective to work in teams, but also a necessity, due to the increasing complexity and size of software projects [26,43]. Moreover, due to the increasing requirements for knowledge, skills, and abilities, individual employees cannot achieve results independently. ...
... Some process models, such as Scrum, require cross-functional teams whose members have all the skills needed to achieve a specific goal [21]. New types of teams, such as distributed teams, work on software development across locations, cultures, and time zones [26,65,88]. Agile process models typically have selfmanaged teams that are smaller and where each member is responsible for both implementing and managing processes [26]. ...
Due to the increasing complexity of software projects, software development is becoming more and more dependent on teams. The quality of this teamwork can vary depending on the team composition, as teams are always a combination of different skills and personality types. This paper aims to answer the question of how to describe a software development team and what influence the personality of the team members has on the team dynamics. For this purpose, a systematic literature review (\(n=48\)) and a literature search with the AI research assistant Elicit (\(n=20\)) were conducted. Result: A person’s personality significantly shapes his or her thinking and actions, which in turn influences his or her behavior in software development teams. It has been shown that team performance and satisfaction can be strongly influenced by personality. The quality of communication and the likelihood of conflict can also be attributed to personality.Keywordsteamworksoftwarepersonalityperformanceelicit
... But the team will not be optimal if it is not balanced with good soft skills such as social or personality. For example, from the explanations of Capretz and Ahmed [16], explained that in a team it is ideal to be able to combine hard skills and soft skills. In addition, Dingsoyr and Dyba9 assert that either hard skills or soft skills can be one of the criteria in the composition of a bad software development project team. ...
... Human capital issues are often neglected in the software industry because of the overestimation of team efficacy over individual self-efficacy, as the occupation leverages the sociotechnical systems to a great extent (Dingsøyr & Dybå, 2012). Thus, job-hopping and attrition are common in this industry (Srirangam Ramaprasad et al., 2018), especially among Gen-Z (Chillakuri et al., 2018). ...
This study applied the social exchange and social identity theories to investigate the association among resonant leadership, self-efficacy, organizational identification, work performance, and turnover intentions in Generation-Z (Gen-Z) software professionals. The study sampled 73 leader-subordinate dyads from 10 large-scale software companies in India through an online survey. Hierarchical linear modeling, including multilevel mediation, was conducted to test the proposed model. The results of this study revealed the cross-level effect of resonant leadership on the work-related outcomes among the Gen-Z software operators based on two psychological mediators, namely, self-efficacy and organizational identification. It suggests that resonant leadership could be the potential driver to manage the predominant psychological factors of the incoming cohort group of Gen-Z software professionals, which yield positive work outcomes. Based on the empirical evidence, the software companies can devise suitable intervention mechanisms to enhance productivity and reduce turnover intentions of the Gen-Z cohort. Thus, this study is a novel attempt to establish a comprehensive theoretical framework that provides a broad scope for future research to investigate the mechanisms which manage the expectations of Gen-Z cohorts.
... Software development can be considered the creation of socio-technical systems consisting of both human and technological aspects. Meanwhile, the problems and required work associated with software development are various and complex, requiring multiple sets of technical skills and roles to complete a job (Dingsøyr and Dybå 2012;Dubinsky and Hazzan 2004;Zhu et al. Nov 2006;Yasrab et al. 2011). ...
It is undeniable that software development is a team-based activity. The quality of the delivered product highly depends on the team configuration. However, selecting an appropriate team to complete a software task is non-trivial, as it needs to consider team compatibility in multiple aspects. While extensive literature introduced multiple team recommendation algorithms, such algorithms are not designed to support the specific roles in software teams. This paper proposes a novel set of metrics for measuring five dimensions of a software team’s effectiveness, including historical collaboration, team cohesiveness, teammate interaction, team members’ expertise, and role experience. Furthermore, Wining Experience-based Software Team RECommendation (WESTREC) is introduced to solve the software team recommendation problem. WESTREC considers multiple aspects of team characteristics, including historical collaboration, team cohesiveness, teammate interaction, project description, team members’ expertise, and role experience. Specifically, given a software project, a machine learning based team scoring function is used along with the Max-Logit algorithm to approximate and recommend suitable software team configurations for the given task. We validate the effectiveness of the WESTREC on real-world software development datasets (i.e., Atlassian and Apache). Furthermore, we study the factors that affect the performance of collaborative software development and propose a method to evaluate the effectiveness of a software team. The results show that WESTREC outperforms state-of-the-art baseline approaches in three out of five groups of team effectiveness metrics associated with different team characteristics in large software systems. Our research findings not only illustrate the efficacy of automatic software team evaluation using machine learning techniques but also serve as building blocks for potential applications that involve automatic team formation and evaluation, such as automatic recommendation of research collaborators and grouping personnel for team-based projects.
... Teamwork, in particular, has been extensively researched in management science. Therefore, agile management is most commonly practiced in teams, where human and cooperative components are critical to team effectiveness [31]. Thus, agile leadership can be considered a set of practices that influence teams to achieve the desired goals. ...
The need for organizations to adapt to constant change means the challenges of implementing an agile strategy. Therefore, the purpose of the study is to analyze the role of agile women leadership and team effectiveness by looking into the mediating effect of interpersonal trust based on a cross-sectional quantitative study with a sample of 269 employees from Poland and Turkey. Questionnaires were distributed to individuals in companies having women leaders or managers. The three questionnaires required the respondents to answer questions regarding the perception of agile leadership, trust and team effectiveness. By using SPSS, demographics, descriptive statistics and tests of normality were determined. Smart PLS version 3.0 was used for confirmatory factor analysis, internal accuracy and validity estimates, hypothesis checking and mediation testing. Results of PLS-SEM indicated interpersonal trust has a full mediation role between agile women leadership in shaping team effectiveness. The population of this study are working for organizations of just two countries; hence, the generalizability of the findings to other settings is unknown. Our findings contribute to the literature on women agile leadership and team effectiveness by demonstrating how the growth in trust to managers contributes to the emergence of team effectiveness and the agile leadership trend over time. This study will therefore contribute to the understanding of organized teams’ effectiveness in the perspective of agile women leadership and trust of supervisors
... Hoegl and Gemuenden, [18] examined the effect of six aspects of teamwork quality (TWQ) on the success of innovative projects such as communication, coordination, the balance of each member contribution, reciprocal support, endeavor, and coherence. In a study conducted by Dingsøyr and Dybå [19], the pros and cons of three team effectiveness models were discussed. All three models concentrated on team effectiveness, especially the internal aspects of the team. ...
Agile methods promise to achieve high productivity and provide high-quality software. Agile software development is the most important approach that has spread through the world of software development over the past decade. Software team productivity measurement is essential in agile teams to increase the performance of software development. Due to the prevalence of agile methodologies and increasing competition of software development companies, software team productivity has become one of the crucial challenges for agile software companies and teams. Awareness of the level of team productivity can help them to achieve better estimation results on the time and cost of the projects. However, to measure software productivity, there is no definitive solution or approach whether in traditional and agile software development teams that lead to the occurrence of many problems in achieving a reliable definition of software productivity. Hence, this study aims to propose a statistical model to assess the team’s productivity in agile teams. A survey was conducted with forty software companies and measured the impact of six factors of the team on productivity in these companies. The results show that team effectiveness factors including inter-team relationship, quality conformance by the team, team vision, team leader, and requirements handled by the team had a significant impact on the team’s productivity. Moreover, the results also state that inter-team relations affect the most on software teams’ productivity. Finally, the model fit test showed that 80% of productivity depends on team effectiveness factors.
... Hoegl and Gemuenden, [18] examined the effect of six aspects of teamwork quality (TWQ) on the success of innovative projects such as communication, coordination, the balance of each member contribution, reciprocal support, endeavor, and coherence. In a study conducted by Dingsøyr and Dybå [19], the pros and cons of three team effectiveness models were discussed. All three models concentrated on team effectiveness, especially the internal aspects of the team. ...
Agile methods promise to achieve high productivity and provide high-quality software. Agile software development is the most important approach that has spread through the world of software development over the past decade. Software team productivity measurement is essential in agile teams to increase the performance of software development. Due to the prevalence of agile methodologies and increasing competition of software development companies, software team productivity has become one of the crucial challenges for agile software companies and teams. Awareness of the level of team productivity can help them to achieve better estimation results on the time and cost of the projects. However, to measure software productivity, there is no definitive solution or approach whether in traditional and agile software development teams that lead to the occurrence of many problems in achieving a reliable definition of software productivity. Hence, this study aims to propose a statistical model to assess the team’s productivity in agile teams. A survey was conducted with forty software companies and measured the impact of six factors of the team on productivity in these companies. The results show that team effectiveness factors including inter-team relationship, quality conformance by the team, team vision, team leader, and requirements handled by the team had a significant impact on the team’s productivity. Moreover, the results also state that inter-team relations affect the most on software teams’ productivity. Finally, the model fit test showed that 80% of productivity depends on team effectiveness factors.
... The effectiveness of software development teams is widely investigated (Colomo-Palacios et al., 2014;Dingsøyr & Dybå, 2012;El-Sofany et al., 2014;Moe & Dingsøyr, 2008). A high-performing team is recognized as one of the essential conditions for running a successful organization. ...
... Gained information validates organizational factors as actual environment meaningful for team effectiveness (El-Sofany et al., 2014). In software development teams, technological innovation and technical skills are a priority, with insufficient emphasis placed on the social component and socio-emotional competences (Dingsøyr & Dybå, 2012). This narrow perspective of the conducted research opens a major gap in the study of software development teams. ...
... Psychological factors, such as team interaction and satisfaction with cooperation in team, also contribute to team effectiveness, while team productivity may be conditioned by the general environment (Moe & Dingsøyr, 2008). Thus, team effectiveness does not only encompass performance but also such elements as human and cooperative aspects (Dingsøyr & Dybå, 2012), socioemotional consequences of group action, and member satisfaction and attraction to the group (Sundstrom et al., 1990). A number of frameworks have been composed to bring together the most important components of teamwork (Dingsøyr & Dybå, 2012;Salas et al., 2005), however, their evaluation and implementation in practice is difficult (Moe & Dingsøyr, 2008;Dingsøyr & Dybå, 2012). ...
Globalization and dynamic economic conditions have exponentially increased the use of virtual work in organizations. Effectiveness in software development teams, therefore, is now a relevant issue in business, psychology or other fields. Despite the uniqueness of software development teams and their work conditions, their effectiveness has not been sufficiently researched to clearly determine how it relates to personality traits, work challenges and the virtualization level. To expand the understanding of the mechanisms that influence team effectiveness in software development, an ecological framework is selected. The purpose of this study is to explore the relationship between personality traits, work factors and team effectiveness within the context of software development teams. Methodology: The exploratory study was conducted in international software development companies operating in Lithuania. Forty-five software development teams (N = 142) filled in the Team task performance scale, Hexaco-PI-R questionnaire and rated perceived work challenges and team virtualization level. The statistical analysis was conducted with SPSS. This survey is an initial stage of a larger project. Findings: Personality traits Conscientiousness and Extraversion relate to team effectiveness. In software development teams the most prevalent work challenges were time zone differences, lack of information when working on a project, and lack of a clear purpose. Lack of information and poor foreign language skills negatively affect team effectiveness. A higher virtualization level is associated with more frequent work challenges (culture and foreign language challenges, time zone differences) and team performance.
... Hoegl et al, [18] examined the effect of six aspects of teamwork quality (TWQ) on the success of innovative projects such as communication, coordination, the balance of each member contribution, reciprocal support, endeavor, and coherence. In a study conducted by Dingsøyr and Dybå [19], the pros and cons of three team effectiveness models were discussed. All three models concentrated on team effectiveness, especially the internal aspects of the team. ...
Agile methods promise to achieve high productivity and provide high-quality software. Agile software development is the most important model that has spread through the world of software development over the past decade. Software productivity measurement is essential in agile teams to increase the performance of Software development. Due to the increasing competition of software development companies, software team productivity has become one of the crucial challenges for software companies and teams. Awareness of the level of team productivity can help them to achieve more accurate estimation results on the time and cost of the projects. However, to measure software productivity, there is no definitive solution or approach whether in traditional and agile software development teams that lead to the occurrence of many problems in achieving a reliable definition of software productivity. Hence, this study aims to evaluate the productivity of the software in an up-to-date view of software development and to present a model for computing software team productivity. A survey was conducted with forty software development organizations located in Iran and measured the impact of six factors of the team on productivity in these companies. The results show that team effectiveness factors including inter-team relationship, quality conformance by the team, team vision, team leader, and requirements handled by the team had an impact on productivity. Moreover, the results also state that inter-team relations affect the most on software teams’ productivity. Finally, using the model fit test, it found that 80% of productivity changes based on team effectiveness factors.
