Developers frequently move into new teams or environments across software companies. Their onboarding experience is correlated with productivity, job satisfaction, and other short-term and long-term outcomes. The majority of the onboarding process comprises engineering tasks such as fixing bugs or implementing small features. Nevertheless, we do not have a systematic view of how tasks influence onboarding. In this paper, we present a case study of Microsoft, where we interviewed 32 developers moving into a new team and 15 engineering managers onboarding a new developer into their team -- to understand and characterize developers' onboarding experience and expectations in relation to the tasks performed by them while onboarding. We present how tasks interact with new developers through three representative themes: learning, confidence building, and socialization. We also discuss three onboarding strategies as inferred from the interviews that managers commonly use unknowingly, and discuss their pros and cons and offer situational recommendations. Furthermore, we triangulate our interview findings with a developer survey ($N=189$) and a manager survey ($N=37$) and find that survey results suggest that our findings are representative and our recommendations are actionable. Practitioners could use our findings to improve their onboarding processes, while researchers could find new research directions from this study to advance the understanding of developer onboarding. Our research instruments and anonymous data are available at \url{https://zenodo.org/record/4455937#.YCOQCs_0lFd}
Context: It is not uncommon for a new team member to join an existing Agile software development team, even after development has started. This new team member faces a number of challenges before they are integrated into the team and can contribute productively to team progress. Ideally, each newcomer should be supported in this transition through an effective team onboarding program, although prior evidence suggests that this is challenging for many organisations. Objective: We seek to understand how Agile teams address the challenge of team onboarding in order to inform future onboarding des…
Recruiting and onboarding software testing professionals are complex and cost intensive activities. Whether onboarding is successful and sustainable depends on both the employee as well as the organization and is influenced by a number of often highly individual factors. Therefore, we propose the Software Testing Onboarding Model (STORM) for sustainably onboarding software testing professionals based on existing frameworks and models taking into account onboarding processes, sustainability, and test processes. We provide detailed instructions on how to use the model and apply it to real-world …
The number of studies focusing on onboarding in software organizations has increased significantly during the last years. However, current literature overlooks onboarding in Software Product Lines (SPLs). SPLs have been proven effective in managing the increasing variability of industry software and enabling systematic reuse of a product family. Despite these benefits, SPLs are complex and exhibit particular characteristics that distinguish them from traditional software. Due to these peculiarities, SPLs require a tailor-made onboarding process. Assistance tools might help. In this dissertatio…
The COVID-19 pandemic has impacted the way that software development teams onboard new hires. Previously, most software developers worked in physical offices and new hires onboarded to their teams in the physical office, following a standard onboarding process. However, when companies transitioned employees to work from home due to the pandemic, there was little to no time to develop new onboarding procedures. In this paper, we present a survey of 267 new hires at Microsoft that onboarded to software development teams during the pandemic. We explored their remote onboarding process, including …
With a volatile labour and technological market, onboarding is becoming increasingly important. The process of incorporating a new developer, a.k.a. the newcomer, into a software development team is reckoned to be lengthy, frustrating and expensive. Newcomers face personal, interpersonal, process and technical barriers during their incorporation, which, in turn, affects the overall productivity of the whole team. This problem exacerbates for Software Product Lines (SPLs), where their size and variability combine to make onboarding even more challenging, even more so for developers that are tra…
The Influence of Teamwork Quality on Software Team Performance
传统上，软件质量被认为取决于健全的软件工程和开发方法，如结构化编程和敏捷开发。然而，高质量的软件同样依赖于团队内部的高质量协作。由于软件开发项目的成功率很低（Wateridge，1995; The Standish Group，2009），因此了解软件开发团队中哪些交互特征会显著影响绩效非常重要。Hoegl和Gemuenden（2001）使用六因素团队质量（TWQ）模型报告了团队质量和软件质量之间关系的经验证据。本文扩展了Hoegl和Gemuenden（2001）的工作，目的是找到可能影响软件团队绩效的其他因素。我们引入了三个新的TWQ因素：信任，价值共享和专业知识的协调。使用来自252名团队成员和利益相关者的数据对团队工作质量与团队绩效的关系以及模型的改进进行了检验。结果表明，团队合作质量与团队成员和利益相关者的团队绩效显着相关：TWQ解释了团队成员评分的团队绩效差异的81%和利益相关者评分的61%。本研究显示，团队领导者在达成高品质的软体团队工作时，必须考虑信任、共同价值观与专业知识的协调。
Psychological safety has been postulated as a key factor for the success of agile software development teams, yet there is a lack of empirical studies investigating the role of psychological safety in this context. The present study examines how work design characteristics of software development teams (autonomy, task interdependence, and role clarity) influence psychological safety and, further, how psychological safety impacts team performance, either directly or indirectly through team reflexivity. We test our model using survey data from 236 team members in 43 software development teams in…
Software development is a team work and largely dependent on open social interaction and continuous learning of individuals. Drawing on well established theoretical concepts proposed by social psychology and organizational science disciplines, we develop a theoretical framework proposing that team climate has a significant influence on team learning and ultimately affects team performance. Our study consists of two goals. First to understand the preconditions of team learning and second to investigate the relationship between team learning, psychological safety, and team performance in large s…
Open-source software (OSS) is a critical part of the software supply chain. Recent social engineering attacks against OSS development teams have enabled attackers to become code contributors and later inject malicious code or vulnerabilities into the project with the goal of compromising dependent software. The attackers have exploited interactions among development team members and the social dynamics of team behavior to enable their attacks. We introduce a security approach that leverages signatures and patterns of team dynamics to predict the susceptibility of a software development team to…
While the long-term effects of the COVID-19 pandemic on software professionals and organizations are difficult to predict, it seems likely that working from home, remote-first teams, distributed teams, and hybrid (part-remote/part-office) teams will be more common. It is therefore important to investigate the challenges that software teams and organizations face with new remote and hybrid work. Consequently, this paper reports a year-long, participant-observation, constructivist grounded theory study investigating the impact of working from home on software development. This study resulted in …
Research has shown that the maturity of small workgroups from a psychological perspective is intimately connected to team agility. We, therefore, tested if agile team members appreciated group development psychology training. Our results show that the participating teams seem to have a very positive view of group development training and state that they now have a new way of thinking about teamwork and new tools to deal with team-related problems. We, therefore, see huge potential in training agile teams in group development psychology since the positive effects might span over the entire soft…
Three decades of empirical research in high-performing software development teams provides evidence that creativity can be promoted by an effective, disciplined development culture. This paper describes 'contrasting' as a key driver for creativity; describes creativity moves, tactics used by high-performing teams to produce useful contrasts; and characterizes key development behaviours observed to support a 'culture' of creativity. The empirical research was carried out in a broad range of software development organizations and application domains.
Previous research has been carried out to identify the impediments that prevent developers from incorporating privacy protocols into software applications. No research has been carried out to find out why developers are not able to develop systems that preserve-privacy while specifically considering the General Data Protection Regulation principles (GDPR principles). Consequently, this paper aims to examine the issues, which prevent developers from creating applications, which consider and include GDPR principles into their software systems. From our research findings, we identified the lack o…
Background. The COVID-19 pandemic triggered a widespread transition to hybrid work models (combinations of co-located and remote work) as software professionals' demanded more flexibility and improved work-life balance. However, hybrid work models reduce the spontaneous, informal face-to-face interactions that promote group maturation, cohesion, and resilience. Little is known about how software companies can successfully transition to a hybrid workforce or the factors that influence the resilience of hybrid software development teams. Goal. The purpose of this study is to explore the relation…
Background: Volvo Cars is pioneering an agile transformation on a large scale in the automotive industry. Social psychological aspects of automotive software development are an under-researched area in general. Few studies on team maturity or group dynamics can be found specifically in the automotive software engineering domain. Objective: This study is intended as an initial step to fill that gap by investigating the connection between issues and problem reports and team maturity. Method: We conducted a quantitative study with 84 participants from 14 teams and qualitatively validated the resu…
Capstone courses in undergraduate software engineering are a critical final milestone for students. These courses allow students to create a software solution and demonstrate the knowledge they accumulated in their degrees. However, a typical capstone project team is small containing no more than 5 students and function independently from other teams. To better reflect real-world software development and meet industry demands, we introduce in this paper our novel capstone course. Each student was assigned to a large-scale, multi-team (i.e., company) of up to 20 students to collaboratively buil…
Context. Due to the COVID-19 pandemic, software professionals had to abruptly shift to ostensibly temporary home offices, which affected teamwork in several ways. Goal. This study aims to explore how these professionals coped with remote work during the pandemic and to identify practices that supported the team activities. Method. Ethnographic methods, including participant observation and qualitative data analysis, were used. Results. Three practices were created by the observed team to improve their engagement: costume meeting, second-language day, and project happy hour. These practices app…
Motivated and competent team members are a vital part of Agile Software development and make or break any project's success. Motivation is fostered by continuous progress and recognition of efforts. These concepts are founding pillars of the Scrum methodology, which focuses on self-organizing teams. The types of contributions Scrum development team members make to a project's progress are not only technical. However, a comprehensive model comprising the varied contributions in modern software engineering teams is not yet established. We propose a model that incorporates contributions of all Sc…
Context: In seeking to better understand the impact of various human factors in software development, and how teams' attitudes relate to their performance, increasing attention is being given to the study of team-related artefacts. In particular, researchers have conducted numerous studies on a range of team communication channels to explore links between developers' language use and the incidence of software bugs in the products they delivered. Comparatively limited attention has been paid, however, to the full range of software tasks that are commonly performed during the development and del…
Communication is essential for the success of student and professional software engineering (SE) team development projects. The projects delivered by SE courses provide valuable learning experiences for students because they teach industry-required skills such as teamwork, communication, and scheduling. Professional SE teams have adopted communication software such as Slack, Miro, Microsoft Teams, and GitHub Discussions to share files and convey information between team members. Likewise, they have distributed software development tools such as Visual Studio CodeSpaces and Jira to support prod…
Business Model Canvas (BMC) is a tool widely used to describe startup business models. Despite the various business aspects described, BMC pays a little emphasis on team-related factors. The importance of team-related factors in software development has been acknowledged widely in literature. While not as extensively studied, the importance of teams in software startups is also known in both literature and among practitioners. In this paper, we propose potential changes to BMC to have the tool better reflect the importance of the team, especially in a software startup environment. Based on a l…
This paper presents the types of teams that are currently in place at the Netherlands eScience Center. We categorize our teams into four different types: Project Teams, Collectives, Agile Teams and Scrum Teams. We provide a brief description of each team type and share stories from teams themselves to reflect on the strengths and shortcomings of each model. From our observation, we conclude that the type of team that is most suitable for each project depends on the specific needs of that project. More importantly, different types of teams are suitable for the different types of people working …
The Covid-19 pandemic led to several challenges in everybody working life. Many companies worldwide enabled comprehensive remote work settings for their employees. Agile Software Development Teams are affected by the switch to remote work as agile methods setting communication and collaboration in focus. The well-being and motivation of software engineers and developers, which impacting their performance, are influenced by specific context factors. This paper aims to analyze identify specific context factors for a good remote work setting. We designed a single case study at a German ecommerce …
The mass shift to working at home during the COVID-19 pandemic radically changed the way many software development teams collaborate and communicate. To investigate how team culture and team productivity may also have been affected, we conducted two surveys at a large software company. The first, an exploratory survey during the early months of the pandemic with 2,265 developer responses, revealed that many developers faced challenges reaching milestones and that their team productivity had changed. We also found through qualitative analysis that important team culture factors such as communic…
Effective leadership is one of the key drivers of business and project success, and one of the most active areas of management research. But how does leadership work in agile software development, which emphasizes self-management and self-organization and marginalizes traditional leadership roles? To find out, this study examines agile leadership from the perspective of thirteen professionals who identify as agile leaders, in different roles, at ten different software development companies of varying sizes. Data from semi-structured interviews reveals that leadership: (1) is dynamically shared…
GÉANT project is an example of a large organization with around 30 software projects and around 20 software development teams. Software development teams consist of many skilled associates coming from all members National Research and Education Networks. Three main issues that are common for all these software development teams and their members are: geographical distribution, scattered manpower percentage, and parallel involvement in other high priority projects in their native organizations. This paper presents a novel software maturity model that is designed specifically for GÉANT software …
Context: DevOps and microservices are acknowledged to be important new paradigms to tackle contemporary software demands and provide capabilities for rapid and reliable software development. Industrial reports show that they are quickly adopted together in massive software companies. However, because of the technical and organizational requirements, many difficulties against efficient implementation of the both emerge in real software teams. Objectives: This study aims to discover the organization, benefits and issues of software teams using DevOps & microservices from an immersive perspective…
Objective: The purpose of this paper is to identify the largest cognitive challenges faced by novices developing software in teams. Method: Using grounded theory, we conducted an ethnographic study for two months following four ten person novice teams, consisting of computer science students, developing software systems. Result: This paper identifies version control and merge operations as the largest challenge faced by the novices. The literature studies reveal that little research appears to have been carried out in the area of version control from a user perspective. Limitations: A qualitat…
Recent studies show that gender diversity in IT teams has a positive impact on the software development process. However, there is still a great gender inequality. The aim of our study was to examine how the working atmosphere depends on the gender differentiation of IT teams. The analysis of the results of the interviews and questionnaires showed that the atmosphere in gender-differentiated teams is more pleasant compared to purely male ones. The paper also discusses the problem of gender discrimination, which, according to the results of the study, unfortunately still exists and affects the …
In order to increase the ability to build complex, software-intensive systems, as well as to decrease time-to-market for new functionality, automotive companies aim to scale agile methods beyond individual teams. This is challenging, given the specifics of automotive systems that are often safety-critical and consist of software, hardware, and mechanical components. This paper investigates the concrete reasons for scaling agility beyond teams, the strategies that support such scaling, and foreseeable implications that such a drastic organizational change will entail. The investigation is based…
Agile software developers are required to self-organize, occupying various informal roles as needed in order to successfully deliver software features. However, previous research has reported conflicting evidence about the way teams actually undertake this activity. The ability to self-organize is particularly necessary for software development in globally distributed environments, where distance has been shown to exacerbate human-centric issues. Understanding the way successful teams self-organise should inform distributed team composition strategies and software project governance. We have u…
