Making software teams effective. How Agile Practices Lead to Project Success Through Teamwork Mechanisms.

So, Chaehan:

ISBN 10: 3631603371 / ISBN 13: 9783631603376

Verlag: Frankfurt, M. ; Berlin ; Bern ; Bruxelles ; New York, NY ; Oxford ; Wien : Lang, 2010

Beschreibung

XII, 195 p., graphics. A perfect copy. - Contents: 1 Introduction -- 2 Theoretical Framework -- 2.1 Agile Software Development -- 2.1.1 Core Values and Principles -- 2.1.2 Agile Practices -- 2.1.3 Research Coverage of Agile Practices -- 2.2 Team Effectiveness Research -- 2.2.1 Basic Terminology -- 2.2.2 A Causal Model of Teamwork -- 2.2.3 Model Extension -- 2.3 Goal Setting Theory -- 2.3.1 Goal Commitment and Participation -- 2.3.2 Social Support -- 2.4 Control Theory -- 2.4.1 Open Communication -- 2.4.2 Adaptation -- 2.4.3 Integration of Control Theory and Goal Setting Theory -- 2.5 Hypotheses -- 3 Method -- 3.1 Sample -- 3.1.1 Sample Organizational Context -- 3.1.2 Sample Agile Context -- 3.1.3 Sample Participants -- 3.2 Procedure -- 3.2.1 Item Generation -- 3.2.2 Pretest 1 -- 3.2.3 Pretest 2 -- 3.2.4 Final Study -- 3.3 Conceptualization of Measures -- 3.3.1 Independent Variables -- 3.3.2 Dependent Variables -- 3.3.3 Process Variables -- 3.3.4 Descriptive Variables -- 3.4 Scale Construction -- 3.4.1 Referent-Shift Model -- 3.4.2 Content Validity -- 3.4.3 Reliability -- 3.4.4 Factor Structure -- 3.4.5 Improvement after Pretest 1: Model Reduction -- 3.4.6 Improvement after Pretest 2: Scale Refinement -- 3.4.7 Scale Construction Finalization -- 3.5 Structural Equation Modeling -- 3.5.1 Causality in Structural Equation Models -- 3.5.2 Theoretical Fundamentals of SEM -- 3.5.3 Model Estimation -- 3.5.4 Model Evaluation -- 3.5.5 Small Sample Size Approach -- 3.6 SEM Assumptions -- 3.6.1 Continuous Distribution -- 3.6.2 Normal Distribution -- 3.6.3 Unidimensionality -- 3.6.4 Uncorrelatedness of Errors -- 3.6.5 Recursive Model -- 4 Results -- 4.1 Scales Analysis -- 4.1.1 Reliability Analysis -- 4.1.2 Descriptive Statistics -- 4.2 Principal Factor Analysis -- 4.2.1 Independent Variables -- 4.2.2 Process Variables -- 4.2.3 Dependent Variables -- 4.2.4 Summary of Principal Factor Analysis -- 4.3 Normal Distribution Analysis -- 4.3.1 Kolmogorov-Smirnov Test -- 4.3.2 Normal Distribution Tests on Skewness and Kurtosis -- 4.3.3 Histogram Distribution Analysis -- 4.3.4 Summary of Normal Distribution Analysis -- 4.4 Total Aggregation Model Analysis -- 4.4.1 Original Total Aggregation Model -- 4.4.2 Model Improvement -- 4.4.3 Model Refinement -- 4.5 Partial Disaggregation Model Analysis -- 4.5.1 Original Partial Disaggregation Model -- 4.5.2 Partial Disaggregation Measurement Model Optimization -- 4.5.3 Model Improvement -- 4.5.4 Model Refinement -- 4.5.5 Comparison Final Partial and Total Aggregation Model -- 4.6 Overview Results -- 5 Discussion -- 5.1 Conclusions -- 5.2 Contributions -- 5.3 Theoretical Implications -- 5.3.1 Teamwork Mechanisms -- 5.3.2 Agile Practices Effects -- 5.3.3 Comparison of SEM Analysis Methods -- 5.4 Practical Implications -- 5.5 Limitations -- 5.5.1 Selection Bias -- 5.5.2 Model Fit -- 5.5.3 Aggregation -- 5.6 Future Research -- 5.7 ClosingRemark -- A Agile Practices Scales -- B Teamwork Scales -- C Customer Satisfaction Scales -- D Project Management Scales -- Bibliography -- List of Figures -- List of Tables. ISBN 9783631603376 Sprache: Englisch Gewicht in Gramm: 550.

Bestandsnummer des Verkäufers 1088872

Bibliografische Details

• Titel: Making software teams effective. How Agile Practices Lead to Project Success Through Teamwork Mechanisms.
• Verlag: Frankfurt, M. ; Berlin ; Bern ; Bruxelles ; New York, NY ; Oxford ; Wien : Lang
• Erscheinungsjahr: 2010
• Sprache: Englisch
• ISBN-10: 3631603371
• ISBN-13: 9783631603376
• Einband: Original brochure, 22 cm.
• Zustand: Sehr gut
• Verkäuferkataloge:
  • Informatik

Über diesen Titel

Inhaltsangabe

How does good teamwork emerge ? Can we control mechanisms of teamwork ? The author has analyzed these questions in a study involving 227 participants of 55 software development teams. First, he empirically confirmed his teamwork model based on innovation research, goal setting and control theory. Second, he measured the impact of a wide selection of agile practices on these teamwork mechanisms. Third, he explained these impacts based on a thorough review of current psychological research. This book is intended for people working in agile contexts as they will gain insight into the complexity of how "good teamwork" emerges. This insight on team dynamics may also prove valuable for upper management for calibrating agile practices and "soft factors", thus increasing the effectiveness of software teams.

Über die Autorin bzw. den Autor

Chaehan So is a researcher in social psychology focusing on self-regulation and learning strategies. Prior to obtaining his Ph.D. in Psychology, he worked for 8 years in the IT industry as a project manager and consultant for agile methods. He has master’s degrees in engineering (Technical University Berlin) and business (Ecole Supérieure de Commerce de Paris). His first encounter with agile software development dates back to his Silicon Valley experience at Netscape in 1997 and to research conducted at Stanford University in 1998.