A qualitative study of the determinants of self-managing team effectiveness in a scrum team
Cleviton V. F. Monteiro, Fábio Q. B. da Silva, Isabella R.M. dos Santos, Felipe Farias, Elisa S.F. Cardozo, André R.G. do A. Leitão, Dacio N.M. Neto, Miguel J.A. Pernambuco Filho · 2011
There are many evidences in the literature that the use self-managing teams has positive impacts on several dimensions of team effectiveness. Agile methods, supported by the Agile Manifesto, defend the use of self-managing teams in software development in substitution of hierarchically managed, traditional teams. The goal of this research was to study how a self-managing software team works in practice and how the behaviors of the software organization support or hinder the effectiveness of such teams. We performed a single case holistic case study, looking in depth into the actual behavior of a mature Scrum team in industry.