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In Proceedings of the 2010 ICSE Workshop on Cooperative and Human Aspects of Software Engineering (2010), pp. 5-12, doi:10.1145/1833310.1833312 Key: citeulike:12060423
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Self-organizing teams are one of the critical success factors on Agile projects - and yet, little is known about the self-organizing nature of Agile teams and the challenges they face in industrial practice. Based on a Grounded Theory study of 40 Agile practitioners across 16 software development organizations in New Zealand and India, we describe how self-organizing Agile teams perform balancing acts between (a) freedom and responsibility (b) cross-functionality and specialization, and (c) continuous learning and iteration pressure, in an effort to maintain their self-organizing nature. We discuss the relationship between these three balancing acts and the fundamental conditions of self-organizing teams - autonomy, cross-fertilization, and self-transcendence.
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