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Stray, Viktoria
(2024).
A Case Study on Meeting Practices.
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Stray, Viktoria & Moe, Nils Brede
(2023).
Pair Programming Practiced in Hybrid Work.
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Stray, Viktoria
(2023).
Strukturer tiden bedre og få mest ut av arbeidsdagen med disse knepene.
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Stray, Viktoria
(2023).
Møtekultur og time management m/Viktoria Stray
.
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Stray, Viktoria
(2023).
En bedre møtehverdag med fart, flyt og smidighet.
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Stray, Viktoria
(2023).
Fart, flyt og smidighet i organisasjonen.
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Stray, Viktoria
(2023).
Påfyll hos NRK Produkt- og teknologiutvikling: Få en bedre møtehverdag med Viktoria Stray.
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Stray, Viktoria
(2023).
Koordinering med mening.
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Stray, Viktoria
(2023).
Twoday - Mer produktiv med bedre møter.
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Stray, Viktoria & Myklemyr, Anita
(2023).
Å jobbe i par beskytter mot forstyrrelser.
[Avis].
Dagens Perspektiv.
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Conboy, Kieran; Moe, Nils Brede; Stray, Viktoria & Gundelsby, Jan Henrik
(2023).
The Future of Hybrid Software Development: Challenging Current Assumptions.
IEEE Software.
ISSN 0740-7459.
40(2),
s. 26–33.
doi:
10.1109/MS.2022.3230449.
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Wang, Xiaofeng; Martini, Antonio; Nguyen, Anh Duc; Stray, Viktoria & Wnuk, Kryzstof
(2023).
Special section on IST for ICSOB2021.
Information and Software Technology.
ISSN 0950-5849.
160.
doi:
10.1016/j.infsof.2023.107243.
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Stray, Viktoria; Hoda, Rashina; Paasivaara, Maria; Lenarduzzi, Valentina & Mendez, Daniel
(2022).
Theories in Agile Software Development: Past, Present, and Future Introduction to the XP 2020 Special Section.
Information and Software Technology.
ISSN 0950-5849.
152.
doi:
10.1016/j.infsof.2022.107058.
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Ravn, Johan Elvemo; Moe, Nils Brede; Stray, Viktoria & Seim, Eva Amdahl
(2022).
Team autonomy and digital transformation: Disruptions and adjustments in a well-established organizational principle.
AI & Society: The Journal of Human-Centred Systems and Machine Intelligence.
ISSN 0951-5666.
37(2),
s. 701–710.
doi:
10.1007/s00146-022-01406-1.
Vis sammendrag
The organizational theory literature is reasonably unanimous that team autonomy is a key factor for employee well-being and motivation as well as organizational performance. However, team autonomy is challenged when its processes and outputs need to be aligned with actors and factors external to a team. There are likely challenges and conflicts between team autonomy and the need for coherence in the wider system. Team autonomy has a range of implications and is challenged by a number of factors, such as knowledge complexity and decision-making, learning, large-scale problems, product and technical interdependencies, the use of platforms, virtual collaboration and diversity. Alignment with the external is particularly necessary in multi-team environments with many technical interdependencies, where a single team’s failure to deliver a sufficient level of quality may lead to system-wide consequences. Therefore, teams in complex environments increasingly need to regulate and manage their work in cooperation with internal and external partners and systems. Such dependencies challenge team autonomy. In this special issue of AI&S, we want to address these topics in more detail, particularly in the context of software-intensive organizations and digital transformations. The scope and, thus, the consequences of a team’s work can be far-reaching when the team’s effort and output take place partially or completely in fully digitized contexts and processes. The articles in this special issue show various ways of dealing with the challenge of balancing autonomy and alignment with the external. A key focus is to show the buffering function: how teams, with the help of processes, technology, new organizational forms and time and space are able to find the buffer needed for maintaining team autonomy.
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Gramnæs, Katrine & Stray, Viktoria
(2021).
Denne feilen gjør mange i «hybride møter».
[Avis].
e24.no.
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Stray, Viktoria
(2021).
Fortsatt behov for fysiske møter.
[Avis].
Budstikka.
Vis sammendrag
Papirutgaven
Også publisert i Budstikka pluss
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Ulfsnes, Rasmus; Stray, Viktoria; Moe, Nils Brede & Smite, Darja
(2021).
Innovation in Large-scale agile - Benefits and Challenges of Hackathons when Hacking from Home.
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Stray, Viktoria & Ulfsnes, Rasmus
(2021).
Hackathon - Ikke så dumt likevel.
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Stray, Viktoria & Moe, Nils Brede
(2021).
Understanding Coordination in Global Software Engineering: A Mixed-Methods Study on the Use of Meetings and Slack.
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Stray, Viktoria & Moe, Nils Brede
(2021).
An Empirical Investigation of Pull-Requests in Partially Distributed Teams.
Vis sammendrag
In globally distributed projects, virtual teams are often partially dispersed. One common setup occurs when several members from one company work with a large outsourcing vendor based in another country. Further, the introduction of the popular BizDevOps concept has increased the necessity to cooperate across departments and reduce the age-old disconnection between the business strategy and technical development. Establishing a good collaboration in partially distributed BizDevOps teams requires extensive collaboration and communication techniques. Nowadays, a common approach is to rely on collaboration through pull requests and frequent communication on Slack. To investigate barriers for pull requests in distributed teams, we examined an organization located in Scandinavia where cross-functional BizDevOps teams collaborated with off-site team members in India. Data were collected by conducting 14 interviews, observing 23 entire days with the team, and observing 37 meetings. We found that the pull-request approach worked very well locally but not across sites. We found barriers such as domain complexity, different agile processes (timeboxed vs. flow-based development), and employee turnover. Using an intellectual capital lens on our findings, we discuss barriers and positive and negative effects on the success of the pull-request approach.
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Stray, Viktoria & Moe, Nils Brede
(2021).
Understanding Coordination in Global Software Engineering: A Mixed-Methods Study on the Use of Meetings and Slack.
Vis sammendrag
Given the relevance of coordination in the field of global software engineering, this work was carried out to further understand coordination mechanisms. Specifically, we investigated meetings and the collaboration tool Slack. We conducted a longitudinal case study using a mixed-methods approach with surveys, observations, interviews, and chat logs. Our quantitative results show that employees in global projects spend 7 h 45 min per week on average in scheduled meetings and 8 h 54 min in unscheduled meetings. Furthermore, distributed teams were significantly larger than co-located teams, and people working in distributed teams spent somewhat more time in meetings per day. We found that low availability of key people, absence of organizational support for unscheduled meetings and unbalanced activity from team members in meetings and on Slack were barriers for effective coordination across sites. The positive aspects of using collaboration tools in distributed teams were increased team awareness and informal communication and reduced the need for e-mail. Our study emphasizes the importance of reflecting on how global software engineering teams use meetings and collaboration tools to coordinate. We provide practical advice for conducting better meetings and give suggestions for more efficient use of collaboration tools in global projects.
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Stray, Viktoria
(2020).
A systematic literature review on agile coaching and the role of the agile coach.
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Stray, Viktoria
(2020).
Mer produktiv med bedre møter.
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Stray, Viktoria
(2020).
Keynote: Coordination in large-scale agile.
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Mikalsen, Marius; Stray, Inga Viktoria Ågesdatter Gulli; Moe, Nils Brede & Backer, Idun
(2020).
Shifting Conceptualization of Control in Agile Transformations.
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Tkalich, Anastasiia & Stray, Viktoria
(2020).
Smidig coach: Hva har vi lært så langt?
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Benjaminsen, Christina; Stray, Viktoria & Moe, Nils Brede
(2020).
Ten tips for productive online meetings.
Gemini (English edition).
ISSN 0804-8568.
Vis sammendrag
We are meeting as never before – online. Particularly in connection with our jobs this may present challenges, but it can also be very productive. Here is some advice from researchers for smart meetings in the virtual environment.
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Benjaminsen, Christina; Stray, Viktoria & Moe, Nils Brede
(2020).
Ti råd for effektive møter på nett.
Gemini.
ISSN 0802-085X.
Vis sammendrag
Vi møtes som aldri før – på nett. Særlig i jobbsammenheng kan dette oppleves som krevende, men det kan også være svært effektivt. Her er forskernes råd til smarte møter i det virtuelle landskapet.
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Moe, Nils Brede & Stray, Viktoria
(2020).
AUTONOMOUS AGILE TEAMS – RESEARCH WORKSHOP.
Vis sammendrag
The third workshop on autonomous agile teams will facilitate knowledge sharing about the current practice of autonomous teams and deepen the knowledge about practices and strategies that enable autonomous teams. There is a need for new knowledge on how organizations shall organize for the right level of team autonomy to attain better performance, productivity, innovation and value creation, and thus increase competitiveness. There will be short presentations and interactive discussions.
Nils Brede Moe and Viktoria Stray: Opening
Lucas Gren: Understanding Work Practices of Autonomous Agile Teams: A Social-Psychological Review 🔗
Michal Dolezel: Defining TestOps: Collaborative Behaviors and Technology-driven Workflows Seen as Enablers of Effective Software Testing in DevOps 🔗
Sven Theobald and Anna Schmitt: Dependencies of Agile Teams – An Analysis of the Scaled Agile Framework 🔗
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Moe, Nils Brede & Stray, Viktoria
(2020).
A Decade of Research on Autonomous Agile Teams: A Summary of the Third International Workshop
.
Lecture Notes in Business Information Processing.
ISSN 1865-1348.
s. 212–218.
Fulltekst i vitenarkiv
Vis sammendrag
Ever since the agile manifesto was created in 2001, the research community has devoted attention to autonomous teams. This article first examines publications on autonomous agile teams to illustrate how the research has progressed in the last ten years and next summarizes the result of the Third International Workshop on Autonomous Agile Teams. The workshop’s goal was to capture what practitioners and researchers in the field of agile software development believe are emergent research themes and update the research agenda. We found that the top-rated research questions are related to autonomy in large-scale agile software development. Further, the number of relevant scientific publications is increasing, and there is widespread interest in the topic at various conferences.
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Løvold, Henrik Hillestad; Lindsjørn, Yngve & Stray, Viktoria
(2020).
Forming and Assessing Student Teams in Software Engineering Courses.
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Olsen, John Olav & Stray, Viktoria
(2022).
Business Development And Cross-Functional Agile Teams. A case study on business development in a large-scale agile software environment.
Universitetet i Oslo.
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Liu, Zixuan; Stray, Viktoria & Sporsem, Tor Thorsrud
(2022).
Coordination in Hybrid Software Teams - A Case Study in a Large-Scale Agile Organisation.
Universitetet i Oslo.
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Kirkerud, Jeanette & Stray, Viktoria
(2022).
Coordination in agile development organizations: A mixed-method study of meetings.
Universitetet i Oslo.
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Harr, Bjørn Henrik; Stray, Viktoria & Sporsem, Tor Thorsrud
(2022).
Organizational and Team Onboarding: A case study of in-house consultants and consultants working in client offices.
Universitetet i Oslo.
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Semsøy, Susanne; Stray, Viktoria & Moe, Nils Brede
(2022).
Hybrid: best of both worlds or a necessary compromise? A case study on hybrid work in software development teams post COVID-19.
Universitetet i Oslo.
Vis sammendrag
Background: The COVID-19 pandemic marked a critical turning point in how we organize work, with the software development industry being no exception. As restrictions are lifted in the wake of the pandemic, hybrid work has abruptly become the new standard of work in an increasing number of organizations. However, little is known about the benefits and challenges of hybrid work on software development teams and how to mitigate the potential challenges.
Objective: This study aims to gain an understanding of how hybrid work affects software development teams and individuals.
Method: The empirical research was a qualitative case study investigating two teams with different approaches to hybrid work. The teams were observed for a period of eight weeks, including meetings and communication on chatting software. Nine semi-structured interviews were conducted with these teams’ developers, testers, and team leads.
Results: The study resulted in six themes representing the effects of hybrid work. The teams experienced impacts on team cohesion, co-location network effects for team members working co-located, and asymmetric participation in hybrid meetings. Individuals experienced changes in perceived individual productivity when working from home, wellbeing fostered by a better work-life balance, and team leads found it more challenging to support their teams.
Conclusion: The thesis proposes a new definition of hybrid work and hybrid teams. It discusses the benefits and challenges of the findings in light of relevant literature. For practitioners, the study offers recommendations to organizations and teams that are managing hybrid work or considering introducing hybrid work.
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Armana, Sara Delgosar & Stray, Viktoria
(2021).
DevOps, test and quality assurance: A case study of how DevOps affects testing and product quality.
Universitetet i Oslo.
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van der Hoeven, Hilde & Stray, Viktoria
(2021).
Knowledge sharing in software development: A case study of knowledge sharing practices and barriers in a large-scale agile environment.
Universitetet i Oslo.
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Vedal, Henrik Aspenes & Stray, Viktoria
(2021).
Managing dependencies in large-scale agile - A case study of coordination in distributed teams.
Universitetet i Oslo.
Vis sammendrag
Background: Coordination is very important in large-scale agile software development.
When software projects grow in size or work distributed, additional difficulties are often
introduced. Dependency management is therefore important for coordination in agile
teams. By understanding how coordination practices manage different dependencies in
distributed software development, organizations can introduce and adjust the practices
which best fit their coordination needs.
Objective: The objective of this study is to investigate how distributed teams in largescale agile manage dependencies to achieve effective coordination. This is done by identifying practices that act as coordination mechanisms and examining what dependencies
they manage.
Method: In this qualitative multiple-case study, two distributed teams and their contexts
were examined. The two separate teams were referred to as team Alpha and team Bravo.
A total of 21 meetings were observed, and ten semi-structured interviews were held with
team Alpha. In team Bravo, a total of 7 semi-structured interviews were held. Chat logs
and documents from both teams were also a part of the collected data material.
Results: The findings of this study revealed 37 coordination mechanisms with 123 dependencies in team Alpha and 34 coordination mechanisms with 108 dependencies in
team Bravo. These coordination mechanisms included agile and non-agile practices, and
managed knowledge, process, and resource dependencies. The most important coordination mechanisms were product owner, OKR workshop, and ad hoc communication,
which each managed a total of five dependencies. Working remotely further introduced
difficulties, which complicated meetings, tools, and ad hoc communication.
Conclusion: Using a dependency taxonomy proved very useful to identify coordination
mechanisms and dependencies in distributed teams in large-scale agile. The coordination mechanisms are presented with their best-matched dependencies. Practices such as
ad hoc communication, collaboration tools, daily standup, written slackup, retrospective
actions, sprint, and OKR workshop are presented and discussed. Coordinator roles such
as product owner, team lead, and data scientist are also discussed. All these mechanisms
are central for team Alpha and Bravo to coordinate effectively while working distributed.
Further, complications introduced with OKR, and the distributed situation, are discussed
with regards to dependency management. The findings of this study support previously
known challenges with distributed teams and contribute to a better understanding of
how to coordinate in distributed teams in large-scale agile more efficiently
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Tkalich, Anastasiia; Laumann, Karin; Stray, Viktoria & Moe, Nils Brede
(2020).
Agile coaching in Norway and the USA: The role of the agile coach in teamwork, organisational culture and leadership.
NTNU.
Vis sammendrag
Agile coaching is a recently-emerged activity that is meant to promote successful
implementation and use of agile methods of software development. However, agile coaches
address issues that also lie within the field of organisational psychology, such as interaction in
teams, organisational environment and leadership. The purpose of this study is to describe
how agile coaching is practiced in Norway and the USA. Fifteen qualitative interviews with
current agile coaches were analysed through an inductive thematic analysis and three
overarching themes were identified: teamwork, enterprise agility and better products. The
resulting thematic structure is compared across the informants from Norway and the USA.
The thesis applies organisational psychology literature to discuss what role agile coaches play
in teamwork, organisational culture and leadership in their organisations. It is suggested that
agile coaching has the potential to improve teamwork by facilitating coordination
mechanisms within teams. Moreover, it appears to transform organisational culture in line
with agile principles. In addition, agile coaching seems to promote transformational
leadership that is argued to be compatible with agile software development methods. The
comparative analysis indicated that Norwegian agile coaches pay more attention to the quality
of organisational environment than their American colleagues, while at the same time being
less focused on coaching managers and customers. Companies who wish to successfully
apply and use agile methods are recommended to give their agile coaches sufficient authority
to influence context of the teams. Norwegian agile coaches are recommended to increase the
amount of attention they pay to managers and business partners.
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Mæhlum, Emilie & Stray, Viktoria
(2020).
Managing dependencies in agile DevOps.
Universitetet i Oslo.
Vis sammendrag
Background: Coordination is a crucial aspect of agile software development. Managing dependencies is important for efficient coordination. Understanding what activities and artifacts manage different dependencies can help companies coordinate better and choose the mechanisms best suited for their coordination needs. Aim: This thesis aims to investigate how an agile DevOps is managing dependencies to achieve effective coordination. This is examined by identifying dependencies and coordination mechanisms for managing these dependencies. Additionally, the aim is also to investigate which barriers for managing dependencies can be found in an agile DevOps context. Method: A qualitative case study was conducted. Data were collected by conducting 9 interviews, observing 32 workdays, and observing 49 meetings. Additionally, various documents and chat logs were collected. Results: The results revealed 38 coordination mechanisms and 95 pairs of dependencies present in the development team. These coordination mechanisms manage knowledge dependencies, process dependencies, and resource dependencies. Also, working remotely, role clarity, planning, and estimation, and implementing changes in the software development process was identified as barriers to managing dependencies. Conclusion: It is possible to use a dependency taxonomy to identify coordination mechanisms and dependencies in an agile DevOps company. The most crucial coordination mechanisms found in the company included the Zendesk planning meeting, the daily stand-up, ad hoc conversations, the sprint planning meeting, and communication tools because they managed four or more dependencies.
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