Yngve Lindsjørn

• Strode, Diane; Dingsøyr, Torgeir & Lindsjørn, Yngve (2022). A teamwork effectiveness model for agile software development. Empirical Software Engineering. ISSN 1382-3256. 27(2). doi: 10.1007/s10664-021-10115-0. Full text in Research Archive Show summary

  Teamwork is crucial in software development, particularly in agile development teams which are cross-functional and where team members work intensively together to develop a cohesive software solution. Effective teamwork is not easy; prior studies indicate challenges with communication, learning, prioritization, and leadership. Nevertheless, there is much advice available for teams, from agile methods, practitioner literature, and general studies on teamwork to a growing body of empirical studies on teamwork in the specific context of agile software development. This article presents the agile teamwork effectiveness model (ATEM) for colocated agile development teams. The model is based on evidence from focus groups, case studies, and multi-vocal literature and is a revision of a general team effectiveness model. Our model of agile teamwork effectiveness is composed of shared leadership, team orientation, redundancy, adaptability, and peer feedback. Coordinating mechanisms are needed to facilitate these components. The coordinating mechanisms are shared mental models, communication, and mutual trust. We critically examine the model and discuss extensions for very small, multi-team, distributed, and safety-critical development contexts. The model is intended for re- searchers, team members, coaches, and leaders in the agile community.

• Lindsjørn, Yngve; Almås, Steffen & Stray, Viktoria (2021). A Case Study of Teamwork and Project Success in a Comprehensive Capstone Course . NIKT: Norsk IKT-konferanse for forskning og utdanning. ISSN 1892-0713. 4. Show summary

  Teamwork is essential in agile software development projects. Therefore, software engineering students who participate in a software engineering capstone course involving teamwork are better prepared for the industry. This study investigated student teams over three years in a comprehensive capstone course offered by the University of Oslo. The collaboration between the students involved in the course changed from in person in 2019 to virtual in 2020 and 2021 due to the COVID-19 pandemic. In this study, we aimed to explore the differences in teamwork and the effect on project success when the student teams collaborated in person versus virtually. A mixed-methods case study was conducted. The quantitative data consisted of surveys representing 126 student teams and 595 individual respondents. The qualitative data included eight semi-structured interviews. The results indicate that the student teams in such software engineering capstone courses perform well even when collaborating virtually, but they are less satisfied than they are when in person. The student teams found it hard to motivate themselves when they suddenly had to work virtually. Still, the motivation increased when they found ways to collaborate and make the project case exciting. The teams found adequate collaboration tools and managed to carry out the teamwork virtually. Even though it was harder to work virtually, project success was not significantly affected. The student teams that performed well also used virtual collaboration proficiently.

• Løvold, Henrik Hillestad; Lindsjørn, Yngve & Stray, Viktoria (2020). Forming and Assessing Student Teams in Software Engineering Courses. Lecture Notes in Business Information Processing. ISSN 1865-1348. p. 298–306. doi: 10.1007/978-3-030-58858-8_31. Show summary

  In software development projects, working in teams is essential. Therefore, software engineering courses often require the students to be working in teams to learn about team work behaviors and practices. The instructors of software engineering courses are presented with several challenges when teaching courses that require teamwork. For example, how to form high-performing student teams, and how to assess their work. The aim of this study is to evaluate whether there are differences in performance whether the students form the teams themselves, or if the teams are formed by the instructor. We evaluated a course involving agile software development by 200 students working in 39 teams. A total of 76% of the students chose to form their own teams, the remaining 24% were placed in teams by the instructors. Our findings indicate that teams formed by the students perform slightly better than the teams formed by the instructors.

• Lindsjørn, Yngve; Bergersen, Gunnar R.; Dingsøyr, Torgeir & Sjøberg, Dag (2018). Teamwork Quality and Team Performance: Exploring Differences Between Small and Large Agile Projects. In Garbajosa, Juan; Wang, Xiaofeng & Aguiar, Ademar (Ed.), Agile Processes in Software Engineering and Extreme Programming, 19th International Conference, XP 2018, Proceedings. Springer. ISSN 978-3-319-91601-9. p. 267–274. doi: 10.1007/978-3-319-91602-6_19. Full text in Research Archive Show summary

  Agile principles were originally developed for small projects but are now widely used in larger projects with hundreds of developers. Teamwork quality is essential in any development work, but how does teamwork quality differ in small and large agile projects? We report from an explorative survey with 64 agile teams and 320 team members and team leaders, from 31 teams in small projects and 33 teams in large projects. For small projects, teamwork quality was considered by both team members and team leaders to primarily affect product quality. For large projects, the effect of teamwork quality on product quality was positive when it was rated by team members but was negative when rated by team leaders. At a finer granularity, the six dimensions of teamwork quality that we investigated affected team performance differently in small and large projects. These findings question to what extent findings from previous studies on teamwork in agile development in small projects apply to large projects.

• Lindsjørn, Yngve; Sjøberg, Dag; Dingsøyr, Torgeir; Bergersen, Gunnar R. & Dybå, Tore (2016). Teamwork Quality and Project Success in Software Development: A Survey of Agile Development Teams. Journal of Systems and Software. ISSN 0164-1212. 122, p. 274–286. doi: 10.1016/j.jss.2016.09.028. Full text in Research Archive Show summary

  Small, self-directed teams are central in agile development. This article investigates the effect of team- work quality on team performance, learning and work satisfaction in agile software teams, and whether this effect differs from that of traditional software teams. A survey was administered to 477 respondents from 71 agile software teams in 26 companies and analyzed using structural equation modeling. A posi- tive effect of teamwork quality on team performance was found when team members and team leaders rated team performance. In contrast, a negligible effect was found when product owners rated team per- formance. The effect of teamwork quality on team members ́learning and work satisfaction was strongly positive, but was only rated by the team members. Despite claims of the importance of teamwork in ag- ile teams, this study did not find teamwork quality to be higher than in a similar survey on traditional teams. The effect of teamwork quality on team performance was only marginally greater for the agile teams than for the traditional teams.

• Dingsøyr, Torgeir; Fægri, Tor Erlend; Dybå, Tore; Haugset, Børge & Lindsjørn, Yngve (2016). Team Performance in Software Development: Research Results versus Agile Principles . IEEE Software. ISSN 0740-7459. 33(4), p. 106–110. doi: 10.1109/MS.2016.100. Full text in Research Archive Show summary

  This article reviews scientific studies of factors influencing colocated development teams' performance and proposes five factors that strongly affect performance. In the process, it compares these propositions with the Agile Manifesto's development principles. The Web extra at https://extras.computer.org/extra/mso2016040106s1.pdf details the sources and research methods the authors employed.

• Stray, Viktoria Gulliksen; Lindsjørn, Yngve & Sjøberg, Dag (2013). Obstacles to Efficient Daily Meetings in Agile Development Projects: A Case Study. In Falessi, Davide (Eds.), ACM / IEEE International Symposium on Empirical Software Engineering and Measurement. Baltimore, 10-11 Oct. 2013. IEEE (Institute of Electrical and Electronics Engineers). ISSN 978-0-7695-5056-5. p. 95–102. doi: 10.1109/ESEM.2013.30. Show summary

  Context: Most of the software organizations that use agile methods organize daily team meetings. Aim: Our aim was to understand how daily meetings are conducted and identify obstacles that reduce their efficiency. Method: We observed 56 daily meetings and conducted 21 interviews in three different teams in two countries. We used the repertory grid technique in the interviews and to analyze the results. Results: We identified thirteen obstacles. The four most prominent ones were: (1) The daily meetings lasted too long (on average, 22 minutes instead of the scheduled 15 minutes). (2) In the meetings that were not self-organized, team members reported to the Scrum Master instead of sharing information among all team members. (3) The interruption caused by daily meetings required substantially more time than the actual meeting time due to overhead before and after the meetings. (4) Several team members had negative attitudes towards the daily meetings. Conclusion: Organizers of daily meetings should evaluate whether the obstacles we have identified are present in their organization and consider our suggestions to remove or reduce these obstacles.

• Dingsøyr, Torgeir & Lindsjørn, Yngve (2013). Team Performance in Agile Development Teams: Findings from 18 Focus Groups. In Baumeister, Hubert & Weber, Barbara (Ed.), Agile Processes in Software Engineering and Extreme Programming, 14th International Conference, XP 2013, Vienna, Austria, June 3-7, 2013. Proceedings. Springer. ISSN 978-3-642-38313-7. p. 46–60. doi: 10.1007/978-3-642-38314-4_4. Show summary

  How to make teams perform well is increasingly important in software development, as agile development methods prescribe development in small teams. Team performance has been studied in a number of research fields, and there are many models of what enables team performance. A central question then is how relevant these models are for agile development teams. This article investigates the following research question: What factors do agile software practitioners perceive to influence effective teamwork, through a focus group study with 92 participants in 18 groups. The main findings are that what agile practitioners perceive foster and hinder team performance seems to comply well with what is stated in an existing research-based model. However, agile practitioners seem to place insufficient focus on backup behaviour. Agile practitioners place much emphasis on physical and technical infrastructure of the development team as enablers of team performance

• Arisholm, Erik; Sjøberg, Dag; Carelius, Gunnar J. & Lindsjørn, Yngve (2002). A Web-based Support Environment for Software Engineering Experiments. Nordic Journal of Computing. ISSN 1236-6064. p. 231–247.
• Lindsjørn, Yngve & Byerley, Paul (1996). Broadband network in the electronic market place in tourism. Ukjent.
• Byerley, Paul; Champness, Brian; Lindsjørn, Yngve; Kvam, Per & Schulz, Michael (1995). A Comparison of ATM and ISDN for provision of an international electronic market place in tourism. Ukjent.
• Aanonsen, Kari; Lindsjørn, Yngve & Kamfjord, Georg (1995). International marketing via broadband networks - building the local network in a Norwegian region. Ukjent.
• Gritzman, Michael; Kluge, Anders; Lindsjørn, Yngve; Lovett, Hilde M. & Storrøsten, Marianne N. (1993). Public access terminals: developing design guidelines. Ukjent.
• Lindsjørn, Yngve & Sjøberg, Dag (1988). Database consepts discussed in an object-oriented perspective. Ukjent.

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• Schaathun, Hans Georg; Lindsjørn, Yngve & Tøssebro, Erlend (2023). UDIT Norsk konferanse for utdanning og didaktikk i IT-fagene. NIKT: Norsk IKT-konferanse for forskning og utdanning. ISSN 1892-0713.
• Dingsøyr, Torgeir; Strode, Diane & Lindsjørn, Yngve (2022). Right Thoughts & Right Action: How to Make Agile Teamwork Effective. Amplify. 35(2), p. 12–17. Show summary

  The authors offer their own Agile Teamwork Effectiveness Model via five teamwork components (shared leadership, peer feedback, redundancy, adaptability, and team orientation) along with three coordinating mechanisms (shared mental models, mutual trust, and communication). They describe the three main ways their model can be useful. First, colocated teams can better understand how their team works by reflecting on how well they meet each factor in the model and by using behavioral markers to identify ways to improve. Second, it helps distributed teams, multi-teams, and teams doing safety-critical development to evaluate themselves and make improvement. Third, it’s a way for Agile teams not doing software development to better manage themselves, provided they’re doing knowledge-intensive work.

• Løvold, Henrik Hillestad; Lindsjørn, Yngve & Stray, Viktoria (2020). Forming and Assessing Student Teams in Software Engineering Courses.
• Lindsjørn, Yngve; Stray, Viktoria & Vihovde, Eva Hadler (2019). Studentaktiv læring og teamarbeid i informatikkundervisning i høyere utdanning. MNT-konferansen 2019.
• Løvold, Henrik Hillestad & Lindsjørn, Yngve (2019). Workshop – Teamwork in Software Engineering Courses.
• Lindsjørn, Yngve & Stray, Viktoria (2018). Studentaktiv læring og prosjektarbeid i utvikling av IT-systemer.
• Krogstie, Birgit Rognebakke; Lindsjørn, Yngve; Nordseth, Hugo & Tøssebro, Erlend (2012). UDIT Preface, NIKT: Norsk IKT-konferanse for forskning og utdanning 2020. Bibsys Open Journal Systems. ISSN 978-3-540-68164-9.
• Arisholm, Erik; Sjøberg, Dag; Carelius, Gunnar J. & Lindsjørn, Yngve (2002). SESE - an Experiment Support Environment for Evaluating Software Engineering Technologies.
• Børseth, Harald; Holmes, Peter; Johansen, Bent Østebø; Lindsjørn, Yngve; Lovett, Hilde M. & Lous, Joachim [Show all 7 contributors for this article] (1997). IMiS pilot project - Final report: Infrastructure for multimedia applications in seamless networks. Ukjent.
• Lindsjørn, Yngve (1996). Databaser og multimedia.
• Lindsjørn, Yngve (1996). Multimedia og kart.
• Holmes, Peter; Løbersli, Frode; Lindsjørn, Yngve & Lous, Joachim (1996). Scenarios for IMiS. Ukjent.
• Lindsjørn, Yngve (1995). MNET trial, comparison of ATM and ISDN in the electronic market place.
• Lindsjørn, Yngve (1995). Multimedia og Trender.
• Lindsjørn, Yngve (1995). EU prosjektet MNET (Marketing NET) - erfaring med nordisk samarbeid.
• Lindsjørn, Yngve (1995). Multimedia - Trender i markedet.
• Lindsjørn, Yngve (1994). TIM - europeisk reiselivsprosjekt.
• Lindsjørn, Yngve (1993). Multimedia på PC.
• Lindsjørn, Yngve (1992). Multimedia og databaser.
• Lindsjørn, Yngve (1992). Multimedia og databaser - status og trender.
• Lindsjørn, Yngve (1992). Multimedia og grensesnitt.
• Lindsjørn, Yngve (1990). Objektorientering og databaser.
• Lindsjørn, Yngve (1989). Objekt-orientert programmering, databaser og brukergrensesnitt.
• Lindsjørn, Yngve (1988). Objekt orientering og database/datamodell begreper.
• Tegelaár, Linnéa Egwene; Lindsjørn, Yngve & Stray, Viktoria (2020). Teamwork Quality in Software Engineering Education; A case study of the course IN2000 at the University of Oslo. Universitetet i Oslo.
• Afzal, Zunaira; Lindsjørn, Yngve & Stray, Viktoria (2018). A Case Study on Technical Debt. Universitetet i Oslo.
• Nyrud, Helga; Stray, Viktoria; Lindsjørn, Yngve & Moe, Nils Brede (2017). BizDev Teams in Agile Software Development. Universitetet i Oslo.
• Bekkstrand, Kristian; Stray, Viktoria & Lindsjørn, Yngve (2016). The Hidden Waste of Agile Distributed Development. Universitetet i Oslo.
• Daatland, Svein Olav & Lindsjørn, Yngve (1997). Rebus: Kommunedata 3.0. Veileder og dokumentasjon. NOVA. ISSN 82-7894-020-7. 1997(18).
• Lindsjørn, Yngve (1995). Multimedia & grensesnitt.
• Champness, Brian; Kvam, Per & Lindsjørn, Yngve (1995). MNET Evaluation.
• Lindsjørn, Yngve (1995). Multimedia og grensesnitt mot store datamengder.
• Lindsjørn, Yngve (1994). Nasjonalatlas på CD-ROM.
• Lindsjørn, Yngve (1994). Prototype database.
• Lindsjørn, Yngve (1994). Final report on design integration.
• Lindsjørn, Yngve (1993). Deliverable 23. TIM database model prototype.
• Lindsjørn, Yngve (1993). Deliverable 16. Site- and component specific TIM architecture.
• Lindsjørn, Yngve & Maartmann-Moe, Erling (1993). Deliverable 19. Integration prototype report and demonstration of the TIM system.
• Lindsjørn, Yngve (1993). Deliverable 15. Component specific functional specifications of the TIM system.
• Kristoffersen, Steinar; Holmes, Peter & Lindsjørn, Yngve (1993). Functional integration within multimedia systems.
• Gritzman, Michael; Kluge, Anders; Lindsjørn, Yngve; Lovett, Hilde & Storrøsten, Marianne N. (1993). Vennlige publikumsterminaler. Norsk Regnesentral. ISSN 82-539-0359-6.
• Lindsjørn, Yngve (1991). E-verkenes informasjonsbank - brukerveiledning.
• Lindsjørn, Yngve (1990). Brukerveiledning for MYZAK.
• Heim, Jan & Lindsjørn, Yngve (1990). Bedre enn C:>?
• Berg, Hans-Fredrik; Heim, Jan & Lindsjørn, Yngve (1990). Brukervennlig informasjonssystem for NorEnergi. Norsk Regnesentral.

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