Viktoria Stray

• Stray, Viktoria; Berntzen, Marthe Nordengen & Moe, Nils Brede (2026). Large-scale agile software development and coordination: A teaching case. Journal of Systems and Software. ISSN 0164-1212. 243. doi: 10.1016/j.jss.2026.113102. Fulltekst i vitenarkiv
• Andersen, Nina Haugland; Moe, Nils Brede; Barbala, Astri Moksnes; Ulfsnes, Rasmus; Kilit, Cansu & Fidan, Hatice [Vis alle 7 forfattere av denne artikkelen] (2026). From Tensions to Solutions: Managing Paradoxes in Large-Scale Agile. I Goldman, Alfredo; Marczak, Sabrina; Tonin, Graziela Simone; Bassi, Dairton; Silva, Tiago Silva da; Schön, Eva-Maria; Neumann, Michael & Pinna, Andrea (Red.), Agile Processes in Software Engineering and Extreme Programming: 27th International Conference on Agile Software Development, XP 2026, São Paulo, Brazil, April 8–11, 2026, Proceedings. Springer. ISSN 9783032223753. s. 56–72. doi: 10.1007/978-3-032-22375-3_4. Fulltekst i vitenarkiv Vis sammendrag

  Agile at scale introduces persistent tensions as organizations attempt to balance autonomy, coordination, and control across teams and layers. Some tensions are paradoxes, which are persistent contradictions in which both sides matter. Drawing on a qualitative case study of MarketCorp, a multinational marketplace company, we explore how paradoxes manifest in a large-scale agile context and how leaders respond. Interviews with 15 top managers and reflective conversations with 60 employees reveal three paradoxes: centralization vs. autonomy, internal vs. external focus, and product vs. project approaches. We explored two approaches for designing facilitated dialogue around paradoxes in leadership teams. The study highlights the importance of recognizing, normalizing, and collaboratively managing paradoxes and offers practical guidance for large-scale agile organizations, demonstrating that paradoxes can provide a valuable focus for continuous improvement and strengthen agile learning practices.

• Barbala, Astri Moksnes; Ulfsnes, Rasmus; Moe, Nils Brede; Sporsem, Tor Thorsrud & Stray, Viktoria (2026). Facilitating flourishing: Exploring the role of action research in digital innovation. I Bui, Tung (Red.), Proceedings of the 59th Hawaii International Conference on System Sciences (HICSS), Hyatt Regency Maui, January 6-9, 2026. University of Hawai'i at Manoa. ISSN 9780998133195. s. 6052–6061. doi: 10.24251/HICSS.2026.716. Fulltekst i vitenarkiv Vis sammendrag

  This paper presents findings from a four-year longitudinal action research collaboration on digital innovation with a large maritime company. At the core of this collaboration is a recurring hackathon event, where researchers introduced an idea-refining “innovation game” to engage participants in developing new ideas, particularly around AI initiatives. Drawing on interviews, observations, and participant reflections, we examine how researcher-led collaborative processes that incorporate game elements create conditions for serendipitous moments of unexpected discovery, which in turn foster innovation and positive affects. We argue that such moments, when materialized and cultivated through active researcher involvement, contribute to employee flourishing over time. The study demonstrates how researchers, by aligning with organizational values, goals, and challenges, can shape digital innovation practices that facilitate flourishing.

• Stol, Klaas Jan; Stray, Viktoria; Moe, Nils Brede & Sporsem, Tor Thorsrud (2026). Onboarding Software Professionals in a Hybrid World. IEEE Transactions on Software Engineering. ISSN 0098-5589. doi: 10.1109/TSE.2026.3694572. Fulltekst i vitenarkiv
• Smite, Darja; Moe, Nils Brede; Ulfsnes, Rasmus; Stray, Viktoria; Opland, Leif Erik & Tkalich, Anastasiia (2026). Hackathons that Work: Driving Engagement in Corporate Innovation Events. IEEE Software. ISSN 0740-7459. doi: 10.1109/MS.2026.3675649. Fulltekst i vitenarkiv
• Stray, Viktoria; Brandtzæg, Elias Goldmann; Wivestad, Viggo Tellefsen; Barbala, Astri Moksnes & Moe, Nils Brede (2026). Developer Productivity With and Without GitHub Copilot: A Longitudinal Mixed-Methods Case Study. I Bui, Tung (Red.), Proceedings of the 59th Hawaii International Conference on System Sciences (HICSS), Hyatt Regency Maui, January 6-9, 2026. University of Hawai'i at Manoa. ISSN 9780998133195. s. 7413–7422. doi: https:/hdl.handle.net/10125/112286. Fulltekst i vitenarkiv Vis sammendrag

  This study investigates the real-world impact of the generative AI (GenAI) tool GitHub Copilot on developer activity and perceived productivity. We conducted a mixed-methods case study in NAV IT, a large public sector agile organization. We analyzed 26,317 unique non-merge commits from 703 of NAV IT's GitHub repositories over a two-year period, focusing on commit-based activity metrics from 25 Copilot users and 14 non-users. The analysis was complemented by survey responses on their roles and perceived productivity, as well as 13 interviews. Our analysis of activity metrics revealed that individuals who used Copilot were consistently more active than non-users, even prior to Copilot’s introduction. We did not find any statistically significant changes in commit-based activity for Copilot users after they adopted the tool, although minor increases were observed. This suggests a discrepancy between changes in commit-based metrics and the subjective experience of productivity.

• Stray, Viktoria; Moe, Nils Brede & Semsøy, Susanne (2025). Hybrid Meetings in Agile Software Development. I Peter, Sybille (Red.), Agile Processes in Software Engineering and Extreme Programming: 26th International Conference on Agile Software Development, XP 2025, Brugg-Windisch, Switzerland, June 2–5, 2025, Proceedings | SpringerLink. Springer. ISSN 9783031945441. s. 71–80. doi: 10.1007/978-3-031-72781-8_8. Fulltekst i vitenarkiv Vis sammendrag

  Hybrid meetings, which combine in-person and virtual participants, are becoming increasingly common in modern agile workplaces. Despite their prevalence, these meetings often lead to asymmetric participation. In this study, we explored the nature of participation asymmetries in hybrid meetings and identified the technical and social factors contributing to these disparities. We analyzed anonymized access card data, observed hybrid meetings, and conducted interviews with employees in a large-scale Norwegian software development organization. Our findings reveal that the employees preferred to go to the office on Tuesdays and Wednesdays. In hybrid meetings, we found reduced engagement from virtual participants compared to those co-located at the office, especially in the absence of a clear speaking order. Social-driven asymmetries included difficulties in entering conversations, missing remarks and non-verbal cues, and being left out of pre- and post-meeting discussions. Physical presence in meetings was found to be crucial for newly onboarded team members. Future research should investigate what fosters inclusive meeting practices to improve engagement and collaboration in hybrid work environments.

• Barbala, Astri Moksnes; Ulfsnes, Rasmus; Stray, Viktoria & Wivestad, Viggo Tellefsen (2025). Generative AI in the Workplace: Affective Affordances and Employee Flourishing. I Bui, Tung (Red.), Proceedings of the 58th Hawaii International Conference on System Sciences (HICSS), Hilton Waikoloa Village, January 7-10, 2025. University of Hawai'i at Manoa. ISSN 9780998133188. s. 6015–6024. doi: 10.24251/hicss.2025.720. Fulltekst i vitenarkiv Vis sammendrag

  With the advent of Generative AI (GenAI) and its application in various industries, research has begun showing how this new technology might impact aspects such as teamwork, perceived productivity and the nature of work tasks. However, there is still a lack of studies investigating the emotional dimensions of GenAI use, emphasizing the affective experiences materializing from employing such tools. This study explores the potential of GenAI tools to enhance employee flourishing in a workplace context. By building on interviews with 30 individuals across four tech-intensive companies we investigate how these tools not only provide new possibilities for work practices but also elicit positive affective experiences among users. Drawing on affect studies and affordance theory, this paper suggests that GenAI’s serendipitous nature and ability to streamline mundane tasks not only can enhance operational capabilities but also inspire a dynamic interplay of anticipation and excitement. Our findings point to that the integration of GenAI introduces novel affective affordances that potentially can enhance workplace flourishing, thereby augmenting the traditional understanding of user-tool interaction in professional environments.

• Wivestad, Viggo Tellefsen; Barbala, Astri Moksnes & Stray, Viktoria (2025). Copilot’s Island of Joy. I Marchesi, Lodovica; Goldman, Alfredo; Lunesu, Maria Ilaria; Przybyłek, Adam; Aguiar, Ademar; Morgan, Lorraine; Wang, Xiaofeng & Pinna, Andrea (Red.), Agile Processes in Software Engineering and Extreme Programming – Workshops: XP 2024 Workshops, Bozen-Bolzano, Italy, June 4–7, 2024, Revised Selected Papers. Springer. ISSN 9783031727818. s. 123–129. doi: 10.1007/978-3-031-72781-8_13. Fulltekst i vitenarkiv Vis sammendrag

  Abstract This study assesses the integration of GitHub Copilot into agile software development practices in one of Norway’s largest public sector organizations. Through a quasi-experimental survey of 115 participants, we differentiate the attitudes of users and non-users of GitHub Copilot regarding their development routines. Findings reveal that Copilot users experience significantly greater focus on engaging tasks and less dependence on colleagues compared to non-users, while non-users maintain a more cautious stance on AI use in the public sector. Further, while users generally showed more positive attitudes and fewer frustrations, these differences were not statistically significant. The study advocates for a mindful adoption of AI tools in agile settings, balancing individual benefits with interdependence and team unity.

• Andersen, Nina Haugland; Tkalich, Anastasiia; Moe, Nils Brede; Smite, Darja; Söderbom, Asgaut Mjølne & Hast, Ola [Vis alle 7 forfattere av denne artikkelen] (2025). Integrating pair programming as a work practice. Journal of Systems and Software. ISSN 0164-1212. 234. doi: 10.1016/j.jss.2025.112730. Fulltekst i vitenarkiv Vis sammendrag

  Context: Pair programming (PP) is more relevant than ever. As modern systems grow in complexity, knowledge sharing and collaboration across teams have become essential. However, despite well-documented benefits of PP, its adoption remains inconsistent across software teams. Objective: This study aims to understand the factors that facilitate or hinder team members’ adoption as well as lasting engagement in PP. Method: We have conducted an exploratory single-case study in a mature agile company in Norway. We collected data through two rounds of interviews with team members in different roles and performed a thematic analysis of the interviews. Results: Our key finding is that multiple factors, related to the perceptions of how PP contributes to daily work, social dynamics and learning, efforts associated with engaging in PP sessions, company and team attitudes, resources, infrastructure, and task characteristics, affect PP engagement. Conclusion: Long-term engagement in PP requires expected benefits with the practice being confirmed in firsthand experiences. Adapting the practice to each unique team, with insights drawn from collective learning, is also beneficial. Our findings will be beneficial for software practitioners seeking to make PP an integrated part of their team’s workflow.

• Martini, Antonio; Stray, Viktoria; Besker, Terese; Moe, Nils Brede & Bosch, Jan (2025). Process Debt: Definition, Risks, and Management. Journal of Software: Evolution and Process (JSEP). ISSN 2047-7473. 37(4), s. 1–23. doi: 10.1002/smr.70017. Fulltekst i vitenarkiv Vis sammendrag

  Process debt, like technical debt, can be a source of short‐term benefits but often leads to harmful consequences in the long term for a software organization. Despite its impact, the phenomenon of process debt has not been thoroughly explored in current literature, leaving a gap in understanding how it affects and is managed within organizations. This paper addresses this gap by defining process debt, describing its occurrence, the risks of its mismanagement, and showing examples of mitigation strategies. Our study began with an exploratory phase involving semi‐structured interviews with sixteen practitioners across four international organizations, allowing us to gather diverse insights into the occurrence and management of process debt. Then, to deepen our understanding and validate our findings, we conducted a cross‐company focus group with ten additional practitioners and analyzed fifty‐eight observations and thirty‐five interviews from a longitudinal case study. The analysis of the research findings led to a definition of process debt and a novel framework. We also report on the causes, consequences, and occurrence patterns of process debt over time. We present mitigation strategies and discuss which ones need further attention for future research. Our results suggest that the debt metaphor may help companies understand how to manage and improve their processes and make process‐related decisions that are beneficial both in the short and long term.

• Stray, Viktoria; Barbala, Astri Moksnes & Wivestad, Viggo Tellefsen (2025). Human-AI Collaboration in Software Development: A Mixed-Methods Study of Developers’ Use of GitHub Copilot and ChatGPT. I Li, Jingyue (Red.), FSE Companion '25: Proceedings of the 33rd ACM International Conference on the Foundations of Software Engineering. Association for Computing Machinery (ACM). ISSN 9798400712760. s. 1325–1332. doi: 10.1145/3696630.3730566. Fulltekst i vitenarkiv Vis sammendrag

  The integration of AI-powered coding assistants into software development presents both opportunities and challenges. These tools promise enhanced productivity and code quality while introducing significant concerns related to workflow integration, accuracy, reliability, and ethical considerations. This study investigates how software developers interact with Generative AI (GenAI) tools in a large-scale public sector organization. Using a mixed-methods approach, we analyze 13 interviews and a survey with 114 respondents to explore the impact of GitHub Copilot (IDE-integrated AI) and ChatGPT (conversational AI assistant) on software engineering workflows. The Human-AI Collaboration and Adaptation Framework (HACAF) is central to our analysis, which integrates insights from several technology acceptance models and theories. Our findings reveal that compatibility within existing workflows plays a crucial role in effectively utilizing GenAI tools. We explore individual, technological, and social factors that influence the adoption of these tools, highlighting the importance of organizational support and collective user patterns within teams. By studying both users and non-users, we provide insights into the factors driving GenAI adoption and the barriers preventing full integration. Our findings contribute to discussions on AI-enhanced IDEs, human-AI collaboration in coding, and the evolving role of LLM-based assistants in modern software development.

• Stray, Viktoria; Stabell, Idunn; Sæter, Gyda Elisa; Barbala, Astri Moksnes & Lindsjørn, Yngve (2025). Teamwork in agile software development: A mixed-method study of gender diversity and collaboration dynamics. Information and Software Technology. ISSN 0950-5849. 187. doi: 10.1016/j.infsof.2025.107840. Fulltekst i vitenarkiv Vis sammendrag

  Context: Teamwork is an important aspect of agile software development, and the widespread adoption of agile methodologies emphasizes the need for educational approaches that prepare students for effective teamwork. Capstone courses in agile software engineering provide a valuable setting for students to experience collaborative work. However, the dynamics within these teams, particularly regarding gender, require further exploration. Objectives: This study examines teamwork experiences in an agile capstone course focusing on how team gender composition affects role distribution, teamwork quality, and gender bias. Methods: This study involved 94 teams comprising 561 students over two years (213 women and 348 men). We employed a mixed-methods approach, using four surveys (806 responses) and 12 in-depth interviews to capture ambition level, satisfaction with agile practices, and gender differences. Results: Team gender composition significantly impacted teamwork quality (TWQ), with female-dominated but gender-diverse teams showing the highest TWQ scores. Interestingly, women in token positions in male-majority teams reported unexpectedly high satisfaction levels, challenging aspects of Kanter’s tokenism theory. However, women were more likely to report that team members underestimated their competence, particularly in male-majority teams. Observed gender differences included a tendency for women to engage more in design and process-oriented tasks, while men predominantly focused on programming and technical aspects such as architecture and algorithms. Conclusion: This study underscores the importance of considering team composition in relation to gender in agile teams, as we found this aspect greatly impacts team dynamics. Further, the implementation of agile practices in capstone courses yielded high overall TWQ scores, indicating significant educational value. Our findings provide insights for both software engineering education and agile practitioners.

• Lund, Camilla Thorgersen Kielland; Stabell, Idunn; Stray, Viktoria & Lindsjørn, Yngve (2025). Teamwork Quality in Agile Capstone Courses: Insights from 790 Software Engineering Students. I Li, Jingyue (Red.), FSE Companion '25: Proceedings of the 33rd ACM International Conference on the Foundations of Software Engineering. Association for Computing Machinery (ACM). ISSN 9798400712760. s. 976–986. doi: 10.1145/3696630.3727254. Fulltekst i vitenarkiv Vis sammendrag

  Teamwork quality (TWQ), team members' success, and team performance are critical components of effective collaboration in modern software development. As capstone courses in software engineering aim to prepare students for industry practices, understanding the factors that influence team dynamics is essential. This study investigates the relationship between team ambition levels and TWQ, team members' success, and team performance in an agile capstone course. Our study involves 133 student teams comprising 790 students across three consecutive years (2022–2024). Data collection included 1,122 responses from pre- and post-surveys. In all three years, students were grouped into teams based on ambition levels. In 2024, the course structure was changed to place less emphasis on written project reports due to the widespread adoption of AI tools like ChatGPT. The results show that ambition levels were positively correlated with TWQ, team members' success, and team performance in 2022 and 2023, with higher ambition levels generally associated with improved collaboration and outcomes. However, in 2024, there were reduced disparities between lower and higher-ambition teams, enabling more equitable success across all teams. This study highlights that while ambition levels play a role in influencing teamwork and success, structured interventions that prioritize collaboration and inclusivity have a more substantial impact. These findings suggest that moving away from ambition-based team formation and focusing on fostering high-quality teamwork processes can better prepare students for real-world agile environments.

• Stray, Viktoria; Moe, Nils Brede; Ganeshan, Nivethika & Kobbenes, Simon (2025). Generative AI and Developer Workflows: How GitHub Copilot and ChatGPT Influence Solo and Pair Programming. I Bui, Tung (Red.), Proceedings of the 58th Hawaii International Conference on System Sciences (HICSS), Hilton Waikoloa Village, January 7-10, 2025. University of Hawai'i at Manoa. ISSN 9780998133188. s. 7381–7390. doi: 10.24251/HICSS.2025.883. Fulltekst i vitenarkiv Vis sammendrag

  This study investigates the impact of generative AI (GAI) tools, like ChatGPT and GitHub Copilot, on software development. GAI tools can automate repetitive tasks, provide code suggestions, and enhance problem-solving. We conducted a case study in a large-scale agile organization, where we examined how GAI tools influence development efficiency and developers’ workflow. During 25 days of observations, we observed 49 programming sessions. GAI was used in all 16 solo programming sessions and 30 of 33 pair programming sessions. Additionally, we conducted 14 interviews with developers and team leaders. In solo programming, GAI tools were said to improve efficiency and reduce stress, allowing more time for solving complex tasks. In contrast, the impact of GAI in pair programming was mixed. GAI tools were less frequently used in pair programming compared to solo programming. Our findings also highlight changes in software development, with developers leveraging GAI for information retrieval and coding assistance. However, challenges such as dependency on AI tools and the accuracy of AI-generated suggestions persist.

• Barbala, Astri Moksnes; Moe, Nils Brede; Stray, Viktoria; Tkalich, Anastasiia; Aamo, Hedda Wasskog & Uthus, Mina [Vis alle 7 forfattere av denne artikkelen] (2025). Objectives and Key Results in Large-Scale Agile Organizations: Challenges and Enablers. I Bui, Tung (Red.), Proceedings of the 58th Hawaii International Conference on System Sciences (HICSS), Hilton Waikoloa Village, January 7-10, 2025. University of Hawai'i at Manoa. ISSN 9780998133188. s. 7444–7453. doi: 10.24251/HICSS.2025.890. Fulltekst i vitenarkiv Vis sammendrag

  Objectives and Key Results (OKRs) have emerged as a prevalent strategic management tool in large-scale agile development organizations, aiming to enhance operational alignment and performance. This study investigates the implementation of OKRs within a fintech organization that specializes in developing and managing solutions for over one million customers. We identify six key challenges and six enablers experienced in large-scale agile contexts when adopting OKRs as an organization-wide goal-setting framework. Our findings reveal that employees encounter challenges related to goal-setting and the compatibility of OKRs with their work tasks. However, factors such as sufficient training and concrete tasks, like "Monday Commitments," facilitate the successful adoption of OKRs in large-scale organizations. The study offers valuable insights for leaders and managers aiming to maximize the potential of OKRs, particularly within the dynamic and rapidly evolving fintech sector.

• Tkalich, Anastasiia; Klotins, Eriks; Sporsem, Tor Thorsrud; Stray, Viktoria; Moe, Nils Brede & Barbala, Astri Moksnes (2025). User feedback in continuous software engineering: revealing the state-of-practice. Empirical Software Engineering. ISSN 1382-3256. 30(3). doi: 10.1007/s10664-024-10557-2. Fulltekst i vitenarkiv Vis sammendrag

  Context Organizations opt for continuous delivery of incremental updates to deal with uncertainty and minimize waste. However, applying continuous engineering (CSE) practices requires a continuous feedback loop with input from customers and end-users. Challenges It becomes increasingly challenging to apply traditional requirements elicitation and validation techniques with ever-shrinking software delivery cycles. At the same time, frequent deliveries generate an abundance of usage data and telemetry informing engineering teams of end-user behavior. The literature describing how practitioners work with user feedback in CSE, is limited. Objectives We aim to explore the state of practice related to utilization of user feedback in CSE. Specifically, what practices are used, how, and the shortcomings of these practices. Method We conduct a qualitative survey and report analysis from 21 interviews in 13 product development companies. We apply thematic and cross-case analysis to interpret the data. Results Based on our earlier work we suggest a conceptual model of how user feedback is utilized in CSE. We further report the identified challenges with the continuous collection and analysis of user feedback and identify implications for practice. Conclusions Companies use a combination of qualitative and quantitative methods to infer end-user preferences. At the same time, continuous collection, analysis, interpretation, and use of data in decisions are problematic. The challenges pertain to selecting the right metrics and analysis techniques, resource allocation, and difficulties in accessing vaguely defined user groups. Our advice to practitioners in CSE is to ensure sufficient resources and effort for interpretation of the feedback, which can be facilitated by telemetry dashboards. Similar content being viewed by others

• Ulfsnes, Rasmus; Berntzen, Marthe; Moe, Nils Brede; Barbala, Astri Moksnes; Sporsem, Tor Thorsrud & Stray, Viktoria (2024). Exploring the Organizational Models for Data Science in Agile Software Development: Challenges and Strategies from a Multi-Case Study. I Bui, Tung X. (Red.), Proceedings of the 57th Hawaii International Conference on System Sciences. The Hawaii International Conference on System Sciences (HICSS). ISSN 9780998133171. s. 7249–7258. doi: 10.24251/HICSS.2023.870. Fulltekst i vitenarkiv Vis sammendrag

  In an increasingly fast-paced and dynamic world with exponentially more data, more roles are required in agile software development. At the same time, the development team needs to maintain speed and autonomy. The challenges surrounding the organization of cross-functional teams are thus exacerbated. Through a multi-case study with interviews from five organizations, we show how agile companies use different models of organizing data scientists. We find that there are specific challenges related to each of these organizational models and that some challenges are shared among all the organizational models. Challenges include difficulty coordinating development strategies and a lack of resources. In addition, we identify strategies used to overcome the challenges, including coordinating mechanisms for platform teams, communities of practice for data scientists, and the development of shared playbooks.

• Stray, Viktoria; Moe, Nils Brede; Bergersen, Gunnar R. & Kirkerud, Jeanette (2024). Behavioral Aspects of Agile Software Development: A Case Study on Meeting Practices. I Bui, Tung X. (Red.), Proceedings of the 57th Hawaii International Conference on System Sciences. The Hawaii International Conference on System Sciences (HICSS). ISSN 9780998133171. s. 7720–7729. doi: 10.24251/HICSS.2023.926. Fulltekst i vitenarkiv Vis sammendrag

  In FinTech organizations, there are trends toward employing agile methods, moving away from legacy monolithic technical architecture to microservices architecture, and focusing on collaboration and autonomy to boost innovation. When software teams have end-to-end responsibility and decision-making authority, they avoid handovers between teams and can develop software more quickly. Furthermore, effective coordination through meetings and digital collaboration tools is important for the success of the development of software applications. We conducted a case study in a large FinTech organization to understand behavioral aspects of software development and, specifically, their meeting practices. The results show that employees spend nearly half of their workday in meetings, posing challenges to productivity and availability. Strategies to reduce interruptions include blocking time in calendars, grouping meetings, and using digital tools such as Slack. Our findings indicate that achieving a balance between collaborative activities and uninterrupted work is not only challenging but essential in software development organizations. Consequently, it is important that team members discuss and actively experiment with various strategies to optimize this balance.

• Saltz, Jeffrey; Anderson, Edward; Sutherland, Alex & Stray, Viktoria (2024). Agile and Lean: Organization, Products and Development. I Bui, Tung X. (Red.), Proceedings of the 57th Hawaii International Conference on System Sciences. The Hawaii International Conference on System Sciences (HICSS). ISSN 9780998133171. s. 7236–7238. doi: 10.24251/HICSS.2023.868. Fulltekst i vitenarkiv Vis sammendrag

  Agile and Lean software development methods have become ubiquitous during the past two decades and have been shown to decisively improve the rapidity and success of software projects. However, the rise of virtual teams and ever more complex products have changed the context for which these methods were originally developed. The result are new organizational challenges that threaten to make Agile and Lean irrelevant. Additional pressure comes from new methods such as DevOps and BizDevOps that are increasing team diversity. Agile and Lean research, however, has not kept pace with these changes, creating the risk that Agile and Lean may become irrelevant in the near future.

• Sæter, Gyda Elisa; Stray, Viktoria; Almås, Steffen & Lindsjørn, Yngve (2024). The Role of Team Composition in Agile Software Development Education: A Gendered Perspective. I Šmite, Darja; Guerra, Eduardo; Wang, Xiaofeng; Marchesi, Michele & Gregory, Peggy (Red.), Agile Processes in Software Engineering and Extreme Programming: 25th International Conference on Agile Software Development, XP 2024, Bozen-Bolzano, Italy, June 4–7, 2024, Proceedings. Springer. ISSN 9783031611544. s. 179–195. Fulltekst i vitenarkiv
• Stray, Viktoria & Barbala, Astri Moksnes (2024). Slack Use in Large-Scale Agile Organizations: ESN Tools as Catalysts for Alignment? I Šmite, Darja; Guerra, Eduardo; Wang, Xiaofeng; Marchesi, Michele & Gregory, Peggy (Red.), Agile Processes in Software Engineering and Extreme Programming: 25th International Conference on Agile Software Development, XP 2024, Bozen-Bolzano, Italy, June 4–7, 2024, Proceedings. Springer. ISSN 9783031611544. s. 20–35. doi: 10.1007/978-3-031-61154-4_2. Fulltekst i vitenarkiv Vis sammendrag

  This paper examines the role of the enterprise social networking (ESN) tool Slack in the daily work of software practitioners within NAV, a large-scale agile public sector organization. Based on 13 interviews with NAV developers, our case study explores how Slack is employed for knowledge sharing and daily communication across the organization. We used a newly developed framework for communication in agile teams as a theoretical lens. Through our analysis, we found that Slack use had become deeply integrated into the organizational culture and fostered alignment in three main ways: Promoting communication transparency through open discussions visible for developers organization-wide, enhancing communication quality with prompt responses and constant communication, and encouraging communication discipline through structured channels and threads. This study also unveiled some challenges, such as information overload and hindered focus. However, our findings suggest that if common hurdles are overcome, modern ESN tools can reshape how cross-organizational communication plays out in large-scale agile, reinforcing the agile principles of collaboration and motivated individuals.

• Moe, Nils Brede; Berntzen, Marthe; Barbala, Astri Moksnes & Stray, Viktoria (2024). Software Product Management in Large-Scale Agile. I Šmite, Darja; Guerra, Eduardo; Wang, Xiaofeng; Marchesi, Michele & Gregory, Peggy (Red.), Agile Processes in Software Engineering and Extreme Programming: 25th International Conference on Agile Software Development, XP 2024, Bozen-Bolzano, Italy, June 4–7, 2024, Proceedings. Springer. ISSN 9783031611544. s. 53–69. doi: 10.1007/978-3-031-61154-4_4. Fulltekst i vitenarkiv Vis sammendrag

  Large-scale agile software development is increasingly being orga- nized with product management. Although product management is familiar to software engineering, we need research-based knowledge about organizing prod- uct management in an agile development context. This study focuses on product management challenges and configurations in a Nordic fintech organization with 10,000 employees. We conducted 19 interviews with participants involved in core product management activities. The study identifies ten key factors that hinder product management performance in a large-scale agile product company. Further, we present six product management configurations used in the fintech organiza- tion. The most suitable setup depends on the product lifecycle stage, product size, and development team setup. Our summary of the product management configura- tions and challenges can guide software product managers working in large-scale agile companies.

• Russo, Daniel; Baltes, Sebastian; Berkel, Niels van; Avgeriou, Paris; Calefato, Fabio & Cabrero-Daniel, Beatriz [Vis alle 35 forfattere av denne artikkelen] (2024). Generative AI in Software Engineering Must Be Human-Centered: The Copenhagen Manifesto. Journal of Systems and Software. ISSN 0164-1212. 216. doi: 10.1016/j.jss.2024.112115. Fulltekst i vitenarkiv
• Ulfsnes, Rasmus; Moe, Nils Brede; Stray, Viktoria & Skarpen, Marianne (2024). Transforming Software Development with Generative AI: Empirical Insights on Collaboration and Workflow. I Nguyen, Anh Duc; Abrahamsson, Pekka & Khomh, Foutse (Red.), Generative AI for Effective Software Development. Springer. ISSN 9783031556425. s. 219–234. doi: 10.1007/978-3-031-55642-5_10. Fulltekst i vitenarkiv
• Rosenkranz, Christoph; Stray, Viktoria & Wiesche, Manuel (2023). Call for Papers, Issue 1/2025, The Future of Systems Development: Managing Technology, Social, and Individual Aspects. Business & Information Systems Engineering (BISE). ISSN 2363-7005. doi: 10.1007/s12599-023-00819-6. Fulltekst i vitenarkiv
• Florea, Raluca Madalina; Stray, Viktoria & Sjøberg, Dag (2023). On the roles of software testers: An exploratory study. Journal of Systems and Software. ISSN 0164-1212. 204. doi: 10.1016/j.jss.2023.111742. Fulltekst i vitenarkiv Vis sammendrag

  Context: Software development organizations need testers with high skill levels in a broad range of technical areas and application domains. Accordingly, we need a better understanding of how testers meet such skill demands in the practice of their role. Objective: This work aims to deepen the understanding of the typical tester role. Method: We performed a thematic analysis of 19 in-depth, semi-structured interviews with software testers working in various industries. To investigate employers’ views on such roles, we conducted a thematic analysis of 400 job ads. Results: From the interviews, we identified five subroles of software testers: domain-specific tester, test automation specialist, test infrastructure specialist, user experience tester, and test manager. Most of the practitioners preferred to develop skills and act in one subrole. In contrast, most of the job ads requested that testers act in multiple subroles. Conclusion: Our findings provide a deeper understanding of the tester role, which may guide testers in their acquisition of skills and employers in the recruiting of testers.

• Berntzen, Marthe; Stray, Viktoria; Moe, Nils Brede & Hoda, Rashina (2023). Responding to change over time: A longitudinal case study on changes in coordination mechanisms in large-scale agile. Empirical Software Engineering. ISSN 1382-3256. 28. doi: 10.1007/s10664-023-10349-0. Fulltekst i vitenarkiv Vis sammendrag

  Abstract Context Responding to change and continuously improving processes, practices, and products are core to agile software development. It is no different in large-scale agile, where multiple software development teams need to respond both to changes in their external environments and to changes within the organization. Objective With this study, we aim to advance knowledge on coordination in large-scale agile by developing a model of the types of organizational changes that influence coordination mechanisms. Method We conducted a longitudinal case study in a growing large-scale agile organization, focusing on how external and internal changes impact coordination over time. We collected our data through 62 days of fieldwork across one and a half years. We conducted 37 interviews, observed 118 meetings at all organizational levels, collected supplementary material such as chat logs and presentations, and analyzed the data using thematic analysis. Results Our findings demonstrate how external events, such as onboarding new clients, and internal events, such as changes in the team organization, influence coordination mechanisms in the large-scale software development program. We find that external and internal change events lead to the introduction of new coordination mechanisms, or the adjustment of existing ones. Further, we find that continuous scaling requires continuous change and adjustment. Finally, we find that having the right mechanisms in place at the right time strengthens resilience and the ability to cope with change in coordination needs in complex large-scale environments. Conclusions Our findings are summarized in an empirically based model that provides a practical approach to analyzing change, aimed at supporting both researchers and practitioners dealing with change in coordination mechanisms in large-scale agile development contexts.

• Tkalich, Anastasiia; Moe, Nils Brede; Andersen, Nina Haugland; Stray, Viktoria & Barbala, Astri Moksnes (2023). Pair Programming Practiced in Hybrid Work, Proceedings of the 2023 ACM/IEEE International Symposium on Empirical Software Engineering and Measurement (ESEM). IEEE (Institute of Electrical and Electronics Engineers). ISSN 9781665452236. doi: 10.1109/ESEM56168.2023.10304797. Fulltekst i vitenarkiv Vis sammendrag

  Pair programming (PP) has been a widespread practice for decades and is known for facilitating knowledge exchange and improving the quality of software. Many agilists advocated the importance of collocation, face-to-face interaction, and physical artifacts incorporated in the shared workspace when pairing. After a long period of forced work-from-home, many knowledge workers prefer to work remotely two or three days per week, which is affecting practices such as PP. In this revelatory single-case study, we aimed to understand how PP is practiced during hybrid work when team members alternate between on-site days and working from home. We collected qualitative and quantitative data through 11 semi-structured interviews, observations, feedback sessions, and self-reported surveys. The interviewees were members of an agile software development team in a Norwegian fintech company. The results presented in this paper indicate that PP can be practiced through on-site, remote, and mixed sessions, where the mixed mode seems to be the least advantageous. The findings highlight the importance of adapting the work environment to suit individual work mode preferences when it comes to PP. In the future, we will build on these findings to explore PP in other teams and organizations practicing hybrid work.

• Moe, Nils Brede; Stray, Viktoria; Smite, Darja & Mikalsen, Marius (2023). Attractive Workplaces: What Are Engineers Looking for? IEEE Software. ISSN 0740-7459. 40(5), s. 85–93. doi: 10.1109/MS.2023.3276929. Fulltekst i vitenarkiv Vis sammendrag

  Competing for talents requires a conscious effort to offer an attractive workplace, which, until recently, involved increasing employee empowerment and engagement and offering opportunities for bottom-up innovation. Today, this is not sufficient, pushing tech companies to harmonize existing strategies with remote work.

• Liu, Zixuan; Stray, Viktoria & Sporsem, Tor Thorsrud (2023). Organizational Debt in Large-Scale Hybrid Agile Software Development: A Case Study on Coordination Mechanisms. I Kruchten, Philippe & Gregory, Peggy (Red.), Agile Processes in Software Engineering and Extreme Programming – Workshops: XP 2022 Workshops, Copenhagen, Denmark, June 13–17, 2022, and XP 2023 Workshops, Amsterdam, The Netherlands, June 13–16, 2023, Revised Selected Papers. Springer. ISSN 9783031485503. s. 75–84. doi: 10.1007/978-3-031-48550-3_8. Fulltekst i vitenarkiv Vis sammendrag

  Software development is a complex human-centered activity, increasingly complicated by agile organizations scaling and adopting hybrid work. While technical debt has been extensively studied, other forms of debt-organizational, process, cultural, and social-have received less attention. We conducted a case study using ten semi-structured interviews, observations, and document analysis to identify coordination mechanisms used in large-scale hybrid agile. We identified organizational debt challenges such as a lack of shared mental models, team coordination, team cohesion, and team learning. Also, the hybrid working arrangement was found to create tension between increased individual autonomy and team objectives, as well as between team autonomy and inter-team coordination. We found 23 coordination mechanisms that the teams used to address challenges in their organization. We propose that implementing many of these mechanisms may help manage organizational debt.

• Barbala, Astri Moksnes; Sporsem, Tor Thorsrud & Stray, Viktoria (2023). Data-Driven Development in Public Sector: How Agile Product Teams Maneuver Data Privacy Regulations. I Stettina, Christoph Johann; Garbajosa, Juan & Kruchten, Philippe (Red.), Agile Processes in Software Engineering and Extreme Programming: 24th International Conference on Agile Software Development, XP 2023, Amsterdam, The Netherlands, June 13–16, 2023, Proceedings. Springer. ISSN 9783031339769. s. 165–180. doi: 10.1007/978-3-031-33976-9_11. Fulltekst i vitenarkiv Vis sammendrag

  Datafication processes, the ongoing strive for making organizations data-driven, have in recent years entailed data-focused software projects and more interdisciplinary teamwork. Simultaneously as agile product teams have been directed towards increased use of data for software development, stronger data protection regulations such as GDPR have further complexified the software developer role, whose responsibilities and expectations now expand far beyond mere coding. Seeking to develop an understanding of how data-intensive product teams in the public sector maneuver the legal hurdles emerging in the wake of data governance, this paper builds on 19 interviews with members of two agile product teams in the Norwegian organizations NAV and Entur. Our findings indicate that including a legal expert in the team can boost confidence in data handling practices and avoid delays in deliveries, but it requires effort to synchronize and overcome interdisciplinary barriers.

• Olsen, John Olav; Stray, Viktoria & Moe, Nils Brede (2023). Business Development in Large-Scale Agile Software Development: Barriers and Enablers. I Kruchten, Philippe & Gregory, Peggy (Red.), Agile Processes in Software Engineering and Extreme Programming – Workshops: XP 2022 Workshops, Copenhagen, Denmark, June 13–17, 2022, and XP 2023 Workshops, Amsterdam, The Netherlands, June 13–16, 2023, Revised Selected Papers. Springer. ISSN 9783031485503. s. 161–170. doi: 10.1007/978-3-031-48550-3_16. Fulltekst i vitenarkiv Vis sammendrag

  Currently, many financial organizations must undergo a digital transformation. In this study, we investigated a transformation in a Norwegian fintech company with the aim of understanding how the tasks performed by business development can be better aligned with the work of cross-functional development teams. Specifically, we examined the enablers and barriers to coordination between business development and software product development in large-scale agile software development. The organization under study had 25 software product development teams that followed an in-house agile model. We collected data by conducting 13 interviews and collecting various documents. Our findings suggest that having cross-functional fora, having a common understanding of what business development is, and coaching the whole organization to be more agile can improve coordination between business and software development.

• Stray, Viktoria; Gundelsby, Jan Henrik; Ulfsnes, Rasmus & Moe, Nils Brede (2022). How agile teams make Objectives and Key Results (OKRs) work. I Carleton, Anita (Red.), ICSSP'22: Proceedings of the International Conference on Software and System Processes and International Conference on Global Software Engineering. Association for Computing Machinery (ACM). ISSN 9781450396745. s. 104–209. doi: 10.1145/3529320.3529332. Fulltekst i vitenarkiv Vis sammendrag

  Today, many companies allow their employees to work from anywhere, which has changed how employees coordinate their work and align toward the same goals. Objectives and Key Results (OKRs) is a goal-setting framework applied in such distributed settings. This research aimed to investigate how OKRs are used in large-scale agile contexts. We interviewed team members and analyzed documents, including a survey. Our study’s results provide both enabling and limiting situations that make team members’ utilization of the framework either easier or more difficult. We found that OKRs aided knowledge sharing and improved transparency between teams. We present four strategies used for overcoming challenges and maximizing the benefits of using a goal-setting framework. An important takeaway is that companies that employ OKRs must support their employees, especially in defining key outcomes that align and encourage teams toward a common goal.

• Moe, Nils Brede; Ulfsnes, Rasmus; Stray, Viktoria & Smite, Darja (2022). Improving productivity through corporate hackathons: A multiple case study of two large-scale agile organizations. Proceedings of the Annual Hawaii International Conference on System Sciences (HICSS). ISSN 1530-1605. s. 7310–7319. doi: 10.24251/HICSS.2022.878. Fulltekst i vitenarkiv Vis sammendrag

  Software development companies organize hackathons to encourage innovation. Despite many benefits of hackathons, in large-scale agile organizations where many teams work together, stopping the ongoing work results in a significant decrease in the immediate output. Motivated by the need to understand whether and how to run hackathons, we investigated how the practice affects productivity on the individual and organizational levels. By mapping the benefits and challenges to an established productivity framework, we found that hackathons improve developers' satisfaction and well- being, strengthen the company culture, improve performance (as many ideas are tested), increase activity (as the ideas are developed quickly), and improve communication and collaboration (because the social network is strengthened). Addressing managerial concerns, we found that hackathons also increase efficiency and flow because people learn to complete work and make progress quickly, and they build new competence. Finally, with respect to virtual hackathons we found that developers work more in isolation because tasks are split between team members resulting in less collaboration. This means that some important, expected hackathon values in virtual contexts require extra effort and cannot be taken for granted.

• Gustavsson, Tomas; Berntzen, Marthe & Stray, Viktoria (2022). Changes to team autonomy in large-scale software development: a multiple case study of Scaled Agile Framework (SAFe) implementations. International Journal of Information Systems and Project Management. ISSN 2182-7796. 10(1), s. 29–46. doi: 10.12821/ijispm100102. Fulltekst i vitenarkiv Vis sammendrag

  Large-scale transformations of agile ways of working have received more attention in the industry in recent years. Some organizations have developed their own solutions for scaling, whereas many have chosen trademarked frameworks. In large-scale agile software development, many developers and development teams carry out work simultaneously. When autonomous teams need to coordinate toward a common goal, they must sacrifice some level of autonomy. Development, testing, and integrations need to be coordinated with other teams and aligned with an organization´s programs or portfolio. Through the conducting of 28 interviews and 17 on-site visits, this multiple case study explored how team autonomy changed in three agile software development organizations that implemented the Scaled Agile Framework (SAFe). The positive changes to team autonomy that they experienced as a result included getting a better overview, making better long-term decisions, giving and receiving help, and signaling limitations. We found two negative impacts on team autonomy: limited feature choice and enforced refinement. The study extends previous research on large-scale agile software development and improves our understanding of impacts on team autonomy.

• Berntzen, Marthe; Hoda, Rashina; Moe, Nils Brede & Stray, Viktoria (2022). A taxonomy of inter-team coordination mechanisms in large-scale agile. IEEE Transactions on Software Engineering. ISSN 0098-5589. 49(2), s. 699–718. doi: 10.1109/TSE.2022.3160873. Fulltekst i vitenarkiv Vis sammendrag

  In large-scale agile software development, many teams work together to achieve overarching project goals. The more teams, the greater the coordination requirements. Despite the growing popularity of large-scale agile, inter-team coordination is challenging to practice and research. We conducted a case study over 1.5 years in a large-scale software development firm to better understand which inter-team coordination mechanisms are used in large-scale agile and how they support inter-team coordination. Based on a thematic analysis of 31 interviews, 113 hours of observations, and supplemental material, we identified 27 inter-team coordination mechanisms. From this, we offer the following contributions. First, we propose a taxonomy of inter-team coordination with three categories: coordination meetings, such as communities of practice, inter-team stand-ups, and retrospectives; coordination roles, such as the program architects and the platform team; and coordination tools and artefacts, such as Slack and JIRA as well as inter-team task boards, product backlogs, and roadmaps. Second, the coordination mechanisms displayed combinations of four key characteristics, technical, organizational, physical, and social (TOPS), which form the basis of the TOPS framework to capture the multifaceted characteristics of coordination mechanisms. Technical relates to the software product and/or technical tools supporting software development. Organizational pertains to the structural aspects of the organization. Physical refers to tangible or spatial characteristics. Social captures interpersonal and community-based characteristics. Finally, the taxonomy and the TOPS framework provide a knowledge base and a structured approach for researchers to study as well as for software practitioners to understand and improve inter-team coordination in large-scale agile.

• Stray, Viktoria; Moe, Nils Brede; Strode, Diane & Mæhlum, Emilie (2022). Coordination value in Agile software development: a multiple case study of coordination mechanisms managing dependencies. I Prechelt, Lutz & Rodríguez-Pérez, Gema (Red.), CHASE '22: Proceedings of the 15th International Conference on Cooperative and Human Aspects of Software Engineering. Association for Computing Machinery (ACM). ISSN 9781450393423. s. 11–20. doi: 10.1145/3528579.3529182. Fulltekst i vitenarkiv Vis sammendrag

  Background: Agile software projects involve a high degree of coordination between project members to manage complexity and frequent change. There is a need to understand what coordinating mechanisms are valuable for project and team coordination. Coordination mechanisms, such as meetings and Slack, can foster a smooth workflow but also fragment work by interrupting the focused work of developers. Objective: This study aimed to investigate valuable coordination mechanisms and how they can be balanced against the need for uninterrupted work periods. Method: We conducted 30 interviews and observed 109 meetings in five companies using agile software development methods. We used coordination-dependency mapping to identify valuable coordination mechanisms. Results: Valuable coordination mechanisms included instant messaging tools, daily stand-up meetings, boards, open work area, Scrum of Scrums, bug crush days, BizDev meetings, and Make it Happen meetings. Conclusion: We advise companies to identify valuable coordination mechanisms using coordination-dependency mapping and then to bundle, schedule, and substitute these coordination mechanisms to reduce interruptions to development work.

• Stray, Viktoria; Moe, Nils Brede; Vedal, Henrik Aspenes & Berntzen, Marthe (2022). Using Objectives and Key Results (OKRs) and Slack: A Case Study of Coordination in Large-Scale Distributed Agile. I Bui, Tung (Red.), The proceedings of the 55th Hawaii International Conference on System Sciences. University of Hawai'i at Manoa. ISSN 9780998133157. s. 7360–7369. Fulltekst i vitenarkiv Vis sammendrag

  Today, many large-scale software projects have members working from home, which has changed the way teams coordinate work. To better understand coordination in this setting, we conducted a case study through which we examined two teams in a large-scale agile project by observing meetings and conducting 17 interviews. Through the lens of Relational Coordination Theory (RCT), we analyzed the use of the goal-setting framework Objectives and Key Results (OKRs) and the collaboration tool Slack. Slack was used for frequent, timely, and problem-solving communication and, and its use decreased the number of planned meetings. However, discussions often started on Slack and continued in virtual ad-hoc meetings. The use of OKRs facilitated knowledge sharing, helped the teams align their goals, and provided inter-team insights. The main implication of our research is that projects using OKRs need to support project members, especially in formulating the key results that align and motivate the teams to work toward the same mission.

• Vedal, Henrik Aspenes; Stray, Viktoria; Berntzen, Marthe & Moe, Nils Brede (2021). Managing Dependencies in Large-Scale Agile. Lecture Notes in Business Information Processing. ISSN 1865-1348. 426, s. 52–61. doi: 10.1007/978-3-030-88583-0_6. Fulltekst i vitenarkiv Vis sammendrag

  Delivering results iteratively and frequently in large-scale agile requires efficient management of dependencies. We conducted semistructured interviews and virtual observations in a large-scale project during the Covid-19 pandemic to better understand large-scale dependency management. All employees in the case were working from home. During our data collection and analysis, we identified 22 coordination mechanisms. These mechanisms could be categorized as synchronization activities, boundary-spanning activities and artifacts, and coordinator roles. By using a dependency taxonomy, we analyzed how the mechanisms managed five different types of dependencies. We discuss three essential mechanisms for coordination in our case. First, setting Objectives and Key Results (OKRs) in regular workshops increased transparency and predictability across teams. Second, ad-hoc communication, mainly happening on Slack because of the distributed setting, was essential in managing dependencies. Third, the Product Owner was a coordinator role that managed both inter-team and intra-team dependencies.

• Stray, Viktoria; Moe, Nils Brede; Mikalsen, Marius & Hagen, Elin (2021). An Empirical Investigation of Pull Requests in Partially Distributed BizDevOps Teams. I Bendraou, Reda & Smite, Darja (Red.), 2021 IEEE/ACM Joint 15th International Conference on Software and System Processes (ICSSP) and 16th ACM/IEEE International Conference on Global Software Engineering (ICGSE). IEEE (Institute of Electrical and Electronics Engineers). ISSN 9781665414012. s. 110–119. doi: 10.1109/ICSSP-ICGSE52873.2021.00021. Fulltekst i vitenarkiv 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.

• 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. Fulltekst i vitenarkiv Vis sammendrag

  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.

• Mikalsen, Marius; Moe, Nils Brede; Wong, Sut I & Stray, Viktoria (2021). Agile Information System Development Organizations Transforming to Large-Scale Collaboration. I Valacich, Joe (Red.), ICIS 2021 Proceedings. Association for Information Systems (AIS). ISSN 9781733632591. Fulltekst i vitenarkiv Vis sammendrag

  We report findings from a case study of a large agile information systems development (ISD) organization´s sudden transformation to distributed, digital work in the context of the Covid-19 pandemic. It seeks to understand how knowledge creation and sharing changes. The findings show various forms of distance being introduced, digital tool usage, increased task orientation, and variations across teams. To analyze the findings, we use the concepts of large-scale collaborations and sociability. Large-scale collaboration offers a socio-technical perspective on tackling distributed knowledge sharing and creation in the presence of multiple, loosely coupled partners using digital tools for collaboration. We show what the digital tools afford using the concept of sociability. We discuss how distributed digital practices make teams more task-oriented and that creating and maintaining sociability, a key issue for knowledge sharing in agile ISD organizations, require relation-oriented communication during practical problem solving using digital tools.

• Stray, Inga Viktoria Ågesdatter Gulli; Tkalich, Anastasiia & Moe, Nils Brede (2021). The Agile Coach Role: Coaching for Agile Performance Impact. Proceedings of the Annual Hawaii International Conference on System Sciences (HICSS). ISSN 1530-1605. s. 6816–6825. doi: 10.24251/HICSS.2021.817. Fulltekst i vitenarkiv Vis sammendrag

  It is increasingly common to introduce agile coaches to help gain speed and advantage in agile companies. Following the success of Spotify, the role of the agile coach has branched out in terms of tasks and responsibilities, but little research has been conducted to examine how this role is practiced. This paper examines the role of the agile coach through 19 semi-structured interviews with agile coaches from ten different companies. We describe the role in terms of the tasks the coach has in agile projects, valuable traits, skills, tools, and the enablers of agile coaching. Our findings indicate that agile coaches perform at the team and organizational levels. They affect effort, strategies, knowledge, and skills of the agile teams. The most essential traits of an agile coach are being emphatic, people-oriented, able to listen, diplomatic, and persistent. We suggest empirically based advice for agile coaching, for example companies giving their agile coaches the authority to implement the required organizational changes within and outside the teams.

Se alle arbeider i NVA

• Babar, Muhammad Ali; Tosun, Ayşe; Wagner, Stefan & Stray, Viktoria (2025). EASE '25: Proceedings of the 29th International Conference on Evaluation and Assessment in Software Engineering, June 17 to 20, 2025, Istanbul, Turkey. Association for Computing Machinery (ACM). ISBN 9798400713859. 1148 s. doi: https:/dl.acm.org/doi/proceedings/10.1145/3756681. Fulltekst i vitenarkiv
• Carroll, Noel; Duc, Anh Nguyen; Wang, Xiaofeng & Stray, Viktoria (2022). Software Business: 13th International Conference, ICSOB 2022, Bolzano, Italy, November 8–11, 2022, Proceedings. Springer Nature. ISBN 9783031207068. 360 s. Fulltekst i vitenarkiv
• Stray, Viktoria; Stol, Klaas-Jan; Paasivaara, Maria & Kruchten, Philippe (2022). Agile Processes in Software Engineering and Extreme Programming: 23rd International Conference on Agile Software Development, XP 2022, Copenhagen, Denmark, June 13–17, 2022, Proceedings. Springer. ISBN 9783031081682. 237 s. Fulltekst i vitenarkiv
• Wang, Xiaofeng; Martini, Antonio; Duc, Anh Nguyen & Stray, Viktoria (2021). Software Business: 12th International Conference, ICSOB 2021, Drammen, Norway, December 2–3, 2021, Proceedings. Springer. ISBN 9783030919825. 255 s. Fulltekst i vitenarkiv

Se alle arbeider i NVA

• Stray, Viktoria & Helland, Marit (2025). Viktig at kvinner synes. [Journal]. Budstikka. Fulltekst i vitenarkiv
• Stray, Viktoria (2025). Derfor sier introverte Viktoria (42) ja til så mye. [Internet]. Budstikka.no. Fulltekst i vitenarkiv
• Stray, Viktoria; Hanssen, Geir Kjetil; Barbala, Astri Moksnes; Smite, Darja & Stol, Klaas-Jan (2025). What is Generative AI good for? Introduction to the special issue on Generative AI in software engineering. Information and Software Technology. ISSN 0950-5849. 187. doi: 10.1016/j.infsof.2025.107857. Fulltekst i vitenarkiv Vis sammendrag

  A major question that can be asked of any new major technology or innovation is: what is it good for? For this special issue, we invited manuscripts that answer exactly that question in the context of Generative AI and Software Engineering. We received 33 submission, which underwent a rigorous peer review process. This process led to inclusion of 13 manuscripts, which we organized according to McGrath’s Group Task typology in this editorial. In doing so, we acknowledge that not all tasks are equal, and we demonstrate the breadth of tasks that GenAI can assist in. This set of curated articles provides a variety of interesting applications and studies of GenAI technology. We conclude this editorial with an outlook on the future.

• Stray, Viktoria (2025). Teamwork Quality in Agile Capstone Courses: Insights from 790 Software Engineering Students. Fulltekst i vitenarkiv
• Bernsmed, Karin & Stray, Viktoria (2025). Flere grundere på tech-liste. [Internet]. Shifter.no. Fulltekst i vitenarkiv
• Stray, Viktoria (2024). A Case Study on Meeting Practices. Fulltekst i vitenarkiv
• Rosenkranz, Christoph; Stray, Viktoria & Wiesche, Manuel (2024). Navigating the New Frontier of Information Systems Engineering. Business & Information Systems Engineering (BISE). ISSN 2363-7005. doi: 10.1007/s12599-024-00910-6. Fulltekst i vitenarkiv
• Stray, Viktoria (2024). ESN Tools as Catalysts for Alignment? Fulltekst i vitenarkiv
• Stray, Viktoria (2024). Keynote: Hybrid meetings. Fulltekst i vitenarkiv
• Bjørkeng, Per Kristian; Stray, Viktoria & Moe, Nils Brede (2023). Konsentrerer vi oss virkelig dårligere enn en gullfisk? Det moderne mennesket makter bare å konsentrere seg i 47 sekunder, hevdes det. Men noe skurrer. [Journal]. Aftenposten. Fulltekst i vitenarkiv
• 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. Fulltekst i vitenarkiv
• Stray, Viktoria (2023). En bedre møtehverdag med fart, flyt og smidighet. Fulltekst i vitenarkiv
• Stray, Viktoria (2023). Twoday - Mer produktiv med bedre møter. Fulltekst i vitenarkiv
• Stray, Viktoria (2023). Påfyll hos NRK Produkt- og teknologiutvikling: Få en bedre møtehverdag med Viktoria Stray. Fulltekst i vitenarkiv
• Stray, Viktoria (2023). Fart, flyt og smidighet i organisasjonen. Fulltekst i vitenarkiv
• Stray, Viktoria (2023). Koordinering med mening. Fulltekst i vitenarkiv
• Stray, Viktoria (2023). For mange møter, for lite tid til å jobbe. [Internet]. Dagens Perspektiv pluss. Fulltekst i vitenarkiv
• Stray, Viktoria (2023). Møteforskerens beste tips til mer effektive møter. [Internet]. Reiseliv1. Fulltekst i vitenarkiv
• Stray, Viktoria (2023). Møteforskerens beste tips til mer effektive møter. [Internet]. Dagens Perspektiv pluss. Fulltekst i vitenarkiv
• Stray, Viktoria (2023). Er møter arbeidsplassens største tidstyv? [Internet]. tu.no. Fulltekst i vitenarkiv
• Stray, Viktoria & Myklemyr, Anita (2023). Å jobbe i par beskytter mot forstyrrelser. [Journal]. Dagens Perspektiv. Fulltekst i vitenarkiv
• 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. Fulltekst i vitenarkiv
• Kristiansen, Nina & Stray, Viktoria (2023). Hjernen blir sliten av digitale møter. [Internet]. Forskning.no. Fulltekst i vitenarkiv
• Stray, Viktoria (2023). Strukturer tiden bedre og få mest ut av arbeidsdagen med disse knepene. Fulltekst i vitenarkiv
• Stray, Viktoria (2023). Møtekultur og time management m/Viktoria Stray. Fulltekst i vitenarkiv
• Melteig, Elina & Stray, Viktoria (2023). Er møter arbeidsplassens største tidstyv? [Journal]. Teknisk ukeblad. Fulltekst i vitenarkiv
• Stray, Viktoria & Moe, Nils Brede (2023). Pair Programming Practiced in Hybrid Work. Fulltekst i vitenarkiv
• Stray, Viktoria & Ludvigsen, Elin (2023). – Nei, mobilen gjør deg ikke til en gullfisk. Norske tilstander, episode 6, sesong 3. [TV]. TV2. Fulltekst i vitenarkiv Vis sammendrag

  Er det sant at skjermer og dingser ødelegger vår evne til konsentrasjon og læring? Noen mener at vi er på nivå med gullfisker. Det er ingen grunn til panikk, sier forsker Viktoria Stray og psykolog Knut Inge Fostervold. Norske tilstander: Et informativt og underholdende aktualitetsprogram som tar opp aktuelle saker i norsk politikk.

• Stray, Viktoria (2022). Melina trodde Teams-møter skulle frigjøre tid. – Det er litt merkelig, for det har blitt mer hektisk. [Internet]. Fontene.no. Fulltekst i vitenarkiv
• Stray, Viktoria & Grimsrud, Simen Aker (2022). Syns du det er for mange møter på jobb? Her er møteforskerens tips. [Internet]. Fontene.no. Fulltekst i vitenarkiv
• 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. Fulltekst i vitenarkiv
• Stray, Viktoria (2022). Effektive digitale møter. [Internet]. YouTube. Fulltekst i vitenarkiv
• Stray, Viktoria (2022). Løper du fra møte til møte gjennom arbeidsdagen? Her er forskerens tips for en god møtekultur. [Internet]. Psykologisk.no +. Fulltekst i vitenarkiv
• Stray, Viktoria (2022). Den hybride møtekulturen: – Møter er ikke bare møter lenger. [Internet]. Psykologisk.no +. Fulltekst i vitenarkiv
• 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: Knowledge, Culture and Communication. ISSN 0951-5666. 37(2), s. 701–710. doi: 10.1007/s00146-022-01406-1. Fulltekst i vitenarkiv 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.

• Gramnæs, Katrine & Stray, Viktoria (2021). Denne feilen gjør mange i «hybride møter». [Journal]. e24.no. Fulltekst i vitenarkiv
• Stray, Viktoria & Ulfsnes, Rasmus (2021). Hackathon - Ikke så dumt likevel. Fulltekst i vitenarkiv
• Stray, Viktoria (2021). Fortsatt behov for fysiske møter. [Journal]. Budstikka. Fulltekst i vitenarkiv Vis sammendrag

  Papirutgaven Også publisert i Budstikka pluss

• Stray, Viktoria (2021). Vurderer å fortsette med digitale foreldremøter etter pandemien. [Internet]. Budstikka. Fulltekst i vitenarkiv
• Thunes, Johanne; Kempton, Alexander Moltubakk; Aanestad, Margunn & Stray, Viktoria (2026). Beyond outsourcing: a case study on digital sourcing decisions. Universitetet i Oslo. Fulltekst i vitenarkiv Vis sammendrag

  In this thesis, I argue for the need to look beyond cost minimization in sourcing decisions. Over the last two decades, digitalization has changed the sourcing landscape, and the outsourcing literature has not kept up. It includes novel aspects and challenges, such as knowledge exchange, organizational learning, and digital transformation. Recently, generative artificial intelligence (AI) has received much attention. The problem is not only to decide whether to outsource or not, but also how to organize and govern digital solutions. The thesis explores the role of digital sourcing, the implications of digitalization, and the impact of recent technological advancements. The empirical material consists of interviews with software professionals who had experience in client organizations. The professionals were held responsible for digital sourcing decisions. The study was informed by both an ongoing set of software projects and the relevant literature. The main contribution of this thesis is a new analytical framework for digital sourcing decisions. While existing frameworks are rooted in cost arguments, this analytical framework takes a broader perspective, incorporating decision-level outsourcing. Second, the thesis contributes to the literature on digital sourcing, where empirical research is still scarce. Third, it also contributes to IS research in digital transformation and operations. Finally, the thesis presents lessons relevant to practitioners.

• Ganeshan, Nivethika; Kobbenes, Simon & Stray, Viktoria (2024). Impact of generative AI on pair programming and solo programming. Universitetet i Oslo. Fulltekst i vitenarkiv
• Sæter, Gyda Elisa; Stray, Viktoria & Lindsjørn, Yngve (2024). Implications of Gender Composition in Agile Software Engineering Teams. Universitetet i Oslo. Fulltekst i vitenarkiv
• Yndestad, Zahra Ghassem & Stray, Viktoria (2023). The Way Towards an Agile and Lean Construction Industry. Universitetet i Oslo. Fulltekst i vitenarkiv
• Løkensgard, Thorstein; Kristoffersen, Ingrid C.; Moe, Nils Brede & Stray, Viktoria (2022). Hvordan skape organisasjonsengasjement når alle sitter hver for seg? Universitetet i Oslo. Fulltekst i vitenarkiv
• Kirkerud, Jeanette & Stray, Viktoria (2022). Coordination in agile development organizations: A mixed-method study of meetings. Universitetet i Oslo. Fulltekst i vitenarkiv
• 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. Fulltekst i vitenarkiv
• 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. Fulltekst i vitenarkiv 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.

• 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. Fulltekst i vitenarkiv
• 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. Fulltekst i vitenarkiv
• Hoeven, Hilde van der & 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. Fulltekst i vitenarkiv
• 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. Fulltekst i vitenarkiv Vis sammendrag

  Since the beginning of the 21st century, software organizations have implemented new software to deliver better services. Software releases for companies can take several months. Software solutions had become an essential part of the daily operation and development of systems and services. Since time to market is quite critical in the IT industry, to reduce time and at the same time keep the software quality at the same level, some organizations have implemented DevOps as a way to work. The emergence of DevOps in the industry has led to forming a professional movement that combines efforts for software development and operation. DevOps' implementation affects the company's structure, culture, choice of technology, and products. The ultimate goal is to offer IT services to the market faster, but fast deliveries have a risk of production failure. DevOps as a concept stands for continuous improvement of the solution and the quality of this solution. This thesis aims to identify the benefits and challenges of implementing DevOps and the impact on test and quality. The research was performed by reviewing the literature and qualitative inquiries from software managers, product owners, team leaders, and technical testers to better understand DevOps. Specifically, I wanted to explore what kind of effect DevOps has on test and quality. In this research, the researcher collected both primary data and secondary data. Primary data are collected using interviewers with practitioners. Secondary data is presented in the literature review. A software application called Nvivo was used to conduct the datasets and data analysis. The software application will convert the dataset into more deliberate data. From the literature review and interviews, it became clear that if you use DevOps correctly, it has a significant effect on raising quality. From interviews, it turned out that testers are less stressed, and testing goes much faster since it is automated. Testers were delighted since the test becomes part of the DevOps pipeline, and all members of the team members, especially the developers, become more aware of the quality they deliver. All interviewees mentioned that since they must take responsibility for management, scaling, and everything else, they take more ownership and responsibility, thus increase the quality.

• Vedal, Henrik Aspenes & Stray, Viktoria (2021). Managing dependencies in large-scale agile - A case study of coordination in distributed teams. Universitetet i Oslo. Fulltekst i vitenarkiv

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