Viktoria Stray

• 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. doi: 10.24251/HICSS.2022.878.
• 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. 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.

• 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.
• 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 978-1-7336325-9-1.
• Ulfsnes, Rasmus; Stray, Viktoria; Moe, Nils Brede & Smite, Darja (2021). Innovation in Large-scale agile - Benefits and Challenges of Hackathons when Hacking from Home. I Gregory, Peggy & Kruchten, Philippe (Red.), Agile Processes in Software Engineering and Extreme Programming – Workshops: XP 2021 Workshops, Virtual Event, June 14–18, 2021, Revised Selected Papers. Springer. ISSN 978-3-030-88582-3. s. 23–32. doi: 10.1007/978-3-030-88583-0_3.
• 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. 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.

• 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. ISSN 978-1-6654-1401-2. s. 110–119. doi: 10.1109/ICSSP-ICGSE52873.2021.00021. Fulltekst i vitenarkiv
• 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
• Berntzen, Marthe; Stray, Viktoria & Moe, Nils Brede (2021). Coordination Strategies: Managing Inter-team Coordination Challenges in Large-Scale Agile. I Gregory, Peggy; Lassenius, Casper; Wang, Xiaofeng & Kruchten, Philippe (Red.), Agile Processes in Software Engineering and Extreme Programming: 22nd International Conference on Agile Software Development, XP 2021, Virtual Event, June 14–18, 2021, Proceedings. Springer. ISSN 978-3-030-78097-5. s. 140–156. doi: 10.1007/978-3-030-78098-2_9.
• 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
• Stray, Viktoria; Florea, Raluca-Madalina & Paruch, Lucas (2021). Exploring human factors of the agile software tester. Software quality journal. ISSN 0963-9314. s. 1–27. doi: 10.1007/s11219-021-09561-2. Fulltekst i vitenarkiv
• Smite, Darja; Mikalsen, Marius; Moe, Nils Brede; Stray, Viktoria & Klotins, Eriks (2021). From Collaboration to Solitude and Back: Remote Pair Programming During COVID-19. Lecture Notes in Business Information Processing. ISSN 1865-1348. 419, s. 3–18. doi: 10.1007/978-3-030-78098-2_1. Vis sammendrag

  Along with the increasing popularity of agile software development, software work has become much more social than ever. Contemporary software teams rely on a variety of collaborative practices, such as pair programming, the topic of our study. Many agilists advocated the importance of collocation, face- to-face interaction, and physical artefacts incorporated in the shared workspace, which the COVID-19 pandemic made unavailable; most software companies around the world were forced to send their engineers to work from home. As software projects and teams overnight turned into distributed collaborations, we question what happened to the pair programming practice in the work-from-home mode. This paper reports on a longitudinal study of remote pair programming in two companies. We conducted 38 interviews with 30 engineers from Norway, Sweden, and the USA, and used the results of a survey in one of the case com- panies. Our study is unique as we collected the data longitudinally in April/May 2020, Sep/Oct 2020, and Jan/Feb 2021. We found that pair programming has decreased and some interviewees report not pairing at all for almost a full year. The experiences of those who paired vary from actively co-editing the code by using special tools to more passively co-reading and discussing the code and solu- tions by sharing the screen. Finally, we found that the interest in and the use of PP over time, since the first months of the forced work from home to early 2021, has admittedly increased, also as a social practice.

• Stray, Viktoria; Bakhtawar, Memon & Paruch, Lucas (2020). A Systematic Literature Review on Agile Coaching and the Role of the Agile Coach. Lecture Notes in Computer Science (LNCS). ISSN 0302-9743. LNCS, 12562, s. 3–19. doi: 10.1007/978-3-030-64148-1_1.
• Jøsang, Audun; Stray, Viktoria & Rygge, Hanne (2020). Threat Poker: Gamification of Secure Agile. I Hölbl, Marko; Rannenberg, Kai & Welzer, Tatjana (Red.), 35th IFIP TC 11 International Conference on ICT Systems Security and Privacy Protection (IFIP SEC 2020). Springer. ISSN 978-3-030-58200-5. s. 142–155. doi: 10.1007/978-3-030-59291-2_10.
• Holgeid, Knut Kjetil & Stray, Viktoria (2020). Factors Promoting Software Project Escalation: A Systematic Review. I IEEE, Computer Society (Red.), 2020 IEEE 22nd Conference on Business Informatics (CBI 2020) . IEEE. ISSN 978-1-7281-9926-9. s. 280–289. doi: 10.1109/CBI49978.2020.00037.
• Moe, Nils Brede; Stray, Viktoria & Goplen, Marcus R. (2020). Studying Onboarding in Distributed Software Teams: A Case Study and Guidelines. I Li, Jingyue; Jaccheri, Maria Letizia; Dingsøyr, Torgeir & Chitchyan, Ruzanna (Red.), EASE '20: Proceedings of the Evaluation and Assessment in Software Engineering. Association for Computing Machinery (ACM). ISSN 9781450377317. s. 150–159. doi: 10.1145/3383219.3383235. Fulltekst i vitenarkiv
• Florea, Raluca-Madalina & Stray, Viktoria (2020). A Qualitative Study of the Background, Skill Acquisition, and Learning Preferences of Software Testers. I Li, Jingyue; Jaccheri, Maria Letizia; Dingsøyr, Torgeir & Chitchyan, Ruzanna (Red.), EASE '20: Proceedings of the Evaluation and Assessment in Software Engineering. Association for Computing Machinery (ACM). ISSN 9781450377317. s. 299–305. doi: 10.1145/3383219.3383252.
• Paruch, Lucas; Stray, Viktoria & Blindheim, Charlotte Bech (2020). Characteristic Traits of Software Testers. I Li, Jingyue; Jaccheri, Maria Letizia; Dingsøyr, Torgeir & Chitchyan, Ruzanna (Red.), EASE '20: Proceedings of the Evaluation and Assessment in Software Engineering. Association for Computing Machinery (ACM). ISSN 9781450377317. doi: 10.1145/3383219.3383270.
• Mikalsen, Marius; Stray, Viktoria; Moe, Nils Brede & Backer, Idun (2020). Shifting conceptualization of control in agile transformations. Lecture Notes in Business Information Processing. ISSN 1865-1348. 396, s. 173–181. doi: 10.1007/978-3-030-58858-8_18. Fulltekst i vitenarkiv
• Paruch, Lucas; Stray, Viktoria & Florea, Raluca-Madalina (2020). The human factors of the agile software tester. Communications in Computer and Information Science. ISSN 1865-0929. 1266, s. 474–487. doi: 10.1007/978-3-030-58793-2_38.
• 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. s. 298–306. doi: 10.1007/978-3-030-58858-8_31. Vis sammendrag

  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.

• Stray, Viktoria & Moe, Nils Brede (2020). Understanding coordination in global software engineering: A mixed-methods study on the use of meetings and Slack. Journal of Systems and Software. ISSN 0164-1212. 170. doi: 10.1016/j.jss.2020.110717. Fulltekst i vitenarkiv
• Stray, Viktoria; Moe, Nils Brede & Sjøberg, Dag (2020). Daily Stand-Up Meetings: Start Breaking the Rules! IEEE Software. ISSN 0740-7459. 37(3), s. 70–77. doi: 10.1109/MS.2018.2875988. Fulltekst i vitenarkiv
• Stray, Viktoria; Bai, Aleksander; Sverdrup, Nikolai Johan Sand & Mork, Heidi Camilla (2019). Empowering Agile Project Members with Accessibility Testing Tools: A Case Study. Lecture Notes in Business Information Processing. ISSN 1865-1348. 355, s. 86–101. doi: 10.1007/978-3-030-19034-7_6.
• Šmite, Darja; Moe, Nils Brede; Krekling, Thomas & Stray, Viktoria (2019). Offshore outsourcing costs: known or still hidden? I Calefato, Fabio; Tell, Paolo & Dubey, Alpana (Red.), 2019 ACM/IEEE 14th International Conference on Global Software Engineering (ICGSE). IEEE. ISSN 9781538692127. s. 40–47. doi: 10.1109/ICGSE.2019.00022. Fulltekst i vitenarkiv
• Martini, Antonio; Stray, Viktoria & Moe, Nils Brede (2019). Technical-, social- and process debt in large-scale agile: An exploratory case-study. Lecture Notes in Business Information Processing. ISSN 1865-1348. 364, s. 112–119. doi: 10.1007/978-3-030-30126-2_14. Fulltekst i vitenarkiv
• Stray, Viktoria; Moe, Nils Brede & Noroozi, Mehdi (2019). Slack Me If You Can! Using Enterprise Social Networking Tools in Virtual Agile Teams. I Calefato, Fabio; Tell, Paolo & Dubey, Alpana (Red.), 2019 ACM/IEEE 14th International Conference on Global Software Engineering (ICGSE). IEEE. ISSN 9781538692127. s. 111–121. doi: 10.1109/ICGSE.2019.00031. Fulltekst i vitenarkiv
• Florea, Raluca-Madalina & Stray, Viktoria (2019). A Global View on the Hard Skills and Testing Tools in Software Testing. I Calefato, Fabio; Tell, Paolo & Dubey, Alpana (Red.), 2019 ACM/IEEE 14th International Conference on Global Software Engineering (ICGSE). IEEE. ISSN 9781538692127. s. 143–151. doi: 10.1109/ICGSE.2019.00035.
• Moe, Nils Brede; Stray, Viktoria & Hoda, Rashina (2019). Trends and Updated Research Agenda for Autonomous Agile Teams: A Summary of the Second International Workshop at XP2019. Lecture Notes in Business Information Processing. ISSN 1865-1348. 364, s. 13–19. doi: 10.1007/978-3-030-30126-2_2. Fulltekst i vitenarkiv Vis sammendrag

  To succeed in complex environments and handle the innovation, development and support, organizations have to find ways to support and regulate the autonomy of teams according to the environmental demands and limitations. Furthermore, there is no one-size-fits-all autonomy approach. The process of forming and implementing autonomous teams, as well as the effective functioning of such teams, is not yet adequately addressed and understood in the context of complex knowledge-intensive organizations. The second international workshop on autonomous teams investigated barriers for team autonomy: “What are the real-world problems to be solved for autonomous teams?” and “What concepts from the literature can be used to solve the problems?”

• Florea, Raluca-Madalina & Stray, Viktoria (2019). The skills that employers look for in software testers. Software quality journal. ISSN 0963-9314. 27, s. 1449–1479. doi: 10.1007/s11219-019-09462-5. Fulltekst i vitenarkiv
• Berntzen, Marthe; Moe, Nils Brede & Stray, Viktoria (2019). The product owner in large-scale agile: An empirical study through the lens of relational coordination theory. Lecture Notes in Business Information Processing. ISSN 1865-1348. 355, s. 121–136. doi: 10.1007/978-3-030-19034-7_8. Fulltekst i vitenarkiv
• Bai, Aleksander; Stray, Inga Viktoria Ågesdatter Gulli & Mork, Heidi Camilla (2019). What methods software teams prefer when testing web accessibility. Advances in Human-Computer Interaction. ISSN 1687-5893. 2019:3271475, s. 1–14. doi: 10.1155/2019/3271475. Fulltekst i vitenarkiv Vis sammendrag

  Accessibility has become an important focus in software development; the goal is to allow as many people as possible, regardless of their capabilities, to use software. We have investigated the methods that software teams prefer when testing the accessibility of their software. We conducted a large-scale study to evaluate six methods, using a sample of 53 people who work on various software teams. We present a detailed breakdown of the results for each testing method and analyze the differences between the methods. Our findings show that there are statistically significant differences in team members’ preferences, particularly for those with different roles. This implies that a software team should not choose a single method for all team members.

• Stray, Viktoria; Moe, Nils Brede & Aasheim, Andreas (2019). Dependency Management in Large-Scale Agile: A Case Study of DevOps Teams. I Bui, Tung X. (Red.), Proceeding of the 52nd Hawaii International Conference on System Sciences (HICSS 2019). AIS Electronic Library. ISSN 978-0-9981331-2-6. s. 7007–7016. doi: 10.24251/hicss.2019.840. Fulltekst i vitenarkiv
• Moe, Nils Brede; Dahl, Bjørn Haug; Stray, Viktoria; Karlsen, Lina Sund & Schjødt-Osmo, Stine (2019). Team Autonomy in Large-Scale Agile. I Bui, Tung X. (Red.), Proceeding of the 52nd Hawaii International Conference on System Sciences (HICSS 2019). AIS Electronic Library. ISSN 978-0-9981331-2-6. s. 6997–7006. doi: 10.24251/HICSS.2019.839. Fulltekst i vitenarkiv
• Stray, Viktoria; Moe, Nils Brede & Hoda, Rashina (2018). Autonomous agile teams: challenges and future directions for research. I Wagner, Stefan; Hoda, Rashina & Aguiar, Ademar (Red.), Companion Proceedings: 19th International Conference on Agile Software Development (XP2018). Association for Computing Machinery (ACM). ISSN 978-1-4503-6422-5. doi: 10.1145/3234152.3234182. Fulltekst i vitenarkiv

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• 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 978-3-031-08168-2. 237 s.
• Wang, Xiaofeng; Martini, Antonio; Nguyen Duc, Anh & Stray, Viktoria (2021). Software Business: 12th International Conference, ICSOB 2021, Drammen, Norway, December 2–3, 2021, Proceedings. Springer. ISBN 978-3-030-91982-5. 434(*). 255 s.
• Stray, Viktoria; Hoda, Rashina; Paasivaara, Maria & Kruchten, Philippe (2020). Agile Processes in Software Engineering and Extreme Programming: Proceedings from the 21st International Conference on Agile Software Development, XP 2020. Springer. ISBN 978-3-030-49391-2. 254 s.

Se alle arbeider i Cristin

• Ravn, Johan Elvemo; Moe, Nils Brede; Stray, Viktoria & Seim, Eva Amdahl (2022). Team autonomy and digital transformation: Disruptions and adjustments in a well-established organizational principle. AI & Society: The Journal of Human-Centred Systems and Machine Intelligence. ISSN 0951-5666. 37(2), s. 701–710. doi: 10.1007/s00146-022-01406-1. Vis sammendrag

  The organizational theory literature is reasonably unanimous that team autonomy is a key factor for employee well-being and motivation as well as organizational performance. However, team autonomy is challenged when its processes and outputs need to be aligned with actors and factors external to a team. There are likely challenges and conflicts between team autonomy and the need for coherence in the wider system. Team autonomy has a range of implications and is challenged by a number of factors, such as knowledge complexity and decision-making, learning, large-scale problems, product and technical interdependencies, the use of platforms, virtual collaboration and diversity. Alignment with the external is particularly necessary in multi-team environments with many technical interdependencies, where a single team’s failure to deliver a sufficient level of quality may lead to system-wide consequences. Therefore, teams in complex environments increasingly need to regulate and manage their work in cooperation with internal and external partners and systems. Such dependencies challenge team autonomy. In this special issue of AI&S, we want to address these topics in more detail, particularly in the context of software-intensive organizations and digital transformations. The scope and, thus, the consequences of a team’s work can be far-reaching when the team’s effort and output take place partially or completely in fully digitized contexts and processes. The articles in this special issue show various ways of dealing with the challenge of balancing autonomy and alignment with the external. A key focus is to show the buffering function: how teams, with the help of processes, technology, new organizational forms and time and space are able to find the buffer needed for maintaining team autonomy.

• Gramnæs, Katrine & Stray, Viktoria (2021). Denne feilen gjør mange i «hybride møter». [Avis]. e24.no.
• Stray, Viktoria (2021). Fortsatt behov for fysiske møter. [Avis]. Budstikka. Vis sammendrag

  Papirutgaven Også publisert i Budstikka pluss

• Stray, Viktoria (2021). Vurderer å fortsette med digitale foreldremøter etter pandemien. [Internett]. Budstikka.
• Ulfsnes, Rasmus; Stray, Viktoria; Moe, Nils Brede & Smite, Darja (2021). Innovation in Large-scale agile - Benefits and Challenges of Hackathons when Hacking from Home.
• Stray, Viktoria & Ulfsnes, Rasmus (2021). Hackathon - Ikke så dumt likevel.
• Stray, Viktoria & Moe, Nils Brede (2021). Understanding Coordination in Global Software Engineering: A Mixed-Methods Study on the Use of Meetings and Slack.
• Stray, Viktoria & Moe, Nils Brede (2021). An Empirical Investigation of Pull-Requests in Partially Distributed Teams. Vis sammendrag

  In globally distributed projects, virtual teams are often partially dispersed. One common setup occurs when several members from one company work with a large outsourcing vendor based in another country. Further, the introduction of the popular BizDevOps concept has increased the necessity to cooperate across departments and reduce the age-old disconnection between the business strategy and technical development. Establishing a good collaboration in partially distributed BizDevOps teams requires extensive collaboration and communication techniques. Nowadays, a common approach is to rely on collaboration through pull requests and frequent communication on Slack. To investigate barriers for pull requests in distributed teams, we examined an organization located in Scandinavia where cross-functional BizDevOps teams collaborated with off-site team members in India. Data were collected by conducting 14 interviews, observing 23 entire days with the team, and observing 37 meetings. We found that the pull-request approach worked very well locally but not across sites. We found barriers such as domain complexity, different agile processes (timeboxed vs. flow-based development), and employee turnover. Using an intellectual capital lens on our findings, we discuss barriers and positive and negative effects on the success of the pull-request approach.

• Stray, Viktoria & Moe, Nils Brede (2021). Understanding Coordination in Global Software Engineering: A Mixed-Methods Study on the Use of Meetings and Slack. Vis sammendrag

  Given the relevance of coordination in the field of global software engineering, this work was carried out to further understand coordination mechanisms. Specifically, we investigated meetings and the collaboration tool Slack. We conducted a longitudinal case study using a mixed-methods approach with surveys, observations, interviews, and chat logs. Our quantitative results show that employees in global projects spend 7 h 45 min per week on average in scheduled meetings and 8 h 54 min in unscheduled meetings. Furthermore, distributed teams were significantly larger than co-located teams, and people working in distributed teams spent somewhat more time in meetings per day. We found that low availability of key people, absence of organizational support for unscheduled meetings and unbalanced activity from team members in meetings and on Slack were barriers for effective coordination across sites. The positive aspects of using collaboration tools in distributed teams were increased team awareness and informal communication and reduced the need for e-mail. Our study emphasizes the importance of reflecting on how global software engineering teams use meetings and collaboration tools to coordinate. We provide practical advice for conducting better meetings and give suggestions for more efficient use of collaboration tools in global projects.

• Moe, Nils Brede; Stokke, Ole Petter Baugerød & Stray, Viktoria (2021). Én av tre misfornøyd med video­møter og sam­arbeid på hjemme­kontor. [Fagblad]. Kode 24.
• Stray, Viktoria (2020). A systematic literature review on agile coaching and the role of the agile coach.
• Stray, Viktoria (2020). Mer produktiv med bedre møter.
• Stray, Viktoria (2020). Keynote: Coordination in large-scale agile.
• Torgersen, Eivind & Stray, Viktoria (2020). Hvordan blir jobbhverdagen etter koronakrisen? [Internett]. titan.no.
• Myklemyr, Anita & Stray, Viktoria (2020). Møteforsker – Benytt muligheten til å teste digitale møteverktøy . [Avis]. Dagens perspektiv.
• Mikalsen, Marius; Stray, Inga Viktoria Ågesdatter Gulli; Moe, Nils Brede & Backer, Idun (2020). Shifting Conceptualization of Control in Agile Transformations.
• Tkalich, Anastasiia & Stray, Viktoria (2020). Smidig coach: Hva har vi lært så langt?
• Moe, Nils Brede; Stray, Viktoria & Stokke, Ole Petter Baugerød (2020). Unge utviklere minst effektive på hjemmekontor. [Internett]. Kode 24.
• Benjaminsen, Christina; Stray, Viktoria & Moe, Nils Brede (2020). Ten tips for productive online meetings. Gemini (English edition). ISSN 0804-8568. Vis sammendrag

  We are meeting as never before – online. Particularly in connection with our jobs this may present challenges, but it can also be very productive. Here is some advice from researchers for smart meetings in the virtual environment.

• Benjaminsen, Christina; Stray, Viktoria & Moe, Nils Brede (2020). Ti råd for effektive møter på nett. Gemini. ISSN 0802-085X. Vis sammendrag

  Vi møtes som aldri før – på nett. Særlig i jobbsammenheng kan dette oppleves som krevende, men det kan også være svært effektivt. Her er forskernes råd til smarte møter i det virtuelle landskapet.

• Moe, Nils Brede & Stray, Viktoria (2020). AUTONOMOUS AGILE TEAMS – RESEARCH WORKSHOP. Vis sammendrag

  The third workshop on autonomous agile teams will facilitate knowledge sharing about the current practice of autonomous teams and deepen the knowledge about practices and strategies that enable autonomous teams. There is a need for new knowledge on how organizations shall organize for the right level of team autonomy to attain better performance, productivity, innovation and value creation, and thus increase competitiveness. There will be short presentations and interactive discussions. Nils Brede Moe and Viktoria Stray: Opening Lucas Gren: Understanding Work Practices of Autonomous Agile Teams: A Social-Psychological Review 🔗 Michal Dolezel: Defining TestOps: Collaborative Behaviors and Technology-driven Workflows Seen as Enablers of Effective Software Testing in DevOps 🔗 Sven Theobald and Anna Schmitt: Dependencies of Agile Teams – An Analysis of the Scaled Agile Framework 🔗

• Moe, Nils Brede & Stray, Viktoria (2020). A Decade of Research on Autonomous Agile Teams: A Summary of the Third International Workshop . Lecture Notes in Business Information Processing. ISSN 1865-1348. s. 212–218. Fulltekst i vitenarkiv Vis sammendrag

  Ever since the agile manifesto was created in 2001, the research community has devoted attention to autonomous teams. This article first examines publications on autonomous agile teams to illustrate how the research has progressed in the last ten years and next summarizes the result of the Third International Workshop on Autonomous Agile Teams. The workshop’s goal was to capture what practitioners and researchers in the field of agile software development believe are emergent research themes and update the research agenda. We found that the top-rated research questions are related to autonomy in large-scale agile software development. Further, the number of relevant scientific publications is increasing, and there is widespread interest in the topic at various conferences.

• Løvold, Henrik Hillestad; Lindsjørn, Yngve & Stray, Viktoria (2020). Forming and Assessing Student Teams in Software Engineering Courses.
• Stray, Viktoria (2019). Effektive møter og en god møtekultur.
• Stray, Viktoria (2019). Hvordan tilrettelegge for bedre møtevirksomhet hos Discovery Networks Norway? .
• Stray, Viktoria (2019). Dr. Smidigs møtemedisin.
• Stray, Viktoria (2019). Hvordan skape gode autonome og smidige team?
• Telle, Ingvild & Stray, Viktoria (2019). Hvorfor så mange møter? [Fagblad]. Finansforbundet.
• Stray, Viktoria (2019). Tilgjengelighetstesting i en smidig utviklingsprosess.
• Stray, Viktoria (2019). En mer produktiv arbeidsdag med bedre møter! Vis sammendrag

  Keynote: Viktoria Stray fra SINTEF, kjent i Norge som “Dr. Smidig”, gir oss innblikk i smidig forskning og tips for en bedre møtehverdag. Hva kan vi gjøre for å få det beste ut av møtene i prosjektene våre? Alle er i møter og har en mening om møter, men hva sier forskning om møter? Gjennom å studere bedrifter som gjennomfører digitaliseringsprosjekter, har Viktoria fått innsikt i møtene til alt fra finansfolk til byråkrater. Et godt møte bør være nyttig for bedriften, gjøre de ansatte bedre rustet til å jobbe sammen og oppleves som meningsfylt for møtedeltagerne der og da. Du får Viktorias beste tips, og inspirasjon til å holde produktive og gode møter. Dr. Smidig: https://www.dataforeningen.no/dr-smidigs-standup-diagnose-endret-norge/

• Stray, Viktoria & Helgesen, Linda (2019). Produktivitet på en smidig arbeidsplass. Vis sammendrag

  Vi tar steget videre fra foredraget om møter og trekker problemstillingen nærmere den praktiske virkeligheten til konferansedeltagerne. I denne workshopen ser vi nærmere på arbeidshverdagen til deltagerne og vurderer hvordan vi kan bruke enkle tilnærminger til å forbedre og effektivisere dagen.

• Stray, Viktoria (2019). Møter på en smidig arbeidsplass.
• Stray, Viktoria (2019). Use of Accessibility Testing Tools in Agile Software Projects.
• Stray, Viktoria & Moe, Nils Brede (2019). Use of Enterprise Social Networking Tools in Virtual Agile Teams.
• Stray, Viktoria (2019). A Global View on the Hard Skills and Testing Tools in Software Testing.
• Moe, Nils Brede & Stray, Viktoria (2019). The Second International Workshop on Autonomous Agile Teams, XP2019.
• Stray, Viktoria & Moe, Nils Brede (2019). Retrospective for the Insurance team.
• Moe, Nils Brede & Stray, Viktoria (2019). Software engineering processes and practices for team leads in agile projects.
• Stray, Viktoria & Moe, Nils Brede (2019). Software engineering processes and practices for tech leads in agile projects.
• Moe, Nils Brede & Stray, Viktoria (2019). Digitalisering i Oslo kommune gjennom Autonome team: Krav til kompetanse og opplæring .
• Leveraas, Paal & Stray, Viktoria (2019). Dr. Smidigs standup-diagnose endret Norge. [Internett]. Dataforeningen.
• Stray, Viktoria (2019). Agile Practices.
• Stray, Viktoria (2019). Digital transformasjon – angår det meg? .
• Film & TV, Applaus & Stray, Viktoria (2019). Algoritmer – Opplæringsvideo produsert for Nasjonal Digital Læringsarena (NDLA). [TV]. Nasjonal Digital Læringsarena.
• Grimstad, Bjørn & Stray, Viktoria (2019). Ikke gå i møtefellene: Her er ti tips til gode møter. [Fagblad]. Fagbladet.
• Stray, Viktoria (2019). Dependency Management in Large-Scale Agile.
• Stray, Viktoria & Rolland, Knut-H. (2018). Presentasjon av Geminisenter for Systemutviklingsprosesser og Metoder for Innovasjon og Digitalisering.
• Stray, Viktoria (2018). Strategizing for Successful IT Projects.
• Stray, Viktoria (2018). Escalation of Commitment in Information System Projects.
• Holgeid, Knut Kjetil; Krogstie, John; Stray, Viktoria & Thompson, Mark (2018). Strategizing for Successful IT Projects in the Digital Era. Pre-ICIS Research Workshop on IT Project Management, International Conference on Information Systems (ICIS).
• 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.
• 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.
• van der Hoeven, Hilde & Stray, Viktoria (2021). Knowledge sharing in software development: A case study of knowledge sharing practices and barriers in a large-scale agile environment. Universitetet i Oslo.
• Vedal, Henrik Aspenes & Stray, Viktoria (2021). Managing dependencies in large-scale agile - A case study of coordination in distributed teams. Universitetet i Oslo. Vis sammendrag

  Background: Coordination is very important in large-scale agile software development. When software projects grow in size or work distributed, additional difficulties are often introduced. Dependency management is therefore important for coordination in agile teams. By understanding how coordination practices manage different dependencies in distributed software development, organizations can introduce and adjust the practices which best fit their coordination needs. Objective: The objective of this study is to investigate how distributed teams in largescale agile manage dependencies to achieve effective coordination. This is done by identifying practices that act as coordination mechanisms and examining what dependencies they manage. Method: In this qualitative multiple-case study, two distributed teams and their contexts were examined. The two separate teams were referred to as team Alpha and team Bravo. A total of 21 meetings were observed, and ten semi-structured interviews were held with team Alpha. In team Bravo, a total of 7 semi-structured interviews were held. Chat logs and documents from both teams were also a part of the collected data material. Results: The findings of this study revealed 37 coordination mechanisms with 123 dependencies in team Alpha and 34 coordination mechanisms with 108 dependencies in team Bravo. These coordination mechanisms included agile and non-agile practices, and managed knowledge, process, and resource dependencies. The most important coordination mechanisms were product owner, OKR workshop, and ad hoc communication, which each managed a total of five dependencies. Working remotely further introduced difficulties, which complicated meetings, tools, and ad hoc communication. Conclusion: Using a dependency taxonomy proved very useful to identify coordination mechanisms and dependencies in distributed teams in large-scale agile. The coordination mechanisms are presented with their best-matched dependencies. Practices such as ad hoc communication, collaboration tools, daily standup, written slackup, retrospective actions, sprint, and OKR workshop are presented and discussed. Coordinator roles such as product owner, team lead, and data scientist are also discussed. All these mechanisms are central for team Alpha and Bravo to coordinate effectively while working distributed. Further, complications introduced with OKR, and the distributed situation, are discussed with regards to dependency management. The findings of this study support previously known challenges with distributed teams and contribute to a better understanding of how to coordinate in distributed teams in large-scale agile more efficiently

• Tkalich, Anastasiia; Laumann, Karin; Stray, Viktoria & Moe, Nils Brede (2020). Agile coaching in Norway and the USA: The role of the agile coach in teamwork, organisational culture and leadership. NTNU. Vis sammendrag

  Agile coaching is a recently-emerged activity that is meant to promote successful implementation and use of agile methods of software development. However, agile coaches address issues that also lie within the field of organisational psychology, such as interaction in teams, organisational environment and leadership. The purpose of this study is to describe how agile coaching is practiced in Norway and the USA. Fifteen qualitative interviews with current agile coaches were analysed through an inductive thematic analysis and three overarching themes were identified: teamwork, enterprise agility and better products. The resulting thematic structure is compared across the informants from Norway and the USA. The thesis applies organisational psychology literature to discuss what role agile coaches play in teamwork, organisational culture and leadership in their organisations. It is suggested that agile coaching has the potential to improve teamwork by facilitating coordination mechanisms within teams. Moreover, it appears to transform organisational culture in line with agile principles. In addition, agile coaching seems to promote transformational leadership that is argued to be compatible with agile software development methods. The comparative analysis indicated that Norwegian agile coaches pay more attention to the quality of organisational environment than their American colleagues, while at the same time being less focused on coaching managers and customers. Companies who wish to successfully apply and use agile methods are recommended to give their agile coaches sufficient authority to influence context of the teams. Norwegian agile coaches are recommended to increase the amount of attention they pay to managers and business partners.

• Mæhlum, Emilie & Stray, Viktoria (2020). Managing dependencies in agile DevOps. Universitetet i Oslo. Vis sammendrag

  Background: Coordination is a crucial aspect of agile software development. Managing dependencies is important for efficient coordination. Understanding what activities and artifacts manage different dependencies can help companies coordinate better and choose the mechanisms best suited for their coordination needs. Aim: This thesis aims to investigate how an agile DevOps is managing dependencies to achieve effective coordination. This is examined by identifying dependencies and coordination mechanisms for managing these dependencies. Additionally, the aim is also to investigate which barriers for managing dependencies can be found in an agile DevOps context. Method: A qualitative case study was conducted. Data were collected by conducting 9 interviews, observing 32 workdays, and observing 49 meetings. Additionally, various documents and chat logs were collected. Results: The results revealed 38 coordination mechanisms and 95 pairs of dependencies present in the development team. These coordination mechanisms manage knowledge dependencies, process dependencies, and resource dependencies. Also, working remotely, role clarity, planning, and estimation, and implementing changes in the software development process was identified as barriers to managing dependencies. Conclusion: It is possible to use a dependency taxonomy to identify coordination mechanisms and dependencies in an agile DevOps company. The most crucial coordination mechanisms found in the company included the Zendesk planning meeting, the daily stand-up, ad hoc conversations, the sprint planning meeting, and communication tools because they managed four or more dependencies.

• 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.
• Paruch, Lucas & Stray, Viktoria (2020). The Human Factors and the Hard Skills Shaping the Role of the Software Tester in Agile Teams: A Grounded Theory Study. Universitetet i Oslo.
• Goplen, Marcus R.; Stray, Viktoria & Moe, Nils Brede (2019). Onboarding av distribuerte team. Universitetet i Oslo. Vis sammendrag

  I denne oppgaven studerte jeg en bedrift som hadde gjennomført et innføringsprogram (onboarding) der portugisiske utviklere skulle innlemmes i to eksisterende norske team. Det blir bare vanligere og vanligere innenfor IT-bransjen ˚a delegere arbeid til utlandet (outsourcing) og det er derfor viktig ˚a finne gode modeller for onboarding av denne typen ansatte. M˚alet for oppgaven var derfor ˚a se om Bauers generelle onboardingsmodell er en god praksis for onboarding av distribuerte team og prøve ˚a avdekke eventuelle utfordringer for denne typen case. For dette case-studiet ble det brukt en kombinasjon av kvantitative og kvalitative metoder. Det ble i all hovedsak brukt kvantitativ metode i oppgaven da forskningen handlet om ˚a forst˚a og beskrive mennesker, men fordi jeg valgte ˚a bruke grafer for og underbygge p˚astander s˚a jeg det hensiktsmessig ˚a inkludere kvalitativ metode. Studiet fant sted hos IT-avdelingen til en norsk bank hvor ledere for avdelingen og to utviklerteam ble intervjuet. Forskningen viste at Bauers onboardingsmodell ogs˚a fungerer for onboarding av distribuerte team, men at det er flere utfordringer ved outsourcing. Oppgaven tok utgangspunkt i, og fant det hensiktsmessig ˚a bruke, en modell laget for ˚a planlegge og gjennomføre onboarding. Jeg vil ogs˚a presentere et forslag til ny modell som potensielt ville fungert bedre for en onboarding tilsvarende mitt case. Den største utfordringen for min casebedrift var˚a komme raskt i gang grunnet vanskelighetsgraden til domenet i banken.

• Standal, Andreas Hauge & Stray, Viktoria (2019). Characteristics for Efficient Autonomous Cross-Functional Teams. Universitetet i Oslo.
• Kristensen, Sondre & Stray, Viktoria (2019). Teamwork Behaviours in Autonomous Cross-functional Teams. Universitetet i Oslo. Vis sammendrag

  Background: Software development is a collaborative process where people from multiple different practices are involved. It has become more and more common to structure people as teams focusing on producing a specific parts of a system as one fully functional whole. Having those teams work as effectively and sustainable as possible should be a goal for any business owner, and as such new information regarding how to facilitate better teamwork is needed. Aim: The aim of this thesis is to investigate how teamwork behaviours appear in an autonomous cross-functional team, and how these behaviours can be considered important to such teams. Specifically the different ways teamwork behaviours is shown by team-members, and if there is a difference between behaviours shown in meetings compared to the workspace will be investigated. Potential benefits of teamwork behaviours will also be investigated. Method: A qualitative case study was conducted in a single product development team. Data was collected by observing 15 workdays and 14 meetings, as well as conducting 6 interviews and observing the teams online chat. Results: The results showed that 11 teamwork behaviours could be identified in the team. Differences in how behaviours were displayed in meetings compared to the workspace was found in eight of the teamwork behaviours. Five of the teamwork behaviours were found to be important for autonomous teams, each facilitating different aspects of teamwork. Conclusion: Teamwork behaviours seem to provide a great indication of teamwork in a team, and as such seem to be worthy of attention in the field of evaluating and improving the level of teamwork.

• Afzal, Zunaira; Lindsjørn, Yngve & Stray, Viktoria (2018). A Case Study on Technical Debt. Universitetet i Oslo.

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