Yngve Lindsjørn

• Lauvås, Per; Mirmotahari, Omid; Sandtrø, Tengel Aas; Berg, Yngvar & Lindsjørn, Yngve (2025). Gradert karakterskala eller Bestått/Ikke bestått? Refleksjoner fra studenter i høyere IT utdanning. NIKT: Norsk IKT-konferanse for forskning og utdanning. ISSN 1892-0713. 37(4). doi: https:/www.ntnu.no/ojs/index.php/nikt/article/view/6554. Fulltekst i vitenarkiv Vis sammendrag

  Denne studien undersøker IT-studenters oppfatninger om karak-teruttrykkene gradert karakterskala (A–F) versus Bestått/Ikke bestått (B/IB) inorsk høyere utdanning, et tema som har fått økt aktualitet etter at flere presti-sjeutdanninger nylig har vedtatt overgang til B/IB-vurdering. Gjennom kvalitati-ve fokusgruppeintervjuer med 34 studenter fra tre utdanningsinstitusjoner iden-tifiserer studien en preferanse for gradert skala blant IT-studenter. Denne prefe-ransen tilskrives primært karakterers innvirkning på akademisk motivasjon, kon-kret tilbakemelding på mestringsnivå, samt oppfattet merittverdi for framtidigkarriere og videre studier. Samtidig avdekker funnene noen mulige fordeler vedB/IB, herunder redusert akademisk stress og økt potensial for interessedrevet læ-ring framfor karakterjag. Egnethet for karakteruttrykk kan også være domene-og kontekstavhengig. Forskningsresultatene utgjør et empirisk fundament for in-dividuelle og institusjonelle beslutninger om valg av karakteruttrykk innen in-formasjonsteknologiutdanning og bidrar til den pågående debatten om valg avkarakteruttrykk i høyere utdanning.

• 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.

• 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
• Strode, Diane; Dingsøyr, Torgeir & Lindsjørn, Yngve (2022). A teamwork effectiveness model for agile software development. Empirical Software Engineering. ISSN 1382-3256. 27(2). doi: 10.1007/s10664-021-10115-0. Fulltekst i vitenarkiv Vis sammendrag

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

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

• 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. Fulltekst i vitenarkiv 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.

• Lindsjørn, Yngve; Bergersen, Gunnar R.; Dingsøyr, Torgeir & Sjøberg, Dag (2018). Teamwork Quality and Team Performance: Exploring Differences Between Small and Large Agile Projects. I Garbajosa, Juan; Wang, Xiaofeng & Aguiar, Ademar (Red.), Agile Processes in Software Engineering and Extreme Programming, 19th International Conference, XP 2018, Proceedings. Springer. ISSN 9783319916019. s. 267–274. doi: 10.1007/978-3-319-91602-6_19. Fulltekst i vitenarkiv Vis sammendrag

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

• Dingsøyr, Torgeir; Fægri, Tor Erlend; Dybå, Tore; Haugset, Børge & Lindsjørn, Yngve (2016). Team Performance in Software Development: Research Results versus Agile Principles. IEEE Software. ISSN 0740-7459. 33(4), s. 106–110. doi: 10.1109/MS.2016.100. Fulltekst i vitenarkiv Vis sammendrag

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

• Lindsjørn, Yngve; Sjøberg, Dag; Dingsøyr, Torgeir; Bergersen, Gunnar R. & Dybå, Tore (2016). Teamwork Quality and Project Success in Software Development: A Survey of Agile Development Teams. Journal of Systems and Software. ISSN 0164-1212. 122, s. 274–286. doi: 10.1016/j.jss.2016.09.028. Fulltekst i vitenarkiv Vis sammendrag

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

• Stray, Viktoria Gulliksen; Lindsjørn, Yngve & Sjøberg, Dag (2013). Obstacles to Efficient Daily Meetings in Agile Development Projects: A Case Study. I Falessi, Davide (Red.), ACM / IEEE International Symposium on Empirical Software Engineering and Measurement. Baltimore, 10-11 Oct. 2013. IEEE (Institute of Electrical and Electronics Engineers). ISSN 9780769550565. s. 95–102. doi: 10.1109/ESEM.2013.30. Fulltekst i vitenarkiv Vis sammendrag

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

• Dingsøyr, Torgeir & Lindsjørn, Yngve (2013). Team Performance in Agile Development Teams: Findings from 18 Focus Groups. I Baumeister, Hubert & Weber, Barbara (Red.), Agile Processes in Software Engineering and Extreme Programming, 14th International Conference, XP 2013, Vienna, Austria, June 3-7, 2013. Proceedings. Springer. ISSN 9783642383137. s. 46–60. doi: 10.1007/978-3-642-38314-4_4. Fulltekst i vitenarkiv Vis sammendrag

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

• Arisholm, Erik; Sjøberg, Dag; Carelius, Gunnar J. & Lindsjørn, Yngve (2002). A Web-based Support Environment for Software Engineering Experiments. Nordic Journal of Computing. ISSN 1236-6064. s. 231–247. Fulltekst i vitenarkiv
• Lindsjørn, Yngve & Byerley, Paul (1996). Broadband network in the electronic market place in tourism. Ukjent. Fulltekst i vitenarkiv
• Aanonsen, Kari; Lindsjørn, Yngve & Kamfjord, Georg (1995). International marketing via broadband networks - building the local network in a Norwegian region. Ukjent. s. 10–10. doi: 10.1007/978-3-7091-7596-5_34. Fulltekst i vitenarkiv Vis sammendrag

  To introduce the Tourism Information and Marketing system TIM in a geographical region, a number of steps have to be taken at the organizational and the technological level. Some strategic considerations and decisions are also necessary. This paper discusses these steps and decisions, based on our experiences from introducing TIM in the Norwegian region Troll Park, and on the strategic analyses we carry out nationally for further introduction of TIM in Norway.

• Gritzman, Michael; Kluge, Anders; Lindsjørn, Yngve; Lovett, Hilde M. & Storrøsten, Marianne N. (1993). Public access terminals: developing design guidelines. Ukjent. Fulltekst i vitenarkiv
• Lindsjørn, Yngve & Sjøberg, Dag (1988). Database consepts discussed in an object-oriented perspective. Ukjent. Fulltekst i vitenarkiv

Se alle arbeider i NVA

• Gregers, Tone Fredsvik; Langford, Malcolm; Maasø, Arnt; Brevik, Lisbeth M.; Mjaaland, Marius & Mirmotahari, Omid [Vis alle 25 forfattere av denne artikkelen] (2025). Utdanningskvalitet: Hva kan vi forvente av UiOs framtidige rektorteam? Fulltekst i vitenarkiv
• Dingsøyr, Torgeir; Schneider, Phillip; Bergersen, Gunnar R. & Lindsjørn, Yngve (2024). Challenges in Understanding the Relationship between Teamwork Quality and Project Success in Large-Scale Agile Projects. Fulltekst i vitenarkiv Vis sammendrag

  A number of methods for large-scale agile development have re- cently been suggested. Much of the advice in agile methods fo- cuses on teamwork. Prior research has established that teamwork quality influences project success both for traditional software de- velopment teams and agile teams. Further, prior studies have also suggested that teamwork quality may play out differently in large projects compared to small. We investigated the relationship be- tween teamwork quality and project success with a survey of 196 project participants across 34 teams in four projects, replicating a previous study on single teams. The new data do not fit the previ- ously established theoretical model, which raises several concerns. The observed effect of teamwork quality on project success oper- ates differently across projects. We discuss possible reasons, which include disagreements on what characterises success in large-scale agile development, "concept drift" of teamwork quality factors, the possibility that interteam factors might have more influence on project success than intrateam factors, and finally, that our study design does not capture all relevant levels and functions. We con- clude with a call for more studies on the quality and frequency of interaction between teams in addition to internal team factors to further advance theory and practice within large-scale agile software development.

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

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

• Løvold, Henrik Hillestad; Lindsjørn, Yngve & Stray, Viktoria (2020). Forming and Assessing Student Teams in Software Engineering Courses. Fulltekst i vitenarkiv
• Lindsjørn, Yngve; Stray, Viktoria & Vihovde, Eva Hadler (2019). Studentaktiv læring og teamarbeid i informatikkundervisning i høyere utdanning. MNT-konferansen 2019. Fulltekst i vitenarkiv
• Løvold, Henrik Hillestad & Lindsjørn, Yngve (2019). Workshop – Teamwork in Software Engineering Courses. Fulltekst i vitenarkiv
• Lindsjørn, Yngve & Stray, Viktoria (2018). Studentaktiv læring og prosjektarbeid i utvikling av IT-systemer. Fulltekst i vitenarkiv
• Krogstie, Birgit Rognebakke; Lindsjørn, Yngve; Nordseth, Hugo & Tøssebro, Erlend (2012). UDIT Preface, NIKT: Norsk IKT-konferanse for forskning og utdanning 2020. Bibsys Open Journal Systems. ISSN 9783540681649. Fulltekst i vitenarkiv
• Arisholm, Erik; Sjøberg, Dag; Carelius, Gunnar J. & Lindsjørn, Yngve (2002). SESE - an Experiment Support Environment for Evaluating Software Engineering Technologies. Fulltekst i vitenarkiv
• Børseth, Harald; Holmes, Peter; Johansen, Bent Østebø; Lindsjørn, Yngve; Lovett, Hilde M. & Lous, Joachim [Vis alle 7 forfattere av denne artikkelen] (1997). IMiS pilot project - Final report: Infrastructure for multimedia applications in seamless networks. Ukjent. s. 97–97. Fulltekst i vitenarkiv
• Lindsjørn, Yngve (1996). Databaser og multimedia. Fulltekst i vitenarkiv
• Holmes, Peter; Løbersli, Frode; Lindsjørn, Yngve & Lous, Joachim (1996). Scenarios for IMiS. Ukjent. s. 11–11. Fulltekst i vitenarkiv
• Lindsjørn, Yngve (1996). Multimedia og kart. Fulltekst i vitenarkiv
• Lindsjørn, Yngve (1995). Multimedia - Trender i markedet. Fulltekst i vitenarkiv
• Lindsjørn, Yngve (1995). MNET trial, comparison of ATM and ISDN in the electronic market place. Fulltekst i vitenarkiv
• Lindsjørn, Yngve (1995). Multimedia og Trender. Fulltekst i vitenarkiv
• Lindsjørn, Yngve (1995). EU prosjektet MNET (Marketing NET) - erfaring med nordisk samarbeid. Fulltekst i vitenarkiv
• Lindsjørn, Yngve (1994). TIM - europeisk reiselivsprosjekt. Fulltekst i vitenarkiv
• Lindsjørn, Yngve (1993). Multimedia på PC. Fulltekst i vitenarkiv
• Lindsjørn, Yngve (1992). Multimedia og grensesnitt. Fulltekst i vitenarkiv
• Lindsjørn, Yngve (1992). Multimedia og databaser. Fulltekst i vitenarkiv
• Lindsjørn, Yngve (1992). Multimedia og databaser - status og trender. Fulltekst i vitenarkiv
• Lindsjørn, Yngve (1990). Objektorientering og databaser. Fulltekst i vitenarkiv
• Lindsjørn, Yngve (1989). Objekt-orientert programmering, databaser og brukergrensesnitt. Fulltekst i vitenarkiv
• Lindsjørn, Yngve (1988). Objekt orientering og database/datamodell begreper. 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
• 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. Fulltekst i vitenarkiv Vis sammendrag

  Background: As the industry of software engineering often requires the employees to work in a team setting using agile methods, it is important to teach bachelor students of software engineering these skills. Courses that require a project allows students to collaborate in an agile team setting, utilizing the tools seen in the industry. This gives the students an opportunity to practice technical skills and soft skills, such as communication. Additionally, they can use the theory they have learned in a practical setting, making them better prepared to enter the industry. However, team-based courses are complex to execute, especially as a mandatory course where the number of enrolled students and teams is high. Aim: The aim of this thesis is to investigate student teams, their teamwork quality, and the agile practices they utilize. Specifically, what characterizes a good student team and what affects their result. Method: A case study utilizing mixed methods was conducted in a project-based software engineering course. Data was collected through the use of a survey, interviews, and other documentation like the project reports from the student teams. The study sample for the survey was 197 students and 5 teaching assistants. Interviews were conducted with 6 students and 2 teaching assistants. Results: The results provided insight on several aspects of student teams; choice of project case, team composition, process models, and rating of teamwork quality. Additionally, the results revealed that there are several differences between the low- and high-performing teams, one of which is multidisciplinarity. Conclusion: While communication and coordination within the teams are important, it is effort that has the highest correlation to the resulting project grade for the high-performing teams. For all teams, it seems that the project grade is more related to the level of success for the individual team members than it is to teamwork quality. The thesis provides four suggestions for practice; 1) partly instructor-formed teams, 2) technical onboarding, 3) closer relationship between teaching assistants and teams, and 4) guidance on implementation of agile processes.

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

  The topic of this thesis is technical debt in concern to two IT projects from the Norwegian Meteorological Institute

• Nyrud, Helga; Stray, Viktoria; Lindsjørn, Yngve & Moe, Nils Brede (2017). BizDev Teams in Agile Software Development. Universitetet i Oslo. Fulltekst i vitenarkiv Vis sammendrag

  Background: There is a need for better collaboration between business and development units in product producing organizations, within in-house development. This need has emerged because developers would often know which ideas that are possible to implement and which are not, while business representatives have insights into the customer needs, the competitors and the market. Consequently, both units would benefit from the other’s insights, and a closer collaboration can be achieved through effective and appropriate coordination. Aim: The aim of the thesis is to investigate the challenges between business and development in agile software development, and identify possible solutions to the challenges. Additionally, the aim is also to investigate how task uncertainty, task interdependence and size of work unit change when business and development merge into one team. The scope of this thesis is coordination between business and development in a BizDev team, where BizDev simply is a team consisting of both business representatives and developers. Considering coordination is achieved through coordination mechanisms, such as meetings, those areas are examined. Method: A qualitative case study was conducted in an organization where business and development merged into a BizDev team. Data was collected by conducting 11 interviews, observing 51 meetings and 21 entire days with the team, and gathering various documentation. Results: The results revealed that there were 24 coordination mechanisms present in the team. These could be grouped into three main categories; impersonal, personal and group mode. The most prominent challenges they experienced were differing needs in the working environment, they were not present at the same meetings or used the same methodologies or tools, and their team dynamics were of a working group, not a team. Conclusion: It is possible to increase the collaboration between business and development by changing the implementation of the daily stand-up meeting, creating a team meeting that includes all members, safeguard and arrange for the use of story mapping, and facilitate for informal ad hoc conversations because they create speed and fast decision-making. These changes could lead to less status reporting, a stronger team spirit, a common understand of what is being creating, and lead to speed and fast decision-making. Furthermore, merging business and development into one team lead to increase in all the factors; how task uncertainty, task interdependence and size of work unit.

• Bekkstrand, Kristian; Stray, Viktoria & Lindsjørn, Yngve (2016). The Hidden Waste of Agile Distributed Development. Universitetet i Oslo. Fulltekst i vitenarkiv
• Daatland, Svein Olav & Lindsjørn, Yngve (1997). Rebus: Kommunedata 3.0. Veileder og dokumentasjon. NOVA. ISSN 9788278940204. Fulltekst i vitenarkiv
• Lindsjørn, Yngve (1995). Multimedia & grensesnitt. Fulltekst i vitenarkiv
• Champness, Brian; Kvam, Per & Lindsjørn, Yngve (1995). MNET Evaluation. Fulltekst i vitenarkiv
• Lindsjørn, Yngve (1995). Multimedia og grensesnitt mot store datamengder. Fulltekst i vitenarkiv
• Lindsjørn, Yngve (1994). Prototype database. Fulltekst i vitenarkiv
• Lindsjørn, Yngve (1994). Final report on design integration. Fulltekst i vitenarkiv
• Lindsjørn, Yngve (1994). Nasjonalatlas på CD-ROM. Fulltekst i vitenarkiv
• Gritzman, Michael; Kluge, Anders; Lindsjørn, Yngve; Lovett, Hilde & Storrøsten, Marianne N. (1993). Vennlige publikumsterminaler. Norsk Regnesentral. ISSN 9788253903590. Fulltekst i vitenarkiv
• Lindsjørn, Yngve (1993). Deliverable 16. Site- and component specific TIM architecture. Fulltekst i vitenarkiv
• Lindsjørn, Yngve (1993). Deliverable 23. TIM database model prototype. Fulltekst i vitenarkiv
• Kristoffersen, Steinar; Holmes, Peter & Lindsjørn, Yngve (1993). Functional integration within multimedia systems. Fulltekst i vitenarkiv
• Lindsjørn, Yngve (1993). Deliverable 15. Component specific functional specifications of the TIM system. Fulltekst i vitenarkiv
• Lindsjørn, Yngve & Maartmann-Moe, Erling (1993). Deliverable 19. Integration prototype report and demonstration of the TIM system. Fulltekst i vitenarkiv
• Lindsjørn, Yngve (1991). E-verkenes informasjonsbank - brukerveiledning. Fulltekst i vitenarkiv
• Berg, Hans-Fredrik; Heim, Jan & Lindsjørn, Yngve (1990). Brukervennlig informasjonssystem for NorEnergi. Norsk Regnesentral. Fulltekst i vitenarkiv
• Lindsjørn, Yngve (1990). Brukerveiledning for MYZAK. Fulltekst i vitenarkiv
• Heim, Jan & Lindsjørn, Yngve (1990). Bedre enn C:>? Fulltekst i vitenarkiv

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