Context
Agile Software Development (ASD) emphasizes adaptability, collaboration, and rapid, iterative delivery to address evolving client needs and manage interdependent roles effectively. Though extant literature has explored ASD and its various dimensions, intersections, and dependencies among various well-defined ASD job roles, it remains underexplored.
Objective
This study examines the implementation barriers faced by ASD teams and identifies the best practices adopted across key ASD roles—Scrum Masters, Product Owners, and Developers—as well as senior leadership, to overcome them.
Method
This study employs a Grounded Theory (GT) methodology to explore the complex, role-based challenges in ASD inductively. Drawing on qualitative insights from 23 industry practitioners representing multiple ASD roles, the research delves into the ground realities of ASD projects to surface emergent patterns and contextual nuances. Through iterative coding and constant comparison, the study develops a role-contextual understanding of barriers to ASD implementation and synthesizes practitioner-validated best practices for overcoming them.
Results
The study identifies a spectrum of barriers—role-specific, inter-role, and leadership-related—spanning strategic, operational, and interpersonal dimensions. It proposes a Role-Contextual Framework that categorizes these barriers at triadic, dyadic, and intra-role levels and links them to practitioner-validated best practices.
Conclusion
The findings contribute to ASD research by highlighting the contextual and systemic nature of ASD barriers and underscoring the need for adaptive, role-based strategies, such as strategic alignment and leadership involvement, to facilitate the successful implementation of ASD.
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