arXiv subjects

Philipp Diebold

Publications and source records attributed to Philipp Diebold.

9 recordsLinked to original sources

arXiv2026

Neurodiversity in Agile Teams: Obstacles and Inclusion Barriers

Context: Neurodiversity is increasingly recognized as a valuable dimension of workplace diversity. However, in agile software development teams, the interplay between teamwork practices and the inclusion of neurodivergent employees remains underexplored. Objective: The study aims to explore how teamwork quality in agile software development is currently practiced and discussed in the context of neurodiversity, and to identify organizational barriers that hinder the effective inclusion of neurodivergent developers. Method: We applied a mixed-method approach combining a web content analysis covering Reddit and LinkedIn with 11 semi-structured expert interviews from a corporate neurodiversity network in a German organization. Results: The analysis shows that teamwork practices are highly fragmented and shaped by individual adaptation rather than a shared standard. While agile practices and supportive tools can enable neurodivergent participation, rigid structures, stereotypes, and one-size-fits-all approaches often undermine inclusion. Organizational awareness and tailored adjustments remain insufficient. Conclusion: Agile practices can promote inclusive teamwork, yet their benefits are constrained by rigid organizational structures and limited awareness of neurodiversity. Harnessing neurodiverse strengths demands flexible organizational conditions and tailored support.

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arXiv2026

Between Policy and Practice: GenAI Adoption in Agile Software Development Teams

Context: The rapid emergence of generative AI (GenAI) tools has begun to reshape various software engineering activities. Yet, their adoption within agile environments remains underexplored. Objective: This study investigates how agile practitioners adopt GenAI tools in real-world organizational contexts, focusing on regulatory conditions, use cases, benefits, and barriers. Method: An exploratory multiple case study was conducted in three German organizations, involving 17 semi-structured interviews and document analysis. A cross-case thematic analysis was applied to identify GenAI adoption patterns. Results: Findings reveal that GenAI is primarily used for creative tasks, documentation, and code assistance. Benefits include efficiency gains and enhanced creativity, while barriers relate to data privacy, validation effort, and lack of governance. Using the Technology-Organization-Environment (TOE) framework, we find that these barriers stem from misalignments across the three dimensions. Regulatory pressures are often translated into policies without accounting for actual technological usage patterns or organizational constraints. This leads to systematic gaps between policy and practice. Conclusion: GenAI offers significant potential to augment agile roles but requires alignment across TOE dimensions, including clear policies, data protection measures, and user training to ensure responsible and effective integration.

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arXiv2024

Agile Culture Clash: Unveiling Challenges in Cultivating an Agile Mindset in Organizations

Context: In agile transformations, there are many challenges such as alignment between agile practices and the organizational goals and strategies or issues with shifts in how work is organized and executed. One very important challenge but less considered and treated in research are cultural challenges associated with an agile mindset. Although research shows that cultural clashes and general organizational resistance to change are part of the most significant agile adoption barriers. Objective: We identify challenges that arise from the interplay between agile culture and organizational culture. In doing so, we tackle this field and come up with important contributions for further research regarding a problem that practitioners face today. Method: This is done with a mixed-method research approach. First, we gathered qualitative data among our network of agile practitioners and derived in sum 15 challenges with agile culture. Then, we conducted quantitative data by means of a questionnaire study with 92 participants. Results: We identified 7 key challenges out of the 15 challenges with agile culture. These key challenges refer to the technical agility (doing agile) and the cultural agility (being agile). The results are presented in type of a conceptual model named the Agile Cultural Challenges (ACuCa). Conclusion: Based on our results, we started deriving future work aspects to do more detailed research on the topic of cultural challenges while transitioning or using agile methods in software development and beyond.

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arXiv2024

Towards A Double-Edged Sword: Modelling the Impact in Agile Software Development

Agile methods are state of the art in software development. Companies worldwide apply agile to counter the dynamics of the markets. We know, that various factors like culture influence the successfully application of agile methods in practice and the sucess is differing from company to company. To counter these problems, we combine two causal models presented in literature: The Agile Practices Impact Model and the Model of Cultural Impact. In this paper, we want to better understand the two facets of factors in agile: Those influencing their application and those impacting the results when applying them. This papers core contribution is the Agile Influence and Imact Model, describing the factors influencing agile elements and the impact on specific characteristics in a systematic manner.

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arXiv2022

Key Challenges with Agile Culture -- A Survey among Practitioners

Context: Within agile transformations, there are a lot of different challenges coming up. One very important but less considered and treated in research are cultural challenges. Although research shows that cultural clashes and general organizational resistance to change are part of the most significant agile adoption barriers. Objective: Thus, our objective is to tackle this field and come up with important contributions for further research. To this end, we want to identify challenges that arise from the interplay between agility and organizational culture. Method: This is done based on an iterative research approach. On the one hand, we gathered qualitative data among our network of agile practitioners. Then, we derived in sum 15 challenges with agile culture. On the other hand, we gathered quantitative data by means of a questionnaire study with 92 participants. Results: We identified 7 key challenges out of the 15 challenges with agile culture. The results that are presented in a conceptual model show a focus on human aspects that we need to deal with more in future. Conclusion: Based on our results, we started deriving future work aspects to do more detailed research on the topic of cultural challenges while transitioning or using agile methods in software development and beyond.

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arXiv2021

2nd Workshop on Hybrid Development Approaches in Software Systems Development

Software and system development is complex and diverse, and a multitude of development approaches is used and combined with each other to address the manifold challenges companies face today. To study the current state of the practice and to build a sound understanding about the utility of different development approaches and their application to modern software system development, in 2016, we launched the HELENA initiative. This paper introduces the 2nd HELENA workshop and provides an overview of the current project state. In the workshop, six teams present initial findings from their regions, impulse talk are given, and further steps of the HELENA roadmap are discussed.

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arXiv2018

Agile meets Assessments: Case Study on how to do Agile Process Improvement in a Very Small Enterprise

Smaller software companies, such as start-ups do not often follow an explicit process, but rather develop in a more or less unstructured way. Especially when they grow or customer involvement increases. This development without any structured process results in problems. Thus, our objective was the improvement of the current development process of one software start-up by introducing appropriate agile practices and eliciting their effects. For this reason, we per-formed a pre and post process assessment using interviews. Based on the initial assessment, agile practices were selected and implemented. Finally, the post assessment and additional code metrics served as controlling mechanism to check whether weak points are addressed. The comparison of the two assessments showed that 13 ISO29110 base practices have been improved by the introduced eight agile practices. Thus, even more aspects have casually been improved than initially planned. Finally, the additional retrospective with company employees showed how the introduced agile practices positively influenced their work.

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arXiv2017

Beneficial and Harmful Agile Practices for Product Quality

There is the widespread belief that Agile neglects the product quality. This lack of understanding how Agile processes assure the quality of the product prevents especially companies from regulated domains from an adoption of Agile. This work aims to identify which Agile Practices contribute towards product quality. Hence, data from a survey study is analyzed to identify Ag-ile Practices which are beneficial or harmful for the quality of the product. From 49 practices that were used in the survey so far, 36 were perceived to have a positive impact on product quality, while four practices were rated as being harmful. The results enrich understanding of how product quality can be achieved in Agile, and support selection of practices to improve quality.

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arXiv2017

What Do Practitioners Vary in Using Scrum?

Background: Agile software development has become a popular way of developing software. Scrum is the most frequently used agile framework, but it is often reported to be adapted in practice. Objective: Thus, we aim to understand how Scrum is adapted in different contexts and what are the reasons for these changes. Method: Using a structured interview guideline, we interviewed ten German companies about their concrete usage of Scrum and analysed the results qualitatively. Results: All companies vary Scrum in some way. The least variations are in the Sprint length, events, team size and requirements engineering. Many users varied the roles, effort estimations and quality assurance. Conclusions: Many variations constitute a substantial deviation from Scrum as initially proposed. For some of these variations, there are good reasons. Sometimes, however, the variations are a result of a previous non-agile, hierarchical organisation.

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