arXiv subjects

Rafael Prikladnicki

Publications and source records attributed to Rafael Prikladnicki.

At least 19 recordsLinked to original sources

arXiv2026

ChatGPT: Friend or Foe When Comprehending and Changing Unfamiliar Code

A rapidly growing body of research is examining how LLMs influence developers when they code. To date, this research has tended to focus on productivity and code quality outcomes, rather than the underlying cognitive processes involved in programming. To address this gap, we report on the results of an exploratory laboratory study of ten advanced student developers (five with support from AI and five without) who had to make a non-trivial extension to a sizable software system. Leveraging Polya's four problem-solving phases and 25 inductively-generated codes detailing distinct problem-solving behaviors as the primary lenses, we examined: (1) how AI impacted the problem-solving approach the developers used to solve the programming task, and (2) how AI impacted their progress when they became stuck. For the analysis, we triangulated data across multiple sources (e.g., think-aloud, code changes, web searches, and LLM prompts). Unexpectedly, while developers in the AI group repeatedly turned to the AI tool to offload certain aspects of the process, all detailed problem-solving behaviors appeared in both groups. We also found that nine out of ten participants found themselves stuck in their work, but with key differences in how they became stuck and unstuck. We highlight seven distinct causes for being stuck and highlight how AI in some cases helped and in other cases hindered becoming unstuck.

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arXiv2026

From Early Adoption to Sustained Use: Understanding GenAI Usage Among Software Developers in Italian SMEs

Generative AI tools are rapidly transforming software development practice, prompting unprecedented research interest. However, existing studies have predominantly examined initial adoption rather than sustained use. Understanding what drives developers to continue using these tools after initial adoption remains underexplored, particularly in small and medium-sized enterprises where resource constraints shape technology decisions differently than in large organisations. This study investigates factors associated with developers' intentions to continue using GenAI tools, adapting the UTAUT2 framework to post-adoption professional contexts. We employed a two-phase mixed-methods design. Phase 1 comprised a six-month longitudinal pilot study at an Italian software company combining surveys and interviews with 17 developers to explore how perceptions of GenAI evolve as experience accumulates. These insights informed a structural model tested in Phase 2 through a cross-sectional survey of 154 developers across Italian SMEs, analysed using PLS-SEM. The model explained substantial variance in continued use intention (R2 = 0.647), with individual-level perceptions, particularly around productivity, enjoyment, and ease of use, driving sustained adoption, whereas social and organisational factors played no significant role. These findings suggest that, for GenAI tools, post-adoption behaviour differs from initial adoption patterns: in voluntary professional contexts, sustained use is driven primarily by individual-level factors rather than by social and organisational support.

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arXiv2026

Exploring Creativity in Human-Human-LLM Collaborative Software Design

While the use of Large Language Models (LLMs) in programming has been extensively studied, there is limited understanding of how LLMs support collaborative work where creativity plays a central role. Software design, as a collaborative and creative activity, provides a valuable context for exploring the influence of LLMs on creativity. This study investigates how and where creativity naturally emerges when software designers collaborate with an LLM during a design task. In a laboratory setting simulating a workplace environment, 18 pairs of software professionals with design experience were asked to complete a design task. Each pair had 90 minutes to produce a software design based on a set of requirements, with optional access to a custom LLM interface. Pairs were not primed to be creative. We find that creativity was present in all pairs in design processes, with 13 producing design documents containing creativity. We primarily attribute creativity to the human designers, driven by traits such as prior experience, empathy, and the use of analogies. The LLM contributed by producing novel ideas and elaborating human ideas. However, in some cases, the LLM appeared to hinder creativity by suggesting complex solutions or adding to unproductive digressions. LLMs can support creativity in collaborative software design, but human insights remain central. To effectively augment human creativity, designers must be intentional in their engagement with LLMs.

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arXiv2026

The Role of LLMs in Collaborative Software Design

While much prior work examines Large Language Models (LLMs) for solo development tasks (e.g., coding), far less is known about how LLMs shape collaborative group work in software engineering. This study focuses on one such collaborative task, namely software design. It presents the results of an exploratory laboratory study of 18 pairs of software professionals who could use an LLM however they saw fit, to design a University campus bicycle parking application. Our findings reveal that introducing an LLM leads to distinct patterns of joint use: shared-instance use facilitated shared understanding, whereas parallel use across separate instances sometimes led to ''context drift''. We also observe wide variation in reliance, from non-use to treating the LLM as an information source or producer. Across these modes, professionals scrutinized and reflected on LLM responses, often yielding design insights; however, early anchoring sometimes curtailed exploration. We provide implications for tools to aid designers while retaining the human-centricity important to design.

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arXiv2025

Who "Controls" Where Work Shall be Done? State-of-Practice in Post-Pandemic Remote Work Regulation

The COVID-19 pandemic has permanently altered workplace structures, making remote work a widespread practice. While many employees advocate for flexibility, many employers reconsider their attitude toward remote work and opt for structured return-to-office mandates. Media headlines repeatedly emphasize that the corporate world is returning to full-time office work. This study examines how companies employing software engineers and supporting roles regulate work location, whether corporate policies have evolved in the last five years, and, if so, how, and why. We collected data on remote work regulation from corporate HR and/or management representatives from 68 corporate entities that vary in size, location, and orientation towards remote or office work. Our findings reveal that although many companies prioritize office-centred working (50%), most companies in our sample permit hybrid working to varying degrees (85%). Remote work regulation does not reveal any particular new "best practice" as policies differ greatly, but the single most popular arrangement was the three in-office days per week. More than half of the companies (51%) encourage or mandate office days, and more than quarter (28%) have changed regulations, gradually increasing the mandatory office presence or implementing differentiated conditions. Although no companies have increased flexibility, only four companies are returning to full-time office work. Our key recommendation for office-oriented companies is to consider a trust-based alternative to strict office presence mandates, while for companies oriented toward remote working, we warn about the points of no (or hard) return. Finally, the current state of policies is clearly not final, as companies continue to experiment and adjust their work regulation.

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arXiv2025

Making Software Development More Diverse and Inclusive: Key Themes, Challenges, and Future Directions

Introduction: Digital products increasingly reshape industries, influencing human behavior and decision-making. However, the software development teams developing these systems often lack diversity, which may lead to designs that overlook the needs, equal treatment or safety of diverse user groups. These risks highlight the need for fostering diversity and inclusion in software development to create safer, more equitable technology. Method: This research is based on insights from an academic meeting in June 2023 involving 23 software engineering researchers and practitioners. We used the collaborative discussion method 1-2-4-ALL as a systematic research approach and identified six themes around the theme challenges and opportunities to improve Software Developer Diversity and Inclusion (SDDI). We identified benefits, harms, and future research directions for the four main themes. Then, we discuss the remaining two themes, Artificial Intelligence & SDDI and AI & Computer Science education, which have a cross-cutting effect on the other themes. Results: This research explores the key challenges and research opportunities for promoting SDDI, providing a roadmap to guide both researchers and practitioners. We underline that research around SDDI requires a constant focus on maximizing benefits while minimizing harms, especially to vulnerable groups. As a research community, we must strike this balance in a responsible way.

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arXiv2025

Creative Problem-Solving: A Study with Blind and Low Vision Software Professionals

Background: Software engineering requires both technical skills and creative problem-solving. Blind and low-vision software professionals (BLVSPs) encounter numerous workplace challenges, including inaccessible tools and collaboration hurdles with sighted colleagues. Objective: This study explores the innovative strategies employed by BLVSPs to overcome these accessibility barriers, focusing on their custom solutions and the importance of supportive communities. Methodology: We conducted semi-structured interviews with 30 BLVSPs and used reflexive thematic analysis to identify key themes. Results: Findings reveal that BLVSPs are motivated to develop creative and adaptive solutions, highlighting the vital role of collaborative communities in fostering shared problem-solving. Conclusion: For BLVSPs, creative problem-solving is essential for navigating inaccessible work environments, in contrast to sighted peers, who pursue optimization. This study enhances understanding of how BLVSPs navigate accessibility challenges through innovation.

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arXiv2025

The Dilemma of Building Do-It-Yourself (DIY) Solutions for Workplace Accessibility

Existing commercial and in-house software development tools are often inaccessible to Blind and Low Vision Software Professionals (BLVSPs), hindering their participation and career growth at work. Building on existing research on Do-It-Yourself (DIY) Assistive Technologies and customized tools made by programmers, we shed light on the currently unexplored intersection of how DIY tools built and used by BLVSPs support accessible software development. Through semi-structured interviews with 30 BLVSPs, we found that such tools serve many different purposes and are driven by motivations such as desiring to maintain a professional image and a sense of dignity at work. These tools had significant impacts on workplace accessibility and revealed a need for a more centralized community for sharing tools, tips, and tricks. Based on our findings, we introduce the "Double Hacker Dilemma" and highlight a need for developing more effective peer and organizational platforms that support DIY tool sharing.

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arXiv2024

Please do not go: understanding turnover of software engineers from different perspectives

Turnover consists of moving into and out of professional employees in the company in a given period. Such a phenomenon significantly impacts the software industry since it generates knowledge loss, delays in the schedule, and increased costs in the final project. Despite the efforts made by researchers and professionals to minimize the turnover, more studies are needed to understand the motivation that drives Software Engineers to leave their jobs and the main strategies CEOs adopt to retain these professionals in software development companies. In this paper, we contribute a mixed methods study involving semi-structured interviews with Software Engineers and CEOs to obtain a wider opinion of these professionals about turnover and a subsequent validation survey with additional software engineers to check and review the insights from interviews. In studying such aspects, we identified 19 different reasons for software engineers' turnover and 18 more efficient strategies used in the software development industry to reduce it. Our findings provide several implications for industry and academia, which can drive future research.

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arXiv2024

Creativity, Generative AI, and Software Development: A Research Agenda

Creativity has always been considered a major differentiator to separate the good from the great, and we believe the importance of creativity for software development will only increase as GenAI becomes embedded in developer tool-chains and working practices. This paper uses the McLuhan tetrad alongside scenarios of how GenAI may disrupt software development more broadly, to identify potential impacts GenAI may have on creativity within software development. The impacts are discussed along with a future research agenda comprising six connected themes that consider how individual capabilities, team capabilities, the product, unintended consequences, society, and human aspects can be affected.

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arXiv2024

Use of Agile Practices in Start-ups

Context Software start-ups have shown their ability to develop and launch innovative software products and services. Small, motivated teams and uncertain project scope makes start-ups good candidates for adopting Agile practices. Objective We explore how start-ups use Agile practices and what effects can be associated with the use of those practices. Method We use a case survey to analyze 84 start-up cases and 56 Agile practices. We apply statistical methods to test for statistically significant associations between the use of Agile practices, team, and product factors. Results Our results suggest that development of the backlog, use of version control, code refactoring, and development of user stories are the most frequently reported practices. We identify 22 associations between the use of Agile practices, team, and product factors. The use of Agile practices is associated with effects on source code and overall product quality. A team's positive or negative attitude towards best engineering practices is a significant indicator for either adoption or rejection of certain Agile practices. To explore the relationships in our findings, we set forth a number of propositions that can be investigated in future research. Conclusions We conclude that start-ups use Agile practices, however without following any specific methodology. We identify the opportunity for more fine-grained studies into the adoption and effects of individual Agile practices. Start-up practitioners could benefit from Agile practices in terms of better overall quality, tighter control over team performance, and resource utilization.

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arXiv2023

A Progression Model of Software Engineering Goals, Challenges, and Practices in Start-Ups

Context: Software start-ups are emerging as suppliers of innovation and software-intensive products. However, traditional software engineering practices are not evaluated in the context, nor adopted to goals and challenges of start-ups. As a result, there is insufficient support for software engineering in the start-up context. Objective: We aim to collect data related to engineering goals, challenges, and practices in start-up companies to ascertain trends and patterns characterizing engineering work in start-ups. Such data allows researchers to understand better how goals and challenges are related to practices. This understanding can then inform future studies aimed at designing solutions addressing those goals and challenges. Besides, these trends and patterns can be useful for practitioners to make more informed decisions in their engineering practice. Method: We use a case survey method to gather first-hand, in-depth experiences from a large sample of software start-ups. We use open coding and cross-case analysis to describe and identify patterns, and corroborate the findings with statistical analysis. Results: We analyze 84 start-up cases and identify 16 goals, 9 challenges, and 16 engineering practices that are common among start-ups. We have mapped these goals, challenges, and practices to start-up life-cycle stages (inception, stabilization, growth, and maturity). Thus, creating the progression model guiding software engineering efforts in start-ups. Conclusions: We conclude that start-ups to a large extent face the same challenges and use the same practices as established companies. However, the primary software engineering challenge in start-ups is to evolve multiple process areas at once, with a little margin for serious errors.

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arXiv2023

Exploration of technical debt in start-ups

Context: Software start-ups are young companies aiming to build and market software-intensive products fast with little resources. Aiming to accelerate time-to-market, start-ups often opt for ad-hoc engineering practices, make shortcuts in product engineering, and accumulate technical debt. Objective: In this paper we explore to what extent precedents, dimensions and outcomes associated with technical debt are prevalent in start-ups. Method: We apply a case survey method to identify aspects of technical debt and contextual information characterizing the engineering context in start-ups. Results: By analyzing responses from 86 start-up cases we found that start-ups accumulate most technical debt in the testing dimension, despite attempts to automate testing. Furthermore, we found that start-up team size and experience is a leading precedent for accumulating technical debt: larger teams face more challenges in keeping the debt under control. Conclusions: This study highlights the necessity to monitor levels of technical debt and to preemptively introduce practices to keep the debt under control. Adding more people to an already difficult to maintain product could amplify other precedents, such as resource shortages, communication issues and negatively affect decisions pertaining to the use of good engineering practices.

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arXiv2022

Co-designing for a Hybrid Workplace Experience in Software Development

With increasing demands for flexible work models, many IT organizations have adapted to hybrid work that promises enhanced team productivity as well as work satisfaction. To achieve productive engineering practice, collaborative product innovation, and effective mentorship in the ensuing hybrid work, we introduce a workshop approach on co-designing for a hybrid workplace experience and provide implications for continuously improving collaborative software development at scale.

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arXiv2021

What Makes Agile Software Development Agile?

Together with many success stories, promises such as the increase in production speed and the improvement in stakeholders' collaboration have contributed to making agile a transformation in the software industry in which many companies want to take part. However, driven either by a natural and expected evolution or by contextual factors that challenge the adoption of agile methods as prescribed by their creator(s), software processes in practice mutate into hybrids over time. Are these still agile? In this article, we investigate the question: what makes a software development method agile? We present an empirical study grounded in a large-scale international survey that aims to identify software development methods and practices that improve or tame agility. Based on 556 data points, we analyze the perceived degree of agility in the implementation of standard project disciplines and its relation to used development methods and practices. Our findings suggest that only a small number of participants operate their projects in a purely traditional or agile manner (under 15%). That said, most project disciplines and most practices show a clear trend towards increasing degrees of agility. Compared to the methods used to develop software, the selection of practices has a stronger effect on the degree of agility of a given discipline. Finally, there are no methods or practices that explicitly guarantee or prevent agility. We conclude that agility cannot be defined solely at the process level. Additional factors need to be taken into account when trying to implement or improve agility in a software company. Finally, we discuss the field of software process-related research in the light of our findings and present a roadmap for future research.

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arXiv2021

Challenges Women in Software Engineering Leadership Roles Face: A Qualitative Study

Software engineering is not only about technical solutions. To a large extent, it is also concerned with organizational issues, project management, and human behavior. There are serious gender issues that can severely limit the participation of women in science and engineering careers. It is claimed that women lead differently than men and are more collaboration-oriented, communicative, and less aggressive than their male counterparts. However, when talking with women in technology companies' leadership roles, a list of problems women face grows fast. We invite women in software engineering management roles to answer the questions from an empathy map canvas. We used thematic analysis for coding the answers and group the codes into themes. From the analysis, we identified seven themes that support us to list the main challenges they face in their careers.

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arXiv2021

Catching up with Method and Process Practice: An Industry-Informed Baseline for Researchers

Software development methods are usually not applied by the book. Companies are under pressure to continuously deploy software products that meet market needs and stakeholders' requests. To implement efficient and effective development processes, companies utilize multiple frameworks, methods and practices, and combine these into hybrid methods. A common combination contains a rich management framework to organize and steer projects complemented with a number of smaller practices providing the development teams with tools to complete their tasks. In this paper, based on 732 data points collected through an international survey, we study the software development process use in practice. Our results show that 76.8% of the companies implement hybrid methods. Company size as well as the strategy in devising and evolving hybrid methods affect the suitability of the chosen process to reach company or project goals. Our findings show that companies that combine planned improvement programs with process evolution can increase their process' suitability by up to 5%.

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arXiv2020

Multitasking Across Industry Projects: A Replication Study

Background: Multitasking is usual in software development. It is the ability to stop working on a task, switch to another, and return eventually to the first one, as needed or as scheduled. Multitasking, however, comes at a cognitive cost: frequent context-switches can lead to distraction, sub-standard work, and even greater stress. Aims: This paper reports a replication experiment where we gathered data on a group of developers from a software development company from industry on a large collection of projects stored in GitLab repositories. Method: We reused the developed models and methods from the original study for measuring the rate and breadth of a developers' context-switching behavior, and we study how context-switching affects their productivity. We applied semi-structured interviews, replacing the original survey, to some of the developers to understand the reasons for and perceptions of multitasking. Results: We found out that industry developers multitask as much as OSS developers focusing more (on fewer projects), and working more repetitively from one day to the next is associated with higher productivity, but there is no effect for higher multitasking. Some commons reasons make them multitask: dependencies, personal interests, and social relationships. Conclusions: Short context change, less than three minutes, did not impact results from industry developers; however, more than that, it brings a feeling of left the previous tasks behind. So, it is proportional to how much context is switched: as bigger the context and bigger the interruption, it is worst to come back.

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