Hugh Robinson

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Objective: In this paper, we present a systematic literature review of motivation in Software Engineering. The objective of this review is to plot the landscape of current reported knowledge in terms of what motivates developers, what de-motivates them and how existing models address motivation. Methods: We perform a systematic literature review of peer(More)
Agile methods are a response to more rigorous and traditional approaches to software development which are perceived to have failed both customers and software development practitioners. eXtreme Programming (XP) is an example agile method and we report on an ethnographic study of XP practice carried out in a small company developing web-based intelligent(More)
Mature eXtreme programming (XP) teams are highly collaborative and selforganising. In previous studies, we have observed that these teams rely on two apparently simple mechanisms of co-ordination and collaboration: story cards and the Wall. Story cards capture and embody the user stories which form the basis of implementation, while the Wall is a physical(More)
Motivation in software engineering is recognized as a key success factor for software projects, but although there are many papers written about motivation in software engineering, the field lacks a comprehensive overview of the area. In particular, several models of motivation have been proposed, but they either rely heavily on one particular model (the(More)
This paper examines how XP practice meets the motivational needs of software developers. Interactions with peers have been identified by others as one potential area of (de)motivation but little detail is known. The nature of this motivator, as expressed by software developers themselves, was explored through semi-structured interviews with a high maturity(More)
XP emphasises underlying values as well as the more visible twelve practices. In this paper we explore the relationship between practices and values from two perspectives: empirical and theoretical. We present empirical evidence that the twelve practices create a community in which the XP values are supported and sustained. We also present models of culture(More)
Much of the knowledge used within an XP team is tacit, i.e. it is hidden and intangible. Two tangible artefacts that carry information about the team's work are the index cards which capture stories and tasks to be implemented and the wall where they are displayed (which we refer to as the 'Wall'). It is widely acknowledged that these are key elements(More)
We explore the nature of the interaction between organisational culture and XP practice via three empirically-based case studies. The case studies cover a spectrum of organisational cultures. Our findings suggest that XP can thrive in a range of organisational cultures and that the interaction between organisational culture and XP can be complex & subtle,(More)