Team composition is a critical factor influencing collaboration within agile software development. This study investigates the impact of gender distribution on teamwork quality in software engineering capstone courses. We examined the experiences of 240 students organized into 40 teams during an agile project course. We analyzed two surveys, one conducted before team composition and one at the end of the project work. As much as 91% of the students chose to use the practice of conducting stand-up meetings in their project work and the majority were satisfied with the practice. Further, our analysis reveals that while women tend to engage more in design and men in programming, an increase in the proportion of women within a team correlates with a higher involvement of women in programming tasks. Our findings highlight gender differences in perceptions and experiences related to project involvement in agile software engineering courses.

Context: Process Debt, like Technical Debt, can be a source of short-term benefits but often is harmful in the long term for a software organization. Nonetheless, information about Process Debt is scarce in the current literature. Objective: This paper aims to define Process Debt, describe its occurrence with associated risks, and show examples of mitigation strategies. Method: Firstly, we conducted an exploratory study of Process Debt in four international organizations by interviewing 16 practitioners. Then, we validated and extended the findings with a cross-company focus group with additional 10 practitioners. Finally, we analyzed 58 additional observations and 35 interviews from a longitudinal case study. Results: The findings show that Process Debt can be a harmful phenomenon that needs attention. We provide a framework and a definition, and report causes, consequences and occurrence patterns over time of Process Debt. We present mitigation strategies and which ones need further attention for future research. Conclusions: The debt metaphor may help companies understand how to manage and improve their processes and make process-related decisions that are beneficial both in the short and long term.

Today, many large-scale software projects have members working from home, which has changed the way teams coordinate work. To better understand coordination in this setting, we conducted a case study through which we examined two teams in a large-scale agile project by observing meetings and conducting 17 interviews. Through the lens of Relational Coordination Theory (RCT), we analyzed the use of the goal-setting framework Objectives and Key Results (OKRs) and the collaboration tool Slack. Slack was used for frequent, timely, and problem-solving communication and, and its use decreased the number of planned meetings. However, discussions often started on Slack and continued in virtual ad-hoc meetings. The use of OKRs facilitated knowledge sharing, helped the teams align their goals, and provided inter-team insights. The main implication of our research is that projects using OKRs need to support project members, especially in formulating the key results that align and motivate the teams to work toward the same mission.