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dc.contributor.authorBarksdale, Jeremy Tottonen_US
dc.date.accessioned2014-10-09T06:00:09Z
dc.date.available2014-10-09T06:00:09Z
dc.date.issued2013-08-27en_US
dc.identifier.othervt_gsexam:1482en_US
dc.identifier.urihttp://hdl.handle.net/10919/50557
dc.description.abstractAs the practice of software engineering matures, project teams are leveraging the expertise of those with a background in other disciplines such as user experience. This multidisciplinary collaboration has implications on how user experience is incorporated into the software they produce. It also has consequences for the interaction within the team. This research aims to address the implications and consequences by explaining and evaluating the impact of socio-cognitive factors and governance forms on agile user experience software teams. The objective is to support multidisciplinary agile user experience software teams in managing their interaction as a means to improving how user experience knowledge is managed. Results from a qualitative comparative analysis (QCA) were that: a combination of trust and shared meaning are associated with the impediment of knowledge construction and dissemination; a combination of lead governance, trust, and shared meaning are associated with knowledge dissemination; and a combination of lead governance and shared meaning are associated with the impediment of knowledge use. Review from an expert review of the Team Interaction Framework were that there are benefits to using the framework and ways to ease it use, but also limitations and anticipated challenges to its application. The findings from this research suggest that each theoretical component of the framework is relevant, but it is unclear whether the structural dimension is useful when studying agile user experience teams given environment similarity across teams. The contributions of this research are the Team Interaction Framework as a guide to evaluating the social interaction in agile user experience teams, a method for assessing the social interaction in agile user experience teams via a Team Interaction Assessment, and lightweight practices for improving the social interaction in these teams.en_US
dc.format.mediumETDen_US
dc.publisherVirginia Techen_US
dc.rightsThis Item is protected by copyright and/or related rights. Some uses of this Item may be deemed fair and permitted by law even without permission from the rights holder(s), or the rights holder(s) may have licensed the work for use under certain conditions. For other uses you need to obtain permission from the rights holder(s).en_US
dc.subjectAgile Usabilityen_US
dc.subjectAgile User Experienceen_US
dc.subjectUser Experience Knowledge Managementen_US
dc.subjectSocial Capitalen_US
dc.subjectNetwork Governanceen_US
dc.subjectQualitative Coen_US
dc.titleSocial Integration in Agile User Experience: Building Social Capital in Agile User Experience Software Teamsen_US
dc.typeDissertationen_US
dc.contributor.departmentComputer Scienceen_US
dc.description.degreePh. D.en_US
thesis.degree.namePh. D.en_US
thesis.degree.leveldoctoralen_US
thesis.degree.grantorVirginia Polytechnic Institute and State Universityen_US
thesis.degree.disciplineComputer Science and Applicationsen_US
dc.contributor.committeechairMcCrickard, Donald Scotten_US
dc.contributor.committeememberBurge, Jamika D.en_US
dc.contributor.committeememberFox, Edward A.en_US
dc.contributor.committeememberArthur, James D.en_US
dc.contributor.committeememberLemaire, Robin Hargroderen_US


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