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The ability to self-organise is posited to be a fundamental requirement forsuccessful agile teams. In particular, self-organising teams are said to becrucial in agile globally distributed software development (AGSD) settings,where distance exacerbates team issues. We used contextual analysis to studythe specific interaction behaviours and enacted roles of practitioners workingin multiple AGSD teams. Our results show that the teams studied were extremelytask focussed, and those who occupied team lead or programmer roles werecentral to their teams' self-organisation. These findings have implications forAGSD teams, and particularly for instances when programmers - or thoseoccupying similar non-leadership positions - may not be willing to accept suchresponsibilities. We discuss the implications of our findings for informationsystem development (ISD) practice.

Self-organising Roles in Agile Globally Distributed Teams