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Optimizing Managerial Decision‐Making Through Agile Practices: A Software Engineering Management Team Perspective.

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Title: Optimizing Managerial Decision‐Making Through Agile Practices: A Software Engineering Management Team Perspective.
Authors: Salin, Hannes1 (AUTHOR) hasa@du.se, Rybarczyk, Yves1 (AUTHOR), Nyberg, Roger G.1 (AUTHOR), Han, Mengjie1 (AUTHOR)
Source: Journal of Software: Evolution & Process. Mar2026, Vol. 38 Issue 3, p1-28. 28p.
Subjects: Scrum (Computer software development), Decision making, Empirical research, Computer software management, Senior leadership teams, Agile software development, Computer software development, Software measurement
Abstract: In today's landscape of rapidly evolving software engineering, managers face a multitude of challenges and complex decision‐making scenarios. Within the Swedish Transport Administration (STA), software engineering managers take on dual roles as both strategists and traditional managers, increasing the complexity of their decision‐making environment. We investigate how management teams in this context can use and adopt agile practices for better decision‐making. The aim is to explore if agile software development team practices can be used for software engineering management teams, with the goal of identifying agile success factors that can be mapped to management success. We employ an industrial case study with a mixed‐method research approach, combining quantitative agile data using project tracking software, and qualitative data using structured interviews with the management teams. Unlike previous research that has primarily examined agile adoption within software development teams or emphasized the manager's supportive role, this work investigates management teams themselves as adopters of agile practices and metrics. To our knowledge, this is the first study to develop a mapping model that systematically connects Scrum‐based practices, roles, and metrics to the context of software engineering management teams. Our study showed that Scrum‐based agile practices, such as stand‐ups and retrospectives, can be adapted to software engineering management teams, and that certain agile software development metrics can be transformed into a managerial setting using our proposed model. [ABSTRACT FROM AUTHOR]
Copyright of Journal of Software: Evolution & Process is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
Database: Engineering Source
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DbLabel: Engineering Source
An: 192557029
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PubType: Academic Journal
PubTypeId: academicJournal
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  Data: Optimizing Managerial Decision‐Making Through Agile Practices: A Software Engineering Management Team Perspective.
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  Data: <searchLink fieldCode="DE" term="%22Scrum+%28Computer+software+development%29%22">Scrum (Computer software development)</searchLink><br /><searchLink fieldCode="DE" term="%22Decision+making%22">Decision making</searchLink><br /><searchLink fieldCode="DE" term="%22Empirical+research%22">Empirical research</searchLink><br /><searchLink fieldCode="DE" term="%22Computer+software+management%22">Computer software management</searchLink><br /><searchLink fieldCode="DE" term="%22Senior+leadership+teams%22">Senior leadership teams</searchLink><br /><searchLink fieldCode="DE" term="%22Agile+software+development%22">Agile software development</searchLink><br /><searchLink fieldCode="DE" term="%22Computer+software+development%22">Computer software development</searchLink><br /><searchLink fieldCode="DE" term="%22Software+measurement%22">Software measurement</searchLink>
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  Data: In today's landscape of rapidly evolving software engineering, managers face a multitude of challenges and complex decision‐making scenarios. Within the Swedish Transport Administration (STA), software engineering managers take on dual roles as both strategists and traditional managers, increasing the complexity of their decision‐making environment. We investigate how management teams in this context can use and adopt agile practices for better decision‐making. The aim is to explore if agile software development team practices can be used for software engineering management teams, with the goal of identifying agile success factors that can be mapped to management success. We employ an industrial case study with a mixed‐method research approach, combining quantitative agile data using project tracking software, and qualitative data using structured interviews with the management teams. Unlike previous research that has primarily examined agile adoption within software development teams or emphasized the manager's supportive role, this work investigates management teams themselves as adopters of agile practices and metrics. To our knowledge, this is the first study to develop a mapping model that systematically connects Scrum‐based practices, roles, and metrics to the context of software engineering management teams. Our study showed that Scrum‐based agile practices, such as stand‐ups and retrospectives, can be adapted to software engineering management teams, and that certain agile software development metrics can be transformed into a managerial setting using our proposed model. [ABSTRACT FROM AUTHOR]
– Name: AbstractSuppliedCopyright
  Label:
  Group: Ab
  Data: <i>Copyright of Journal of Software: Evolution & Process is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract.</i> (Copyright applies to all Abstracts.)
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        Value: 10.1002/smr.70095
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      – Code: eng
        Text: English
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        PageCount: 28
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        Type: general
      – SubjectFull: Decision making
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      – SubjectFull: Empirical research
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      – SubjectFull: Computer software management
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      – SubjectFull: Senior leadership teams
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      – SubjectFull: Agile software development
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      – SubjectFull: Computer software development
        Type: general
      – SubjectFull: Software measurement
        Type: general
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      – TitleFull: Optimizing Managerial Decision‐Making Through Agile Practices: A Software Engineering Management Team Perspective.
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            NameFull: Salin, Hannes
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            NameFull: Rybarczyk, Yves
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            NameFull: Nyberg, Roger G.
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              M: 03
              Text: Mar2026
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              Y: 2026
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