Simone V. Spiegler

Aastha Pant, Rashina Hoda, Simone V. Spiegler et al.

Ethics in AI has become a debated topic of public and expert discourse in recent years. But what do people who build AI - AI practitioners - have to say about their understanding of AI ethics and the challenges associated with incorporating it in the AI-based systems they develop? Understanding AI practitioners' views on AI ethics is important as they are the ones closest to the AI systems and can bring about changes and improvements. We conducted a survey aimed at understanding AI practitioners' awareness of AI ethics and their challenges in incorporating ethics. Based on 100 AI practitioners' responses, our findings indicate that majority of AI practitioners had a reasonable familiarity with the concept of AI ethics, primarily due to workplace rules and policies. Privacy protection and security was the ethical principle that majority of them were aware of. Formal education/training was considered somewhat helpful in preparing practitioners to incorporate AI ethics. The challenges that AI practitioners faced in the development of ethical AI-based systems included (i) general challenges, (ii) technology-related challenges and (iii) human-related challenges. We also identified areas needing further investigation and provided recommendations to assist AI practitioners and companies in incorporating ethics into AI development.

Simone V. Spiegler, Daniel Graziotin, Christoph Heinecke et al.

A number of qualitative studies find that team leadership is one essential success factor for evolving into a mature agile team. One such qualitative study suggests the 9-Factor Theory of Scrum Master roles, which claims that the Scrum Master performs a set of 9 leadership roles which are transferred to the team over time (Spiegler et al., 2019). We aimed at conducting a quantitative exploration that examines the presence and change of the 9-Factory Theory in relation to team maturity. We conducted an online survey with 67 individuals at the conglomerate Robert Bosch GmbH. Descriptive statistics reveal that the Scrum Master and the agile team score differently on the 9 factors and that the Scrum Master role is most often distributed in teams that had been working between 3 and 5 months in an agile manner. Yet, we also find that the leadership roles predominantly remain with one dedicated Scrum Master. Based on our results we suggest to group the 9-Factor Theory into three clusters: the Scrum Master is rather linked to psychological team factors (1), while the team tends to be linked to rather product-related factors (2). Organizational factors (3) are less often present. Our practical implications suggest an extension of the Scrum Master description. Furthermore, our study lays groundwork for future quantitative testing of leadership in agile teams.

Simone V. Spiegler, Christoph Heinecke, Stefan Wagner

Motivation: How immature teams can become agile is a question that puzzles practitioners and researchers alike. Scrum is one method that supports agile working. Empirical research on the Scrum Master role remains scarce and reveals contradicting results. While the Scrum Master role is often centred on one person in rather immature teams, the role is expected to be shared among multiple members in mature teams. Objective: Therefore, we aim to understand how the Scrum Master role changes while the team matures. Method: We applied Grounded Theory and conducted qualitative interviews with 53 practitioners of 29 software and non-software project teams from Robert Bosch GmbH. Results: We discovered that Scrum Masters initially plays nine leadership roles which they transfer to the team while it matures. Roles can be transferred by providing a leadership gap, which allows team members to take on a leadership role, and by providing an internal team environment with communication on equal terms, psychological safety, transparency, shared understanding, shared purpose and self-efficacy. Conclusion: The Scrum Master role changes while the team matures. Trust and freedom to take over a leadership role in teams are essential enablers. Our results support practitioners in implementing agile teams in established companies.