Agile project management has become a widely implemented project management approach in Information Systems (IS). Yet, along with its growing popularity, the amount of concerns raised in regard to human related challenges is rapidly increasing. Nevertheless, the extant scholarly literature has neglected to identify the primary origins and reasons of these challenges. The purpose of this study is therefore to examine if these challenges are caused by a lack of Emotional Intelligence (EI) by means of a quantitative approach, which includes two main steps. Firstly, based on a sample of 447 IS-professionals, the psychometric properties of their EI in regard to their personal characteristics is examined. Secondly, based on the findings of the first analysis, the causal inference of EI on these challenges is computed using Propensity Score Matching based on a second sample of 194 agile practitioners. Different dimensions of EI were found to have a low to medium impact on human related challenges occurring in agile teams in regard to anxiety, motivation, mutual trust and communication competence. Hence, these findings offer important new knowledge for IS-scholars, project managers and human resource practitioners, about the vital role of EI for educating, staffing and training of IS-professionals working in agile teams.

The ability of agile teams to adapt the project plan to unexpected problems is still a less-researched area. They must change the project plans as facing unexpected challenges and, even though existing studies relate some aspects to this ability, such as participatory decision-making, openness to discuss problems in an immediate sense and focus on actions to be taken in near future, these studies do not yet offer a complete theory, or set of practices, about how adaptation takes place. What actions and decisions of the team allow for adaptation? Improvisation is an approach that could potentially fill this gap and consists of someone executing an action without previously planning it, or doing it differently from the original plan, when facing a problem. This study presents an investigation of how agile teams adapt when facing unexpected changes or problems during the projects. The concept of improvisation is used and the study involved two agile software development teams and using Grounded Theory (GT). The results indicate that the teams apply different improvisation strategies, such as breaking standard work rules, as well as maintain habits that contribute positively to improvisation. Clients also play an important role in helping teams solve unexpected problems and should be invited to collaborate. These results can be used to assist professionals in search of more effectiveness in agile teams in terms of adapting the plan during the project. / A habilidade de os times ágeis adaptarem o plano do projeto de acordo com problemas inesperados ainda é uma área de pesquisa pouco explorada. Essas equipes precisam ser capazes de adaptar o plano do projeto quando se deparam com desafios inesperados e, ainda que os estudos relacionem alguns aspectos a essa habilidade, como tomada de decisão participativa, abertura para discutir problemas de imediato e foco em ações de curto prazo, os estudos ainda não oferecem uma teoria completa ou conjunto de práticas que descrevam como, de fato, a adaptação acontece. Quais ações e decisões do time lhe garantem a capacidade de adaptação? A improvisação é uma abordagem interessante para compreender esse gap, e consiste em executar uma ação sem previamente planejá-la, ou de uma maneira diferente do que a planejada, quando da ocorrência de um problema ou mudança inesperada. Esse estudo apresenta uma investigação da adaptação em projetos ágeis quando as equipes se deparam com mudanças ou problemas inesperados. O conceito da improvisação é usado e o estudo envolveu dois times ágeis que desenvolvem software, e utilizando o método Grounded theory (GT). Os resultados indicam que os times utilizam diferentes estratégias de improvisação, como quebrar regras de trabalho, assim como mantem hábitos que contribuem positivamente para a improvisação. O cliente também desempenha um papel importante ao ajudar os times a resolverem problemas inesperados, e portanto devem ser convidados a colaborar. Esses resultados podem ser usados para auxiliar profissionais no sentido de obter-se times ágeis mais efetivos na adaptação do plano durante o projeto.

Agile software development approaches have emerged as a response to perceived frustrations of more heavyweight plan-driven methods, and have now become well established within the information systems field. More recently, there has been a tremendous growth in applying agile methods in globally distributed settings. In light of this, there is a pressing need to understand how agile practices are adapted which were originally conceived for collocated settings, and now actually being used in globally distributed settings, taking into account the challenges posed by such contexts. The aim of this thesis is to contribute to this research gap, with a quest to better understand and unpack the "black-box" of how collaborative practices evolve within global agile settings. The value of this research lies in improving and advancing our understanding of the challenges the team members go through in adapting agile practices in global contexts. The research also explores how collaborative practices can support agility in globally distributed settings. In order to contribute to knowledge and increase conceptual clarity, there is a need to carry out in-depth and in-situ research within an organisational context. By taking a socio-technical perspective this study intends to extend our existing knowledge on how collaborative practices are evolving in real-time practice within globally distributed agile settings. The empirical evidence is drawn from a globally distributed team, operating in a global financial bank with offices based in London and Delhi. Interpretive research methods including semi-structured interviews and observations are used to understand team members' experiences of developing collaborative practices in a globally distributed context. Although existing literature on agile software development acknowledges the intrinsic significance of collaboration for effective functioning of agile methods, current studies fail to demonstrate a situated practice perspective on how collaborative practices are adapted in globally distributed settings. This study enlists the analytical concepts of boundary objects and Pickering's "mangle of practice" to better understand the process of how collaborative practices evolve in globally distributed agile teams. The resulting analysis provides us with a much more nuanced understanding of how interactions take place in developing collaborative practices in globally distributed contexts. The findings reveal that collaborative practices within such settings tend not to follow from pre-set expectations of how agile practices should work, but are temporally emergent. Team members have to revise collaborative practices through an ongoing process of mutual "tuning" within their situated contexts, in order to achieve a gradual state of interactive stability or a steadiness of practices. The results demonstrate how actors address the challenges in developing shared understandings to drive forward the joint software development process across global locations and move towards supporting agility within the projects. The thesis presents a pluralistic conceptual framework called the Collaborative Tuning Approach, which aids in gaining critical insights of issues related to adapting agile practices and also demonstrates how collaborative practices can act as enabler to achieving agility in such settings. The framework explains the challenges the team members face and how these are overcome when attempting to modify practices and indeed how these evolve through an ongoing state of flux and uncertainty leading to hybrid agile practices.

The ability of agile teams to adapt the project plan to unexpected problems is still a less-researched area. They must change the project plans as facing unexpected challenges and, even though existing studies relate some aspects to this ability, such as participatory decision-making, openness to discuss problems in an immediate sense and focus on actions to be taken in near future, these studies do not yet offer a complete theory, or set of practices, about how adaptation takes place. What actions and decisions of the team allow for adaptation? Improvisation is an approach that could potentially fill this gap and consists of someone executing an action without previously planning it, or doing it differently from the original plan, when facing a problem. This study presents an investigation of how agile teams adapt when facing unexpected changes or problems during the projects. The concept of improvisation is used and the study involved two agile software development teams and using Grounded Theory (GT). The results indicate that the teams apply different improvisation strategies, such as breaking standard work rules, as well as maintain habits that contribute positively to improvisation. Clients also play an important role in helping teams solve unexpected problems and should be invited to collaborate. These results can be used to assist professionals in search of more effectiveness in agile teams in terms of adapting the plan during the project. / A habilidade de os times ágeis adaptarem o plano do projeto de acordo com problemas inesperados ainda é uma área de pesquisa pouco explorada. Essas equipes precisam ser capazes de adaptar o plano do projeto quando se deparam com desafios inesperados e, ainda que os estudos relacionem alguns aspectos a essa habilidade, como tomada de decisão participativa, abertura para discutir problemas de imediato e foco em ações de curto prazo, os estudos ainda não oferecem uma teoria completa ou conjunto de práticas que descrevam como, de fato, a adaptação acontece. Quais ações e decisões do time lhe garantem a capacidade de adaptação? A improvisação é uma abordagem interessante para compreender esse gap, e consiste em executar uma ação sem previamente planejá-la, ou de uma maneira diferente do que a planejada, quando da ocorrência de um problema ou mudança inesperada. Esse estudo apresenta uma investigação da adaptação em projetos ágeis quando as equipes se deparam com mudanças ou problemas inesperados. O conceito da improvisação é usado e o estudo envolveu dois times ágeis que desenvolvem software, e utilizando o método Grounded theory (GT). Os resultados indicam que os times utilizam diferentes estratégias de improvisação, como quebrar regras de trabalho, assim como mantem hábitos que contribuem positivamente para a improvisação. O cliente também desempenha um papel importante ao ajudar os times a resolverem problemas inesperados, e portanto devem ser convidados a colaborar. Esses resultados podem ser usados para auxiliar profissionais no sentido de obter-se times ágeis mais efetivos na adaptação do plano durante o projeto.

When it comes to how the team members build trust three themes were found; knowledge sharing, expectations and shared values and relationship building. Further on when it comes to the challenges five bigger themes were found which are; distance, culture decisions from above, knowledge and other challenges. Furthermore, the study also explored how difficult it is to build trust due to its complexity as several challenges were identified. Some suggestions have been made on how to face these challenges and it has been concluded that you need to take into account many different aspects when it comes to building trust in agile teams.

The Covid-19 pandemic has had a severe impact on companies' way of working. It has become crucial for companies to transition into working remotely due to the societal restrictions in order to maintain business. New ways of communicating and collaborating have been necessary for the development which have had an impact on the motivation which this study will focus on. Companies have limited insights on how remote work affects a complex phenomenon as motivation. The purpose of this study is therefore to analyse important changes in motivation due to the transition into working remotely in an agile organization. Research shows that working remotely changes several influential factors related to motivation, forming our first research question. Additionally, the agile practice shows proof of enhancing several of these factors when working remotely thus forming the second research question. This study relies on its theoretical framework using the MOCC model for categorizing intrinsic and extrinsic motivation for software developers in relation to external changes such as characteristics and changes in the working environment. In addition, the study uses an earlier framework of changes in motivation in relation to the agile practices. The objective for this study is to help agile organizations analyse and draw conclusions from this study on how to motivate software developers in a remote agile context. The importance of motivation for software developers are emphasized in several studies. However, a lack of studies has been made in recent years, especially with regards to motivation in a remote workplace, additionally little to no studies have been made on this topic since the start of the pandemic. Many answers from our empirical analysis give a polarized view of different perspectives which makes it a complex phenomenon. The result from this study shows that a lot of the software developers have a strong intrinsic motivation due to the agile methodology. The intrinsic motivation in terms of developing software has not changed, however, many other intrinsic motivators related to the organization have been challenged. Also, our results show that external motivation has changed due to changes in both communication and collaboration.

The Covid-19 situation has changed the work environment for a lot of companies in Sweden. Due to restrictions from Sweden's health care association, people have been working from home to as large extent as possible. Even though the work environment in the software industry was started to be digitized before Covid-19, it has been a huge readjustment for the employees. The software industry has been selected for this study for its significant importance for the BNP in Sweden. SMEs have been selected to cover as large a portion of the companies as possible. This study goes through how Covid-19 has affected the agile way of working within agile teams in software SMEs. To do this investigation, a grounded theory approach with qualitative interviews from 11 different software companies, and 13 participants has been made. The analysis of the study resulted in six main impacts that Covid-19 has had on agile teams in the software SMEs: Communication, Structure, Motivation, Health, Relationship, and Responsibility.

Many organizations struggle to adapt to the increasing volatility, insecurity, complexity, and ambiguity of contemporary business environments. The implementation of agile practices within such organizations can facilitate their adaptation to change and can contribute to organizational continuity. Agility is defined as the continuous readiness to create, embrace, and learn from change. Therefore, the concept of agility is widely applied in practical team settings to address their increased complexity. However, prior literature on agility has primarily focused on software development and on agility in technical contexts. Analyzing the human elements of agility sheds light on the ways in which agile teams foster adaptability and promote innovation. Accordingly, the overall research objective of the present dissertation is to examine the concept of agility from a psychological perspective to determine the effect of agility on team innovation as well as the factors that moderate and mediate this relationship. To this end, next to the overall research objective this dissertation follows two sub-research objectives. Our first sub-research objective is to study agility in the context of cultural diversity. Globalization has significantly increased the prevalence and importance of culturally diverse teams. Within working environments, diversity is widely seen as a double-edged sword that intensifies interpersonal conflicts on the one hand and promotes creativity and innovation on the other. Therefore, a related research objective of this dissertation is to explore the potential mediating effect of agility on the relationship between cultural diversity and team innovation. The second sub-research objective is to analyze the relationships between agility and psychological empowerment and between agility and empowering leadership. The widespread use of agility in practical team settings has led to questions about how to properly implement agility. It is argued that the successful introduction of agility depends on the interpretation of agility as a working structure that promotes feelings of psychological empowerment. Psychological empowerment is a psychological state closely aligned with intrinsic motivation that incorporates a combination of experiences of meaning, self-determination, competence, and impact at work. Empowering leadership describes the behavior of a leader who uses encouragement and mentorship to support their team(s) in acting autonomously. In this vein, the final research objective of this dissertation is to analyze the mediating effect of psychological empowerment and the moderating effect of empowering leadership on the relationship between agility and innovation. To achieve the research objectives, we conducted three empirical studies. Study 1 contributes to the first research objective—to explore agility in the context of cultural diversity. The study is built on the ambiguous effects of team cultural diversity presented in the literature. A qualitative methodology was selected to analyze how culturally diverse teams work together and which factors promote collaboration. Our analysis identified team agility as a novel factor influencing the relationship between culturally diverse teams and performance. Study 1 thus laid the foundation for achieving our research goal and proved the relevance of agility for culturally diverse teams in the first place. Further investigating our first research objective, Study 2 used a quantitative design to examine culturally diverse teams and agility. This study, therefore, pursued a dual purpose. First, we investigated empowering leadership as a moderating condition for culturally diverse teams and its link to innovation. Second, we explored how psychological agility mediated the relationship between culturally diverse teams and innovation and if this relationship depends on the degree of empowering leadership displayed by the team manager. Our results showed tentative support for the claim that empowering leadership moderates the assumed relationship. However, we found that psychological agility mediated the relationship between perceived team cultural diversity and innovation, albeit to a small degree. Owing to the inconclusive findings of Study 2 on the relationship between agility and empowering leadership, in Study 3, we addressed this research objective in more depth, focusing on psychological empowerment. We investigated psychological empowerment as mediator of the effect of structural agility on organizational attractiveness and intention to apply. In addition, we investigated the moderating role of openness to experience. We assumed that organizations could attract potential applicants by implementing agility. The analysis yielded two findings. Referring to the personality hypothesis, our results found no support for openness to experience as a moderator of the relationship between structural agility and organizational attractiveness. However, our results showed that structural agility indirectly predicted organizational attractiveness and intention to apply through psychological empowerment. Taken together, the propositions and empirical results of this dissertation provide valuable first steps toward better understanding the effects of agility on team innovation and the factors that mediate and moderate this relationship. From a theoretical perspective, we introduced the categorization of agility in psychological and structural terms. This categorization allowed us to show the differing effects of various aspects of agility. Our findings illustrated the mediating effect of psychological agility on innovation as well as the importance of psychological empowerment in the implementation of structural agility. These insights constitute the foundation for future research aimed at understanding the complex interplay of agility and psychological empowerment within the context of cultural diversity. / Viele Organisationen kämpfen mit der Anpassung an die zunehmende Volatilität, Unsicherheit, Komplexität und Mehrdeutigkeit der heutigen Wirtschaftsumgebung. Die Implementierung agiler Praktiken in Organisationen kann die Anpassung an den Wandel erleichtern und zum organisatorischen Fortbestand beitragen. Agilität ist definiert als die kontinuierliche Bereitschaft, Veränderungen zu schaffen, anzunehmen und daraus zu lernen. Daher wird das Konzept der Agilität häufig in Teams angewendet, um mit der erhöhten Komplexität umzugehen. Die bisherige Literatur zu Agilität hat sich jedoch hauptsächlich auf die Softwareentwicklung und auf Agilität in technischen Kontexten konzentriert. Wie agile Teams die Anpassungsfähigkeit fördern und Innovationen vorantreiben, kann jedoch nur durch die Analyse der menschlichen Elemente von Agilität beleuchtet werden. Dementsprechend ist das übergeordnete Forschungsziel der vorliegenden Dissertation das Konzept der Agilität aus psychologischer Perspektive zu untersuchen. Ziel ist den Effekt von Agilität auf Teaminnovation sowie die Faktoren, die diese Beziehung moderieren und vermitteln, zu bestimmen. Neben diesem übergeordneten Ziel verfolgt die Dissertation zwei untergeordnete Forschungsziele. Das erste untergeordnete Forschungsziel lautet Agilität im Kontext kultureller Vielfalt zu untersuchen. Durch die Globalisierung ist die Prävalenz und Bedeutung von kulturell vielfältigen Teams deutlich erhöht. In Arbeitskontext wird Diversität jedoch weithin als zweischneidiges Schwert gesehen, das einerseits zwischenmenschliche Konflikte verschärft und andererseits Kreativität und Innovation fördert. Daher ist es ein Ziel dieser Dissertation den potenziell vermittelnden Effekt von Agilität auf die Beziehung zwischen kultureller Vielfalt und Teaminnovation zu untersuchen. Das zweite untergeordnete Forschungsziel ist die Analyse der Beziehungen zwischen Agilität und psychologischem Empowerment und zwischen Agilität und befähigender Führung. Der weit verbreitete Wunsch nach mehr Agilität in der Praxis wirft die Fragen auf, wie Agilität am besten implementiert werden kann. Es wird argumentiert, dass die erfolgreiche Einführung von Agilität unter anderem davon abhängt, inwiefern Agilität als Arbeitsstruktur interpretiert wird, die Gefühle von psychologischem Empowerment auslöst. Psychologisches Empowerment ist ein psychologischer Zustand, der eng mit intrinsischer Motivation verbunden ist und eine Kombination aus Sinnerfahrungen, Selbstbestimmung, Kompetenz und Wirksamkeit bei der Arbeit beinhaltet. Befähigende Führung beschreibt das Verhalten einer Führungskraft, die ihr(e) Team(s) durch Ermutigung und Anleitung darin unterstützt, eigenverantwortlich zu handeln. In diesem Sinne ist das letzte Forschungsziel dieser Dissertation, den vermittelnden Effekt von psychologischem Empowerment und den moderierenden Effekt von befähigender Führung auf die Beziehung zwischen Agilität und Innovation zu analysieren. Um die Forschungsziele zu erreichen, haben wir drei empirische Studien durchgeführt. Studie 1 trägt zum ersten Forschungsziel bei Agilität im Kontext von kultureller Vielfalt zu untersuchen. Die Studie baut auf den in der Literatur dargestellten mehrdeutigen Effekten von kultureller Diversität in Teams auf. Es wurde eine qualitative Methodik gewählt, um zu analysieren, wie kulturell vielfältige Teams zusammenarbeiten und welche Faktoren die Zusammenarbeit fördern. Unsere Analyse identifizierte Teamagilität als einen bisher nicht beachteten Faktor, der die Beziehung zwischen kulturell vielfältigen Teams und Innovation beeinflusst. Studie 1 legte damit den Grundstein unser Forschungsziel zu erreichen und zeigte die Relevanz von Agilität für kulturell vielfältige Teams überhaupt erst auf. Um unser erstes Forschungsziel zu erreichen, verwendete Studie 2 ein quantitatives Design, um den Zusammenhang zwischen kulturell vielfältigen Teams und Agilität tiefgehender zu analysieren. Die Studie verfolgte dabei zwei Ziele. Erstens untersuchten wir befähigende Führung als moderierende Bedingung für kulturell vielfältige Teams und ihre Verbindung zu erhöhter Innovation. Zweitens untersuchten wir, wie psychologische Agilität die Beziehung zwischen kulturell vielfältigen Teams und Innovation vermittelt und ob diese Beziehung von der Ausprägung der befähigenden Führung durch den Teammanager abhängt. Unsere Ergebnisse zeigten eine vorsichtige Tendenz der Annahme, dass befähigende Führung die angenommene Beziehung moderiert. Vor allen Dingen konnten wir aber zeigen, dass psychologische Agilität den Zusammenhang zwischen wahrgenommener kultureller Diversität im Team und Innovation mediiert, wenn auch in geringem Maße. Aufgrund der mit Vorsicht zu interpretierenden Ergebnissen von Studie 2 zum Zusammenhang zwischen Agilität und befähigender Führung haben wir in Studie 3 die Analyse dieses Zusammenhangs vertieft und uns auf die Rolle des psychologischen Empowerments fokussiert. Wir untersuchten psychologisches Empowerment als Mediator des Effekts von struktureller Agilität auf die Organisationsattraktivität und die Bewerbungsabsicht. Darüber hinaus untersuchten wir die moderierende Rolle von Offenheit für Erfahrungen. Wir nahmen an, dass Organisationen durch die Implementierung von Agilität potenzielle Bewerber anziehen können. Die Analyse lieferte zwei zentrale Ergebnisse. Bezogen auf die Persönlichkeitshypothese fanden unsere Ergebnisse keine Unterstützung für Offenheit für Erfahrungen als Moderator der Beziehung zwischen struktureller Agilität und organisatorischer Attraktivität. Als Beitrag zu unserem Forschungsziel zeigten unsere Ergebnisse jedoch, dass strukturelle Agilität indirekt die organisatorische Attraktivität und die Bewerbungsabsicht durch psychologisches Empowerment vorhersagte. Zusammengenommen liefern die theoretischen Beiträge und empirischen Ergebnisse dieser Dissertation wichtige erste Schritte zum besseren Verständnis der Auswirkungen von Agilität auf Teaminnovation und der Faktoren, die diese Beziehung vermitteln und moderieren. Aus einer theoretischen Perspektive haben wir die Kategorisierung von Agilität in psychologische und strukturelle Begriffe eingeführt. Diese Kategorisierung ermöglichte es uns, die unterschiedlichen Effekte verschiedener Aspekte von Agilität aufzuzeigen. Unsere Ergebnisse veranschaulichen den vermittelnden Effekt von psychologischer Agilität auf Innovation sowie die Bedeutung von psychologischem Empowerment bei der Umsetzung von struktureller Agilität. Diese Erkenntnisse bilden die Grundlage für zukünftige Forschung zum Verständnis des komplexen Zusammenspiels von Agilität und psychologischem Empowerment im Kontext kultureller Diversität.

The thesis discusses research on a selected international team that incorporates agile methodology framework. The team is distributed among multiple European states and has off-shore members in India. The research questions include cross-cultural aspects of teamwork, organizational viewpoint as well as other key areas of team cooperation. Analysis is performed based on questionnaire distribution and a series of structured interviews with members of the researched team. Research findings include a list of recommended changes to team organization and evaluation of cross-cultural and factors of cooperation and their impact. Research has provided an action plan and a set of research observations that include deep analysis of teamwork, the area has proven to be attractive for further research, hence the thesis is concluded with suggestions in this area.

Submitted by Maria Medeiros (maria.dilva1@ufcg.edu.br) on 2018-05-22T12:37:25Z No. of bitstreams: 1 ARTHUR SILVA FREIRE -DISSERTAÇÃO (PPGCC) 2016.pdf: 2232664 bytes, checksum: 7d856251235ae5bacc2b971e556d50e3 (MD5) / Made available in DSpace on 2018-05-22T12:37:25Z (GMT). No. of bitstreams: 1 ARTHUR SILVA FREIRE -DISSERTAÇÃO (PPGCC) 2016.pdf: 2232664 bytes, checksum: 7d856251235ae5bacc2b971e556d50e3 (MD5) Previous issue date: 2016 / Capes / A utilização de métodos ágeis requer que os indivíduos e as interações entre eles sejam considerados mais importantes que processos e ferramentas. Além disso, equipes ágeis precisam ser auto-organizáveis para garantir rápida agregação de valor e responsividade à mudança. Para isso, é necessário que todos os membros da equipe colaborem entre si e entendam o conceito de responsabilidade e comprometimento por parte de todos. Na literatura, é destacado o impacto positivo que fatores relacionados ao Trabalho em Equipe têm sobre o sucesso de projetos geridos com métodos ágeis. Em alguns trabalhos, ferramentas para avaliar e identificar oportunidades de melhoria do Trabalho em Equipe são apresentadas. Entretanto, no contexto em que se insere este trabalho, elas apresentam limitações, pois não focam em projetos ágeis, dependem apenas de avaliação subjetiva, ou não levam em consideração fatores-chave essenciais do ponto de vista da qualidade do Trabalho em Equipe. Portanto, neste trabalho, é apresentado um modelo de Redes Bayesianas para avaliar e identificar oportunidades de melhoria do Trabalho em Equipe em projetos de software geridos com métodos ágeis. A motivação para utilizar Redes Bayesianas advém da sua adequação para modelar incertezas em um determinado domínio, além da facilidade para modelar e quantificar os relacionamentos entre os fatores-chave que influenciam a qualidade do Trabalho em Equipe. Além do modelo, também é apresentado um procedimento para auxiliar na sua utilização. O modelo e o procedimento foram avaliados em um estudo de caso com três equipes de desenvolvimento de software. De acordo com os resultados do estudo de caso, foi possível concluir que o modelo mensura a qualidade do Trabalho em Equipe precisamente, ajudando na identificação de oportunidades de melhoria desse fator, e o custo-benefício de sua utilização como procedimento proposto é positivo. / Agile methods consider individuals and interactions more important than processes and tools. In addition, agile teams are required to be self-organized to ensure rapid aggregation of value and responsiveness to change. Thereby, it is necessary that team members collaborate to embrace the concept of whole-team responsibility and commitment. In the literature, it is shown that teamwork factors are critical to achieve success in agile projects. Some researchers have proposed tools for assessing and improving teamwork quality. However, in the context of agile software development, these tools are limited because they don’t focus on agile projects, depend on subjective assessment, or don’t include important teamwork quality key factors. Therefore, we present a Bayesian Network model to assess and improve agile teams’ teamwork quality. The motivation to use Bayesian Networks comes from its suitability for modeling uncertainties in a given domain, in addition to the easiness to model and quantify the relationships between the teamwork quality key factors. Besides the model, a procedure for using the model is also presented. Both model and procedure were evaluated in a case study with three units of analysis (i.e., agile software development teams). According to the case study results, the model measures the teamwork quality precisely, assisting on the identification of improvement opportunities for this factor, and the cost-benefit for using it with the presented procedure is positive.