Background and Motivation. Requirements engineering is decision intensiveand involves many roles and stakeholders. As humans are often subjective in theirdecision-making and biased by subjective criteria, we are interested in exploring howthis impacts requirements prioritization. Each requirements prioritization techniquehas its advantages and limitations to use on software products for single/multiplepurposes in the software field. Understanding how human aspects affect requirementsprioritization remains greatly unexplored. Objectives. This thesis aims to understand how human factors impact requirementsprioritization. The primary goal is to address and understand the various human as-pects that affect people when they make decisions. The secondary goal is to identifyvarious human aspects that receive more attention while prioritizing requirements. Methods. Systematic Literature Review (SLR) and survey were chosen as the re-search methods for this thesis. A snowballing method was used to extract empiricalresearch papers that were used for implementing the survey questionnaire. Each em-pirical paper from snowballing method has identified some human aspects throughone or more prioritization techniques and prioritization criteria. Using these humanaspects as input a survey questionnaire is designed for gaining insights on occur-rences/experiences of these human aspects in a large organization of Agile practi-tioners. Results. From the literature review, we identified 21 papers through the snow-balling method. And we identified more than two human aspects from each SLRpaper that impact requirements prioritization that were grouped into 11 categories.We also discovered many requirements prioritization techniques and their criteriawhere we included the top 15 RP techniques, 11 human aspects, and 17 RP cri-teria in the web-based survey questionnaire that were extracted through the SLRapproach. Our survey respondents considered the human aspects as very importantare Domain Knowledge of Individuals/ Stakeholders/ Analysts; Ability to consid-er/understand multiple perspectives; Ability to build/reach Consensus; Cognitiveskills and Limitations; Group Cohesion/ Team Maturity; and Accept Diversity as-pects as having the largest impact when prioritizing requirements. We have alsodiscovered that Emotions/ Emotional Cohesion which is also rated by the surveyrespondents as very important and is having the least impact as a human aspectwhen prioritizing requirements. Conclusions. Our study focus on the human aspects in requirements prioritizationmethod, the actual human aspects are least graded and human behavior that is con-sidered as an human aspect is highly graded by the practitioners in the survey. So aclear map is needed to identify the human aspect bias for requirements prioritizationand the results of this study can be helpful to all the researchers who want to carryour research on requirements prioritization in relation with human aspects.

During the last decade, there has been a progressive shift towards a more modularized and distributive way of developing software to faster react to the changing environment, with the use of Microservices. This has forced companies to adjust their software organization in order to utilize the full capabilities of microservices. However, this process is no easy task. The way teams are formed, their size, communication methods, and the level of freedom they have to innovate can highly impact the code produced. Furthermore, there is, however, during the time of this research, still very limited qualitative research on how the companies work with autonomy and how this affects the transferring of knowledge within the company. Therefore, the purpose of this study was from an industrial perspective to investigate how fast-growing companies work with microservices on an organizational level and how team autonomy affects knowledge sharing within the organization. In order to achieve this purpose a multi-case study was conducted across 9 different companies. The result shows that companies are trying to achieve as much team autonomy as possible by forming self-manage cross-functional teams. However, autonomy needs to be balanced with the challenges that arise from growing fast. This can force the company to move to a functional team. In order to compensate for this lack of natural communication as well as improve knowledge sharing, in general, the participating companies had implemented several activities. The weekly session was one type of activity that was frequently used among companies. / Under det senaste decenniet har det skett ett progressiv skift mot ett mer modulariserat och distribuerande sätt att utveckla mjukvara för att snabbare reagera på den förändrade miljön med hjälp av Microservices. Detta har tvingat företag att anpassa sin mjukvaruorganisation för att utnyttja de fulla kapaciteten för mikroservicen. Men denna process är ingen enkel uppgift. Hur team bildas, deras storlek, kommunikationsmetoder och den frihet teamen har kan starkt påverka koden de producerar. Dessutom finns det, under tiden för detta arbete, fortfarande mycket begränsad kvalitativ forskning om hur företagen arbetar med självständiga team och hur detta påverkar kunskapsöverföring inom företaget. Därför var syftet med denna studie från ett industriellt perspektiv att undersöka hur snabbväxande företag arbetar med mikroservices på organisatorisk nivå och hur självständiga team påverkar kunskapsdelning inom organisationen. För att uppnå detta syfte genomfördes en fler-fallstudie med nio olika företag. Resultatet visar att företag försöker uppnå så självständiga team som möjligt genom att bilda självstyrande tvärfunktionella team. Självständigeten måste dock balanseras med de utmaningar som uppstår av att växa snabbt. Detta kan tvinga företaget att flytta till ett funktionellt team. För att kompensera för denna brist på naturlig kommunikation och förbättra kunskapsdelningen hade de deltagande företagen i allmänhet genomfört flera aktiviteter. Veckosessionen var en typ av aktivitet som ofta användes bland företagen.