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In contrast to the traditional development processes, agile software development offers a different approach towards managing the software development cycle particularly task allocation.

Work is typically allocated keeping in mind the knowledge, skills, expertise, experience, proficiency and technical competence of the team members (Acuna et al. The duties of a project manager include planning, assigning, and tracking the work assigned to the project teams. In traditional software development, a project manager plays a key role in task allocation (Guide 2001 Nerur et al. These activities primarily include organizing the software teams, allocating tasks, and monitoring time, budget, and managing resources (Boehm 1991 Jurison 1999) and carried out differently depending on the project management approach followed. The success of any software project depends heavily on the execution of the related management activities (Pinto and Slevin 1988). Additionally, it will help teams already practicing self-assignment to apply strategies to overcome the challenges they face on an everyday basis. The findings of this study will help agile practitioners and companies understand different aspects of self-assignment and practice it with confidence regularly as a valuable practice. Based on rigorous application of Grounded Theory analysis procedures such as open, axial, and selective coding, we present a comprehensive grounded theory of making self-assignment work that explains the (a) context and (b) causal conditions that give rise to the need for self-assignment, (c) a set of facilitating conditions that mediate how self-assignment may be enabled, (d) a set of constraining conditions that mediate how self-assignment may be constrained and which are overcome by a set of (e) strategies applied by agile teams, which in turn result in (f) a set of consequences, all in an attempt to make the central phenomenon, self-assignment, work. We collected data through interviews with 42 participants representing 28 agile teams from 23 software companies and supplemented these interviews with observations. This Grounded Theory study explores how self-assignment works in agile projects. There has been very little empirical research on self-assignment. Despite all the benefits it promises, agile software teams do not practice it as regularly as other agile practices such as iteration planning and daily stand-ups, indicating that it is likely not an easy and straighforward practice. Self-assignment, a self-directed method of task allocation in which teams and individuals assign and choose work for themselves, is considered one of the hallmark practices of empowered, self-organizing agile teams.

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