The effect of programming team structures on programming tasks

Abstract

The literature recognizes two group structures for managing programming projects: Baker's chief programmer team and Weinberg's egoless team. Although each structure's success in project management can be demonstrated, this success is clearly dependent on the type of programming task undertaken. Here, for the purposes of comparison, a third project organization which lies between the other two in its communication patterns and dissemination of decision-making authority is presented. Recommendations are given for selecting one of the three team organizations depending on the task to be performed.