Chau technocratic schools are directly related to plan-driven development

Chau et al. 1 in their study, compared the differences between agile
and traditional development approaches corresponding to
Knowledge Management. Researchers contributed by finding that agile methods
emphasize on customer interaction in acquiring requirements and field
knowledge.  On the other hand, traditional
development approach focused on explicit knowledge sharing by using documents or
repositories.

Dorairaj et al. 2 in their research investigated four key practices
of knowledge management in distributed software development. These four
processes are knowledge generation, knowledge codification, knowledge transfer,
and knowledge application. They also suggested that the shared and stored
knowledge is combined into an individual’s existing knowledge to create new
knowledge that is used in similar projects or activities.

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Dingsoyr et al. 3 in their study conducted a survey of knowledge
management in software engineering. They classify studies on the basis of Michael
Earl’s (2001) Knowledge Management methods in which different schools of
management of knowledge have been classified into three categories. The
findings show that the technocratic schools are directly related to plan-driven
development approach, the behavioral school more focused on the agile development
and commercial school focused on the knowledge assets. They found most of the study
focused on engineering, systems and organizational schools of knowledge
management. Many agile practices such as co-located teams related to spatial
school whereas practices like the scrum of scrums related to the organizational
school. Agile teams have usually implemented good practices for knowledge
management through methods such as retrospectives, frequent meetings, and co-located
teams, but agile methods provide little support for knowledge management
further on the team level.

 

Santos et al. 4 in their study give the awareness about the cross-team
knowledge sharing effectiveness. Its main contribution is a conceptual model
that used to understand the fact by explaining that effectiveness can be
achieved by sharing knowledge across agile teams depends on applying driven
practices.

Burak Ersoy and Ahmed M. Mahdy 5 in their study surveyed the knowledge
sharing issues. They grouped the issues into three categories; sociological issues,
documentation issues, implementation issues with or without pair programming.
Moreover, they suggested that application environments require various
solutions for software development teams and finally implemented a “Knowledge
Temple” technique as a possible solution to knowledge sharing problems in small
agile software development teams.

Pawe? Paterek 6 research results proved that
not only the changes in project team level is the success factor of successful
implementation of agile methods but it is primarily focused changes on the level
of entire organization. For an implementation of agile methods across
the whole organization, the right organizational culture is the key factor.

 

Razzak and Smite 7 in their research study, identified
knowledge creation and sharing practices used in various projects of
distributed agile development and map these practices to the knowledge management
strategies to learn which strategies are most commonly applied locally and
globally.

 

Levy and Hazzan 8 discussed the connection between knowledge management
and agile software development process and suggested how overcoming cultural
and psychological barriers when applied these two organizational processes.

 

Bjørnson
and Vestues 9 compared practices from two
published case studies on large-scale agile development. They found that
continuous process improvement will be influenced by the project type. They argued
that there is a clear need for dynamic structures for learning and coordination,
and these structures need to be supported by a clear decision-making process
above the team level.

 

Nyrud and Stray 10 conducted a case study on various coordination mechanisms that
facilitate the effective coordination between the teams in the large scale project.

 

Shahla Ghobadi
& Lars Mathiassen 11 conducted a multi-case study to explain
barriers to knowledge sharing within software development teams. They explore
the similarities and differences in how key actors perceive barriers to
effective knowledge sharing in agile development. The key actors are a project
manager, developer, tester, and user representative.