| dc.description.abstract | This study has combined the technical aspects of an infrastructural software environment transition, with agile coordination research to manage it. Given the differences in software development talent and motivation of self-organizing agile teams, what makes this team dynamic successful in driving the team towards a common set of goals? In addition, this study has explored the transformation from a monolithic to a microservice environment, and what benefits it provides. The methodology consisted of a qualitative approach to gather data for this study. The methods used were a case study provided by Phonero, document research and analysis on the subject, meetings with the project holder, and an interview with a focus on agile research. An alternative approach to conduct the migration project at Phonero has been proposed, involving a team of six developers to reduce the original project duration. Also, more technical insight into how one of the services provided by the project holder could be refactored, along with the pipeline and tools needed to perform the project. The study proposes that self-organizing agile teams work well. However, it is dependent on team dynamics and composition, which will vary based on the project and organizational environment. Strategies such as pair-programming and workshops are measures that experienced developers can use to help educate the agile team on technologies needed to increase efficiency, which in turn increases motivation towards a common goal. | |