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Daily stand-up meetings (DSMs) are the most popular technique in agile methodologies and are deemed crucial for communication among the individual agile software developers to perform. Only a handful of studies in the past have shown the effect of the characteristics of DSMs on the attitude of agile developers. Little is known about how agile developers experience DSMs in their roles as junior/senior developers, and what feelings evoke these experiences. The purpose of this study was to describe and interpret agile developers' lived experiences with DSMs in their diverse roles. We conducted a hermeneutic phenomenological study with 19 professional agile developers. The lived experiences across the interviews revealed as an interaction between four categories: rationalising irrelevancy of DSMs, experiencing challenges with DSMs, conflicted opinion on the advantages of DSMs, and finding solutions. Developers experienced DSMs were too short to facilitate clear problem identification, or solve problems, or have a meaningful outcome. Senior developers experienced DSMs differently than junior developers in terms of sharing information, interest in other's work, monitoring progress, and facilitating decision making. Based on these findings, we discuss the theoretical contributions of our study, and offer recommendations for practitioners. [ABSTRACT FROM AUTHOR]

What happens when agile methods are introduced in global outsourcing set-ups? Agile methods are designed to empower IT developers in decision-making through self-managing collocated teams. We studied how agile methods were introduced into global outsourcing from the Indian IT vendor's perspective. We explored how agile processes in global outsourcing impacts work conditions of the Indian IT developers, and were surprised to find that agile methodologies, even after 3 years of implementation, created a stressful and inflexible work environment negatively impacting their personal lives. Many of the negative aspects of work, which agile methodologies were developed to reduce, were evident in the global agile outsourcing set-up. We propose translocality to repudiate the dichotomy of global/local reminding us that methodologies and technologies must be understood as immediately localized and situated. Translocality helps us to explain why we cannot determine the impact of global agile as a methodology independent of how it unfolds at particular sites. Instead, we must attend to concrete practices of use when evaluating the impact of new methods. [ABSTRACT FROM AUTHOR]