  Reports that communication and behavioral issues contribute to inadequately
performing software teams have fuelled a wealth of research aimed at
understanding the human processes employed during software development. The
increasing level of interest in human issues is particularly relevant for agile
and global software development approaches that emphasize the importance of
people and their interactions during projects. While mature analysis techniques
in behavioral psychology have been recommended for studying such issues,
particularly when using archives and artifacts, these techniques have rarely
been used in software engineering research. We utilize these techniques under
an embedded case study approach to examine whether IBM Rational Jazz
practitioners' behaviors change over project duration and whether certain tasks
affect teams' attitudes and behaviors. We found highest levels of project
engagement at project start and completion, as well as increasing levels of
team collectiveness as projects progressed. Additionally, Jazz practitioners
were most insightful and perceptive at the time of project scoping. Further,
Jazz teams' attitudes and behaviors varied in line with the nature of the tasks
they were performing. We explain these findings and discuss their implications
for software project governance and tool design.
