The Role of Knowledge Management in Agile Software Development Broderick Crawford 1,2 , Claudio Le´ on de la Barra 1 , Ricardo Soto 1,3 , Mario Dorochesi 4 , and Eric Monfroy 5 1 Pontificia Universidad Cat´olica de Valpara´ ıso, Chile FirstName.Name@ucv.cl 2 Universidad Finis Terrae, Chile 3 Universidad Aut´ onoma de Chile, Chile 4 Universidad T´ ecnica Federico Santa Mar´ ıa, Chile FirstName.Name@usm.cl 5 Universit´ e de Nantes, France FirstName.Name@univ-nantes.fr Abstract. A software engineering project depends significantly on team performance, software is created by people for people involving human cooperation. In the last years, the tradicional software development ap- proaches are changing and agile methods have received considerable ap- preciation. Among other attributes, the agilists claim that knowledge sharing is one of the keys to response to common problems and chal- lenges of software development today. The agile principles and values have emphasized the importance of collaboration and interaction in the software development and, by other hand, creative work commonly in- volves collaboration in some form and it can be understood as an inter- action between an individual and a sociocultural context. Agile methods had attained worldwide fame for its ability to increase the productiv- ity of software teams by several magnitudes through empowering indi- viduals, fostering a team-oriented environment, and focusing on project transparency and results. Particularly relevant are the team structure (creative and agile roles) and its functioning (creative techniques used). Keywords: Knowledge Management, Software Engineering, Agile Development, Creativity, Creative teams. 1 Introduction Knowledge management and associated processes have been incorporated pro- gressively to frameworks of reference and organizational practices related to soft- ware development. These developments–more broadly–reach up topics related to organizational learning, complex systems, the individual and his personality [5,6]. One of the fundamental aspects in knowledge management is creation of knowledge and transformation of tacit knowledge into explicit knowledge (epis- temological aspect); this process emerges and is performed person to person and group to group (ontological aspect) [14,9,16,18]. C. Stephanidis (Ed.): Posters, Part I, HCII 2013, CCIS 373, pp. 17–21, 2013. c  Springer-Verlag Berlin Heidelberg 2013