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Title ARole-Based Framework for integrating Emotional Intelligence in Agile Teams during Requirement Changes

Author(s) Rubab Mushtaq

Abstract Requirement engineering is a foundational yet challenging aspect of the software development lifecycle (SDLC), particularly within traditional models such as Waterfall, where rigid structures hinder effective change management. While Agile methodologies embrace change, they often introduce emotional complexities that impact individual well-being, team dynamics, and overall performance. Existing literature primarily focuses on the role of Emotional Intelligence (EI) among developers in handling requirements changes, leaving a significant gap in understanding the role-specific emotional needs of other key Agile roles namely, the Product Owner (PO), SCRUMMaster(SM), and the Development Team. This study bridges this gap by identifying the emotional challenges experienced by each Agile role during requirement changes. A survey methodology is used to collect the emotional challenges faced by agile teams during requirement change handling, along with an interview to collect the solutions to each challenge. A total of 202 participants contributed insights through the survey, offering a rich dataset to support the development of a structured, role-specific EI framework. It finds out the role-based emotional reactions, identifies related Emotional Intelligence (EI) competencies, and analyzes demographic effects. The study identified and provided solutions to the RCM challenges, providing ground to develop an Agile Role-Based Emotional Intelligence (ARBEI) Framework. This framework provides practical strategies to foster emotional resilience during requirement change handling. Although the study is limited by its Agile-specific focus and short-term evaluation of EQ training, it opens multiple directions for future research, including cross methodology and cross-industry comparisons. Ultimately, this research highlights the necessity of embedding emotional awareness and EI competencies into Agile practices to enhance both team dynamics and the success of RCM processes

Type Thesis/Dissertation MS

Faculty Engineering and Computer Science

Department Engineering

Language English

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