Software developers frequently switch tasks in their daily work, each involving different artifacts such as code files, websites, and documents. These artifacts accumulate across tasks, cluttering the workspace, and making it cognitively demanding to identify relevant ones during resumption. Existing solutions group artifacts, but do not effectively reduce workspace clutter for better task resumption and often overlook development specific artifacts. This paper introduces TaskSnap, a novel approach that supports the semi-automated creation of snapshots to group task-relevant artifacts. These snapshots are automatically closed at task boundaries to reduce clutter and restored when resuming a previously interrupted task to reconstruct the working context. We evaluated TaskSnap in a controlled lab experiment with 55 software developers who worked on two development tasks and one information-seeking task, switching between them after interruptions or upon completion. Results showed that TaskSnap improved task resumption by significantly reducing edit lags (time to first code edit). Separating task contexts into snapshots reduced perceived cognitive load and fostered focus on the current task by reducing clutter and access to task-unrelated artifacts. We discuss the benefits of leveraging task snapshots for task switching and artifact management, and explore design opportunities for balancing automation and user control in real-world adoption.

Knowledge workers face increasing challenges in managing numerous digital tasks, often leading to long task lists that distract from completing the most important ones.We present AIRbar, a task management tool designed to enhance Awareness, I ntention, and Retrospection (AIR) in daily task management.AIRbar prompts workers to prioritize a maximum of three daily tasks, displays them in an always-on glanceable widget, and facilitates end-of-day reflection to improve task completion and self-awareness.In a 4-week field study with 35 participants, we found that AIRbar increased task completion rates, improved focus and motivation, and positively influenced perceptions of work processes.These findings suggest that limiting the number of tasks and ensuring continuous visibility of priorities can address key challenges in modern task management, providing actionable insights for designing future task management systems.

Expressing oneself appropriately in online meetings through non-verbal cues can be challenging for knowledge workers. Automatic non-verbal cue detection technologies have the potential to support workers' self-presentation efforts through real-time feedback, but little is known about workers' reactions to and the implications of doing so. We designed and implemented Novecs as a technology probe of a real-time feedback display that automatically detects and signals users' own non-verbal cues -- smiling, nodding, gaze, and posture. Novecs was deployed in an exploratory field study (n=18) to support knowledge workers' self-presentation in their everyday meetings. Post-study interviews reveal how Novecs' real-time feedback helped increase in-the-moment self-awareness, and how neutrally-framed feedback may help navigate tensions between authentic and in-authentic self-presentation. Participants also emphasized the need for natural timing when adjusting non-verbal cues in-meeting. We discuss design opportunities and challenges of real-time, non-verbal cue feedback systems, such as personalizing feedback based on different meeting types.

In the context of hybrid knowledge work, striking a balance between individual focused work and team collaboration remains challenging. Existing approaches often fail to provide comprehensive and accurate presence awareness , as the necessary information is scattered across multiple applications and is frequently outdated, inaccurate or unavailable. To address this challenge, we introduce FlowTeams , a technology probe designed to (a) unify and combine presence information in one place, (b) cultivate the scheduling of workdays around focused work and collaboration, and (c) provide visibility of the information through both physical and digital presence awareness displays. In a field experiment, we deployed FlowTeams with 48 professionals across 10 hybrid working teams over an average of 6 weeks. The analysis of the collected data shows that the approach increased participants' awareness of their co-workers' availability, work hours and locations, and allowed them to better align their work schedules to their team's, while also structuring their workdays according to individual preferences. Furthermore, the results reveal that FlowTeams successfully mediated intrusive interruptions, enabling participants to significantly enhance their focus when necessary, while maintaining effective, yet less taxing, teamwork. Our work underscores the potential for supporting hybrid knowledge workers in negotiating a better balance between focused work and teamwork.

A big part of software developers' time is spent finding answers to their coding-task-related questions. To answer their questions, developers usually perform web searches, ask questions on Q&A websites, or, more recently, in chat communities. Yet, many of these questions have frequently already been answered in previous chat conversations or other online communities. Automatically identifying and then suggesting these previous answers to the askers could, thus, save time and effort. In an empirical analysis, we first explored the frequency of repeating questions on the Discord chat platform and assessed our approach to identify them automatically. The approach was then evaluated with real-world developers in a field experiment, through which we received 142 ratings on the helpfulness of the suggestions we provided to help answer 277 questions that developers posted in four Discord communities. We further collected qualitative feedback through 53 surveys and 10 follow-up interviews. We found that the suggestions were considered helpful in 40% of the cases, that suggesting Stack Overflow posts is more often considered helpful than past Discord conversations, and that developers have difficulties describing their problems as search queries and, thus, prefer describing them as natural language questions in online communities.

While there has been significant study of both individuals and teams of knowledge workers, research has focused largely on one or the other, with less focus on the interaction between the two. In this paper, we explore the tensions between the individual and their team, focusing on the choices an individual makes towards their own productivity versus their team's productivity. We developed a technology probe with a team nudge that fosters recurring reflection and prompts individuals to consider how their team helps them to be productive. We examined its impact through a longitudinal field study with 48 participants. We chose to undertake this study with software development teams as they are examples of knowledge workers who collaborate on a shared set of tasks with specific goals. Our exploration took place with hybrid development teams, which have increasingly become the norm. Our analysis of a total of 8338 hourly self-reports and 1389 daily diary entries found that the team nudge increased participants' productivity ratings and team awareness, led to participants spending more time on their own tasks, reshaped their perceptions of themselves and their team, yet, in general, did not increase team cohesion or affect well-being.

Developers work on a broad variety of tasks during their workdays and constantly switch between them. While these task switches can be beneficial, they can also incur a high cognitive burden on developers, since they have to continuously remember and rebuild the task context–the artifacts and applications relevant to the task. Researchers have therefore proposed to capture task context more explicitly and use it to provide better task support, such as task switch reduction or task resumption support. Yet, these approaches generally require the developer tomanuallyidentify task switches. Automatic approaches for predicting task switches have so far been limited in their accuracy, scope, evaluation, and the time discrepancy between predicted and actual task switches. In our work, we examine the use ofautomaticallycollected computer interaction data for detecting developers’ task switches as well as task types. In two field studies–a 4h observational study and a multi-day study with experience sampling–we collected data from a total of 25 professional developers. Our study results show that we are able to use temporal and semantic features from developers’ computer interaction data to detect task switches and types in the field with high accuracy of 84 percent and 61 percent respectively, and within a short time window of less than 1.6 minutes on average from the actual task switch. We discuss our findings and their practical value for a wide range of applications in real work settings.

What is a good workday for a software developer? What is a typical workday? We seek to answer these two questions to learn how to make good days typical. Concretely, answering these questions will help to optimize development processes and select tools that increase job satisfaction and productivity. Our work adds to a large body of research on how software developers spend their time. We report the results from 5,971 responses of professional developers at Microsoft, who reflected about what made their workdays good and typical, and self-reported about how they spent their time on various activities at work. We developed conceptual frameworks to help define and characterize developer workdays from two new perspectives: good and typical. Our analysis confirms some findings in previous work, including the fact that developers actually spend little time on development and developers' aversion for meetings and interruptions. It also discovered new findings, such as that only 1.7 percent of survey responses mentioned emails as a reason for a bad workday, and that meetings and interruptions are only unproductive during development phases; during phases of planning, specification and release, they are common and constructive. One key finding is the importance of agency, developers' control over their workday and whether it goes as planned or is disrupted by external factors. We present actionable recommendations for researchers and managers to prioritize process and tool improvements that make good workdays typical. For instance, in light of our finding on the importance of agency, we recommend that, where possible, managers empower developers to choose their tools and tasks.

Software developers are generally interested in developing better habits to increase their workplace productivity and well-being, but have difficulties identifying concrete goals and actionable strategies to do so. In several areas of life, such as the physical activity and health domain, self-reflection has been shown to be successful at increasing people's awareness about a problematic behavior, motivating them to define a self-improvement goal, and fostering goal-achievement. We therefore designed a reflective goal-setting study to learn more about developers' goals and strategies to improve or maintain good habits at work. In our study, 52 professional software developers self-reflected about their work on a daily basis during two to three weeks, which resulted in a rich set of work habit goals and actionable strategies that developers pursue at work. We also found that purposeful, continuous self-reflection not only increases developers' awareness about productive and unproductive work habits (84.5 percent), but also leads to positive self-improvements that increase developer productivity and well-being (79.6 percent). We discuss how tools could support developers with a better trade-off between the cost and value of workplace self-reflection and increase long-term engagement.

Software developers, like other information workers, continuously switch tasks and applications to complete their work on their computer. Given the high fragmentation and complexity of their work, staying focused on the relevant pieces of information can become quite challenging in today's window-based environments, especially with the ever increasing monitor screen-size. To support developers in staying focused, we conducted a formative study with 18 professionals in which we examined their computer based and eye-gaze interaction with the window environment and devised a relevance model of open windows. Based on the results, we developed a prototype to dim irrelevant windows and reduce distractions, and evaluated it in a user study. Our results indicate that our model was able to predict relevant open windows with high accuracy and participants felt that integrating visual prominence into the desktop environment reduces clutter and distraction, which results in reduced window switching and an increase in focus.

Knowledge workers experience many interruptions during their work day. Especially when they happen at inopportune moments, interruptions can incur high costs, cause time loss and frustration. Knowing a person's interruptibility allows optimizing the timing of interruptions and minimize disruption. Recent advances in technology provide the opportunity to collect a wide variety of data on knowledge workers to predict interruptibility. While prior work predominantly examined interruptibility based on a single data type and in short lab studies, we conducted a two-week field study with 13 professional software developers to investigate a variety of computer interaction, heart-, sleep-, and physical activity-related data. Our analysis shows that computer interaction data is more accurate in predicting interruptibility at the computer than biometric data (74.8% vs. 68.3% accuracy), and that combining both yields the best results (75.7% accuracy). We discuss our findings and their practical applicability also in light of collected qualitative data.

Due to the high number and cost of interruptions at work, several approaches have been suggested to reduce this cost for knowledge workers. These approaches predominantly focus either on a manual and physical indicator, such as headphones or a closed office door, or on the automatic measure of a worker's interruptibilty in combination with a computer-based indicator. Little is known about the combination of a physical indicator with an automatic interruptibility measure and its long-term impact in the workplace. In our research, we developed the FlowLight, that combines a physical traffic-light like LED with an automatic interruptibility measure based on computer interaction data. In a large-scale and long-term field study with 449 participants from 12 countries, we found, amongst other results, that the FlowLight reduced the interruptions of participants by 46%, increased their awareness on the potential disruptiveness of interruptions and most participants never stopped using it.

Understanding developer productivity is important to deliver software on time and at reasonable cost. Yet, there are numerous definitions of productivity and, as previous research found, productivity means different things to different developers. In this paper, we analyze the variation in productivity perceptions based on an online survey with 413 professional software devel-opers at Microsoft. Through a cluster analysis, we identify and describe six groups of developers with similar perceptions of productivity: social, lone, focused, balanced, leading, and goal-oriented developers. We argue why personalized recommendations for improving software developers' work is important and discuss design implications of these clusters for tools to support developers' productivity.

One way to improve the productivity of knowledge workers is to increase their self-awareness about productivity at work through self-monitoring. Yet, little is known about expectations of, the experience with, and the impact of self-monitoring in the workplace. To address this gap, we studied software developers, as one community of knowledge workers. We used an iterative, user-feedback-driven development approach (N=20) and a survey (N=413) to infer design elements for workplace self-monitoring, which we then implemented as a technology probe called WorkAnalytics. We field-tested these design elements during a three-week study with software development professionals (N=43). Based on the results of the field study, we present design recommendations for self-monitoring in the workplace, such as using experience sampling to increase the awareness about work and to create richer insights, the need for a large variety of different metrics to retrospect about work, and that actionable insights, enriched with benchmarking data from co-workers, are likely needed to foster productive behavior change and improve collaboration at work. Our work can serve as a starting point for researchers and practitioners to build self-monitoring tools for the workplace.

Many software development organizations strive to enhance the productivity of their developers. All too often, efforts aimed at improving developer productivity are undertaken without knowledge about how developers spend their time at work and how it influences their own perception of productivity. To fill in this gap, we deployed a monitoring application at 20 computers of professional software developers from four companies for an average of 11 full work day in situ. Corroborating earlier findings, we found that developers spend their time on a wide variety of activities and switch regularly between them, resulting in highly fragmented work. Our findings extend beyond existing research in that we correlate developers' work habits with perceived productivity and also show productivity is a personal matter. Although productivity is personal, developers can be roughly grouped into morning, low-at-lunch and afternoon people. A stepwise linear regression per participant revealed that more user input is most often associated with a positive, and emails, planned meetings and work unrelated websites with a negative perception of productivity. We discuss opportunities of our findings, the potential to predict high and low productivity and suggest design approaches to create better tool support for planning developers' work day and improving their personal productivity.

The better the software development community becomes at creating software, the more software the world seems to demand. Although there is a large body of research about measuring and investigating productivity from an organizational point of view, there is a paucity of research about how software developers, those at the front-line of software construction, think about, assess and try to improve their productivity. To investigate software developers' perceptions of software development productivity, we conducted two studies: a survey with 379 professional software developers to help elicit themes and an observational study with 11 professional software developers to investigate emergent themes in more detail. In both studies, we found that developers perceive their days as productive when they complete many or big tasks without significant interruptions or context switches. Yet, the observational data we collected shows our participants performed significant task and activity switching while still feeling productive. We analyze such apparent contradictions in our findings and use the analysis to propose ways to better support software developers in a retrospection and improvement of their productivity through the development of new tools and the sharing of best practices.