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Workshop on large scale agile development. / 1st International Workshop on Emerging Trends in DevOps and Infrastructure / 2nd International Workshop on agile development of Safety-Critical software / International Workshop on Refactoring and Testing

作者： Rolland, Knut H. Westerdals Oslo ACT Schweigaardsgt 14 N-0185 Oslo Norway SINTEF ICT Schweigaardsgt 14 N-0185 Oslo Norway

ISBN: (纸本)9781450341349

While, in practice, agile methods are increasingly used across large and distributed projects, the general applicability in large-scale development projects is still contested. Currently, there are only a few empirical studies of agile in the large, and especially accounts on how scaling is performed in practice are scarce. This paper aims at closing this gap by reporting from a case study of a large-scale agile effort in a highly prestigious IT-project in a Governmental organization in Norway. Theoretically, the paper draws from insights from studies of product innovation, and conceptualizes scaling in large-scale agile projects as a continuous process that involves establishing practices and artifacts for communicating and sharing across `knowledge boundaries'. Empirically, the paper contributes by illustrating how scaling is made possible and performed through a wide-range of novel practices and artifacts that emerge over time. We illustrate how these practices, roles and artifacts establish ways of transferring, translating and transforming knowledge across different teams and between different stakeholders. Our analysis shows that these practices challenge a widespread dichotomy between agile methods as being `flexible' on one hand, and traditional methods being 'rigid' on the other hand. Instead, the tailored practices in the case both added structure and flexibility at different stages in the process.

关键词： large-scale agile software development Boundary work Knowledge management Case study

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Coordination in large-scale agile software development: A Multiteam Systems Perspective

Coordination in Large-Scale Agile Software Development: A Mu...

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47th Annual Hawaii International Conference on System Sciences

作者： Scheerer, Alexander Hildenbrand, Tobias Kude, Thomas SAP AG Walldorf Germany Univ Mannheim Inst Enterprise Syst Mannheim Germany Univ Mannheim Mannheim Germany

ISBN: (纸本)9781479925049

The widespread use of lean and agile development methods shows a fundamental shift in how organizations try to cope with complexity and volatility issues. In large-scale settings, the coordination of many people often results in a team of teams setup. We introduce the multiteam systems perspective to describe different conceptual strategy types for inter-team coordination. These types are illustrated with examples from a large enterprise software development organization.

关键词： software prototyping team working enterprise software development organization interteam coordination large-scale agile software development lean method multiteam systems perspective Cognition Complexity theory Context Organizations Planning software Standards organizations

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Communities of practice in a large distributed agile software development organization - Case Ericsson

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INFORMATION AND software TECHNOLOGY 2014年第12期56卷 1556-1577页

作者： Paasivaara, Maria Lassenius, Casper Aalto Univ Dept Comp Sci & Engn Aalto 00076 Finland

Context: Communities of practice groups of experts who share a common interest or topic and collectively want to deepen their knowledge can be an important part of a successful lean and agile adoption in particular in large organizations. Objective: In this paper, we present a study on how a large organization within Ericsson with 400 persons in 40 Scrum teams at three sites adopted the use of Communities of Practice (COP) as part of their transformation from a traditional plan-driven organization to lean and agile. Methods: We collected data by 52 semi-structured interviews on two sites, and longitudinal non-participant observation of the transformation during over 20 site visits over a period of two years. Results: The organization had over 20 CoPs, gathering weekly, hi-weekly or on a need basis. CoPs had several purposes including knowledge sharing and learning, coordination, technical work, and organizational development. Examples of CoPs include Feature Coordination CoPs to coordinate between teams working on the same feature, a Coaching CoP to discuss agile implementation challenges and successes and to help lead the organizational continuous improvement, an end-to-end CoP to remove bottlenecks from the flow, and Developers CoPs to share good development practices. Success factors of well-functioning CoPs include having a good topic, passionate leader, proper agenda, decision making authority, open community, supporting tools, suitable rhythm, and cross-site participation when needed. Organizational support include creating a supportive atmosphere and providing a suitable infrastructure for CoPs. Conclusions: In the case organization, CoPs were initially used to support the agile transformation, and as part of the distributed Scrum implementation. As the transformation progressed, the CoPs also took on the role of supporting continuous organizational improvements. CoPs became a central mechanism behind the success of the large-scale agile implementation in the

关键词： Communities of practice large-scale agile software development Scaling agile

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Inter-team Coordination in large-scale agile development: A Case Study of Three Enabling Mechanisms 19th

Inter-team Coordination in Large-Scale Agile Development: A ...

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19th International Conference on agile software development (XP)

作者： Bjornson, Finn Olav Wijnmaalen, Julia Stettina, Christoph Johann Dingsoyr, Torgeir Norwegian Univ Sci & Technol Dept Comp & Informat Sci Sem Saelandsvei 9 N-7491 Trondheim Norway Leiden Univ Ctr Innovat Schouwburgstr 2 NL-2511 VA The Hague Netherlands SINTEF Dept Software Engn Safety & Secur Trondheim Norway

ISBN: (纸本)9783319916026;9783319916019

agile methods are increasingly used in large development projects, with multiple development teams. A central question is then what is needed to coordinate feature teams efficiently. This study examines three mechanisms for coordination: Shared mental models, communication and trust in a large-scale development project with 12 feature teams running over a four-year period. We analyse the findings in relation to suggested frameworks for large-scale agile development and a theory on coordination, and provide new recommendations for practice and theory.

关键词： large-scale agile software development Multiteam systems Inter-team coordination SAFe LeSS Project management Portfolio management

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Supporting large-scale agile development with Domain-Driven Design 19th

Supporting Large-Scale Agile Development with Domain-Driven ...

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19th International Conference on agile software development (XP)

作者： Uludag, Oemer Hauder, Matheus Kleehaus, Martin Schimpfle, Christina Matthes, Florian Tech Univ Munchen TUM D-85748 Garching Germany Allianz Deutschland AG D-85774 Unterfohring Germany

ISBN: (纸本)9783319916026;9783319916019

An increasing number of large organizations are adopting agile and lean methods at larger scale for building complex software systems. One major critique of agile development and in particular of large-scale agile development is the neglect of proper architecting assistance in such development efforts. On the one hand, emergent architecture design may require excessive redesign efforts in large systems, while on the other hand, big upfront architecture delays the starting point of implementation. Domain-driven Design (DDD) addresses this problem by providing means for evolving the architecture of complex systems in an agile way. We describe how DDD can support large-scale agile development based on a conducted case study in a large insurance company with three agile teams. Furthermore, we present a lightweight framework that can be used by agile teams as guidance for architecting in large-scale agile development programs. The presented framework is largely based on large-scale Scrum and incorporates strategic and tactical DDD.

关键词： large-scale agile software development Domain-driven design Scaling agile frameworks

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Communities of Practice in large-scale agile development: A Systematic Literature Mapping 48

Communities of Practice in Large-Scale Agile Development: A ...

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48th Latin American Computer Conference (CLEI)

作者： Monte, Iury Lins, Lucas Marinho, Marcelo Univ Fed Rural Pernambuco Dept Comp Recife PE Brazil

ISBN: (数字)9781665476713

ISBN: (纸本)9781665476713

agile software development has become an attractive option for companies trying to improve their performance, even though its methods were originally designed for small, individual teams. Current literature does not provide a cohesive picture of how agile methods scale into account, like large and often distributed software development projects. Some studies claim that Communities of Practice (CoPs) can be essential to successfully adopting agile practices, especially in large organizations. CoPs are groups of experts who share a common interest or topic and collectively wish to deepen their knowledge. This study highlights how CoPs are applied and used to promote and scale agile methods in large projects. To answer the research question, "How have Communities of Practice been used to support large-scale agile development teams?" we conducted a Systematic Literature Mapping (SLM) in the context of "largescale agile Methods" and "Communities of Practice". Thus, from twenty-one studies, it was possible to synthesize three different themes and 13 categories that promote good practices in the adoption of CoPs to scale agile methods, including "coordination between teams", "knowledge sharing", and "open community".

关键词： Communities of practice large-scale agile software development Scaling agile frameworks Systematic literature mapping

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Future Trends in agile at scale: A Summary of the 7th International Workshop on large-scale agile development 20th

Future Trends in Agile at Scale: A Summary of the 7th Intern...

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20th International Conference on agile software development (XP)

作者： Bass, Julian M. Univ Salford Comp Sci & Software Engn Manchester Lancs England

ISBN: (纸本)9783030301262;9783030301255

This workshop explored the main research challenges in conducting agile software development in large-scale software development. We considered multi-site companies with projects that include a large number of teams which develop sophisticated systems by adopting and using agile methods. Such topics include inter-team coordination, knowledge sharing, agile transformations, and project management models that facilitate multiple cooperating self-organising teams. The keynote talk, by Darja Smite, provided empirical results on communities of practice within the music streaming service Spotify. We accepted five full research papers which are included in this volume. These five papers report empirical research studies using surveys, observational and case studies. Workshop participants also worked together in groups to establish current research topics and priorities. This workshop summary contributes a current snapshot of research along with future research agendas in the field of large-scale agile development.

关键词： large-scale agile software development Architecture Portfolio management Project management Scaling Inter-team coordination software engineering agile transformation Business agility Knowledge sharing

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Challenges and Success Factors for large-scale agile Transformations - A Research Proposal and a Pilot Study

Challenges and Success Factors for Large-scale Agile Transfo...

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作者： Paasivaara, Maria Lassenius, Casper Aalto Univ Dept Comp Sci Espoo Finland

ISBN: (纸本)9781450341349

agile methods have become an appealing alternative for large companies striving to improve their performance, even though the methods were originally designed for small, single teams. Our recently performed systematic literature review on large-scale agile transformations revealed that despite the popularity of the topic in the industry, it has received very little research attention, as almost 90% of the selected papers were experience reports. In our literature study, we identified 35 challenges grouped into nine categories, and 29 success factors grouped into eleven categories. In this research proposal we suggest a survey research to understand these factors with a larger population of companies. The purpose is to validate and deepen our literature study findings. We report the findings from a pilot study performed in the XP2016 large-scale agile workshop, where we received 19 answers to the survey and several comments from 16 persons participating in the WorldCafe discussion groups. The improved survey will be rolled out to a large number of companies.

关键词： large-scale agile software development research proposal

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Understanding the Difference between Office Presence and Co-presence in Team Member Interactions 57

Understanding the Difference between Office Presence and Co-...

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57th Hawaii International Conference on System Sciences (HICSS)

作者： Moe, Nils Bredc Ulsaker, Simen Smite, Darja Hildrum, Jade Moss Ay, Fehime Ceren SINTEF Trondheim Norway Telenor Fornebu Norway BTH Karlskrona Sweden Deloite Oslo Norway

ISBN: (纸本)9780998133171

Although the public health emergency related to the coronavirus disease 2019 (COVID-19) pandemic has officially ended, many software developers still work partly from home. agile teams that coordinate their office time foster a sense of unity, collaboration, and cohesion among team members. In contrast, teams with limited co-presence may experience challenges in establishing psychological safety and developing a cohesive and inclusive team culture, potentially hindering effective communication, knowledge sharing, and trust building. Therefore, the effect of agile team members not being co-located daily must be investigated. We explore the co-presence patterns of 17 agile teams in a large agile telecommunications company whose employees work partly from home. Based on office access card data, we found significant variation in co-presence practices. Some teams exhibited a coordinated approach, ensuring team members are simultaneously present at the office. However, other teams demonstrated fragmented co-presence, with only small subgroups of members meeting in person and the remainder rarely interacting with their team members face-to-face. Thus, high average office presence in the team does not necessarily imply that team members meet often in person at the office. In contrast, non-coordinated teams may have both high average office presence and low frequency of in-person interactions among the members. Our results suggest that the promotion of mere office presence without coordinated co-presence is based on a false assumption that good average attendance levels guarantee frequent personal interactions. These findings carry important implications for research on long-term team dynamics and practice.

关键词： agile teamwork Hybrid software development Case study large-scale agile software development

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Benefits and Challenges of Adopting SAFe - An Empirical Survey 22nd

Benefits and Challenges of Adopting SAFe - An Empirical Surv...

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22nd International Conference on agile software development (XP)

作者： Putta, Abheeshta Uludag, Omer Paasivaara, Maria Hong, Shun-Long Aalto Univ Espoo Finland Tech Univ Munich Munich Germany LUT Univ Lappeenranta Finland

ISBN: (纸本)9783030780982;9783030780975

During the last two decades, turbulent business environments tempted firms to adopt agile methods to cope with the ever-changing customer demands. The success of agile methods in small and co-located teams inspired companies to apply them to large-scale endeavors. agile scaling frameworks, such as the scaled agile Framework (SAFe), have been proposed by practitioners to scale agile practices to large projects and enterprises. Companies are increasingly taking these frameworks into use. However, the number of quantitative empirical studies assessing the benefits and challenges of adopting the agile scaling frameworks is still limited. This paper starts filling in this gap by presenting the results from a survey of 100 industry participants around the world on their perception of the benefits and challenges of adopting the SAFe framework. Our results show that the SAFe adoption improves transparency, as well as collaboration and dependency management between agile teams. The most commonly mentioned challenges of the SAFe adoption are organizational politics, difficulties in establishing an agile mindset, change resistance, and team formation challenges.

关键词： agile scaling frameworks large-scale agile software development scaled agile framework Survey

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