While, in practice, agile methods are increasingly used across large and distributed projects, the general applicability in large-scaledevelopment projects is still contested. Currently, there are only a few empirica...
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ISBN:
(纸本)9781450341349
While, in practice, agile methods are increasingly used across large and distributed projects, the general applicability in large-scaledevelopment 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-scaleagile 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-scaleagile 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.
The widespread use of lean and agiledevelopment 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...
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ISBN:
(纸本)9781479925049
The widespread use of lean and agiledevelopment 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 softwaredevelopment organization.
agilesoftwaredevelopment 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 p...
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ISBN:
(数字)9781665476713
ISBN:
(纸本)9781665476713
agilesoftwaredevelopment 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 softwaredevelopment 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 scaleagile methods in large projects. To answer the research question, "How have Communities of Practice been used to support large-scaleagiledevelopment teams?" we conducted a Systematic Literature Mapping (SLM) in the context of "largescaleagile 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 scaleagile methods, including "coordination between teams", "knowledge sharing", and "open community".
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 tim...
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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 largeagile 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.
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 co...
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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 scaleagile 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.
While agilesoftwaredevelopment is increasingly adopted in large organizations, there is still a lack of studies on how traditionally organized enterprises adopt and scaleagile forms of organization. This industrial...
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ISBN:
(纸本)9781450385626
While agilesoftwaredevelopment is increasingly adopted in large organizations, there is still a lack of studies on how traditionally organized enterprises adopt and scaleagile forms of organization. This industrial multiple embedded case study explores how the organizational model of a large public sector entity evolved over four years to support the adoption of agilesoftwaredevelopment methods. Data was collected through semi-structured interviews and document analysis. We describe the change in three phases: pre-transformation, initial transformation, and maturing. Changes in three subcases of organizational units are further described in detail. Moving from an outsourced project-based way-of-working with separate business, IT and vendor organizations, the new organizational design emphasizes internal development capability, cross-functional autonomous teams organized around products and grouped in product areas, and continuous delivery. Starting from the IT department, the transformation expanded to the whole organization, and went beyond softwaredevelopment to the finance and leadership. We describe the target and intermediate organizations employed when adopting agiledevelopment methods for the whole organization and three organizational units responsible for different services. Defining suitable product boundaries, achieving alignment across teams, enhancing the competence of product owners, the coexistence of old and new types of systems, processes, and structures, and balancing the teams' need for autonomy with the organizational needs for coordination and control are remaining challenges.
agile methodologies have long been successfully applied to smaller softwaredevelopment projects with limited team sizes. In recent years, some firms have started to transfer agile methodologies to the whole organizat...
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ISBN:
(纸本)9781733632584
agile methodologies have long been successfully applied to smaller softwaredevelopment projects with limited team sizes. In recent years, some firms have started to transfer agile methodologies to the whole organization. However, large-scaleagile transformations are challenging and require a comprehensive view of cultural, operational, and strategic aspects. This paper systematically reviews available large-scaleagile practices from the literature and provides a holistic overview of different large-scaleagile practices. In total, four practice categories, 11 practices, and 19 example concepts were found. The categories are organized in a framework and serve as a possible entry point for researchers and managers to approach the topic of large-scaleagiledevelopment more efficiently and economically.
This workshop explored the main research challenges in conducting agilesoftwaredevelopment in large-scalesoftwaredevelopment. We considered multi-site companies with projects that include a large number of teams w...
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ISBN:
(纸本)9783030301262;9783030301255
This workshop explored the main research challenges in conducting agilesoftwaredevelopment in large-scalesoftwaredevelopment. 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-scaleagiledevelopment.
agile methods are increasingly used in largedevelopment projects, with multiple development teams. A central question is then what is needed to coordinate feature teams efficiently. This study examines three mechanis...
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ISBN:
(纸本)9783319916026;9783319916019
agile methods are increasingly used in largedevelopment 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-scaledevelopment project with 12 feature teams running over a four-year period. We analyse the findings in relation to suggested frameworks for large-scaleagiledevelopment and a theory on coordination, and provide new recommendations for practice and theory.
An increasing number of large organizations are adopting agile and lean methods at larger scale for building complex software systems. One major critique of agiledevelopment and in particular of large-scaleagile dev...
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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 agiledevelopment and in particular of large-scaleagiledevelopment 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-scaleagiledevelopment 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-scaleagiledevelopment programs. The presented framework is largely based on large-scale Scrum and incorporates strategic and tactical DDD.
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