scholarly journals Coordination Strategies: Managing Inter-team Coordination Challenges in Large-Scale Agile

2021 ◽  
pp. 140-156
Author(s):  
Marthe Berntzen ◽  
Viktoria Stray ◽  
Nils Brede Moe
Keyword(s):  
Software Development ◽  
Large Scale ◽  
Development Program ◽  
Coordination Mechanisms ◽  
Agile Development ◽  
Team Coordination ◽  
Coordination Strategies ◽  
Development Teams ◽  
Development Methods

AbstractInter-team coordination in large-scale software development can be challenging when relying on agile development methods that emphasize iterative and frequent delivery in autonomous teams. Previous research has introduced the concept of coordination strategies, which refer to a set of coordination mechanisms to manage dependencies. We report on a case study in a large-scale agile development program with 16 development teams. Through interviews, meeting observations, and supplemental document analyses, we explore the challenges to inter-team coordination and how dependencies are managed. We found four coordination strategies: 1) aligning autonomous teams, 2) maintaining overview in the large-scale setting, 3) managing prioritizations, and 4) managing architecture and technical dependencies. This study extends previous research on coordination strategies within teams to the inter-team level. We propose that large-scale organizations can use coordination strategies to understand how they coordinate across teams and manage their unique coordination situation.

scholarly journals Coordinating Knowledge Work in Multiteam Programs

2018 ◽  
Vol 49 (6) ◽  
pp. 64-77 ◽  
Author(s):  
Torgeir Dingsøyr ◽  
Nils Brede Moe ◽  
Eva Amdahl Seim
Keyword(s):  
Software Development ◽  
Large Scale ◽  
Development Program ◽  
Knowledge Work ◽  
Agile Development ◽  
Development Projects ◽  
Development Programs ◽  
Knowledge Based ◽  
Over Time

Software development projects have undergone remarkable changes with the arrival of agile development approaches. Although intended for small, self-managing teams, these approaches are used today for large development programs. A major challenge of such programs is coordinating many teams. This case study describes the coordination of knowledge work in a large-scale agile development program with 12 teams. The findings highlight coordination modes based on feedback, the use of a number of mechanisms, and how coordination practices change over time. The findings can improve the outcomes of large knowledge-based development programs by tailoring coordination practices to needs over time.

scholarly journals Exploring the Product Owner Role Within SAFe Implementation in a Multinational Enterprise

2020 ◽  
pp. 92-100
Author(s):  
Daniel Remta ◽  
Michal Doležel ◽  
Alena Buchalcevová
Keyword(s):  
Large Scale ◽  
Single Case ◽  
Multinational Enterprise ◽  
Agile Development ◽  
Structured Interviews ◽  
Research Papers ◽  
The Right ◽  
Development Methods ◽  
Initial Results

Abstract [Context] Agile development methods are highly popular across software organizations. To leverage benefits in larger enterprises, Agile development methods have to be scaled. Scaled Agile Framework (SAFe) is the most commonly used scaling framework. Performing of the Product Owner role has been identified as crucial in project success in large-scale environments. Staffing the right Product Owner is one of the challenges of adopting SAFe. [Motivation] Research papers focused on Product Owner in SAFe are scarce. Our study outcomes help enterprises to understand the Product Owner role in SAFe and therefore contribute to the removal of challenges with finding the right Product Owners. Additionally, we aim to improve the research community’s understanding of the Product Owner role within the context of SAFe. [Method] Qualitative data were collected through three semi-structured interviews and analyzed using deductive content analysis. [Results] This paper presents the initial results of a single case study. We found out that many activities identified for Product Owners in previous research are not carried out by Product Owners in this particular SAFe implementation.

Success and Failure Factors for Adopting a Combined Approach: A Case Study of Two Software Development Teams

2020 ◽  
pp. 125-141
Author(s):  
Ingrid Signoretti ◽  
Maximilian Zorzetti ◽  
Larissa Salerno ◽  
Cassiano Moralles ◽  
Eliana Pereira ◽  
...  
Keyword(s):  
Software Development ◽  
Combined Approach ◽  
Development Teams ◽  
Software Development Teams ◽  
Failure Factors

Agile Software Development

2012 ◽  
pp. 1-15
Author(s):  
Torstein Nicolaysen ◽  
Richard Sassoon ◽  
Maria B. Line ◽  
Martin Gilje Jaatun
Keyword(s):  
Software Development ◽  
Agile Software Development ◽  
Agile Development ◽  
Implementation Team ◽  
Agile Methodologies ◽  
Development Organizations ◽  
Development Lifecycle ◽  
Software Development Lifecycle ◽  
Agile Software

In this article, the authors contrast the results of a series of interviews with agile software development organizations with a case study of a distributed agile development effort, focusing on how information security is taken care of in an agile context. The interviews indicate that small and medium-sized agile software development organizations do not use any particular methodology to achieve security goals, even when their software is web-facing and potential targets of attack. This case study confirms that even in cases where security is an articulated requirement, and where security design is fed as input to the implementation team, there is no guarantee that the end result meets the security objectives. The authors contend that security must be built as an intrinsic software property and emphasize the need for security awareness throughout the whole software development lifecycle. This paper suggests two extensions to agile methodologies that may contribute to ensuring focus on security during the complete lifecycle.

Fixed Priced Projects in Agile

2016 ◽  
pp. 222-236
Author(s):  
Anuradha Chaminda Gajanayaka
Keyword(s):  
Software Development ◽  
Agile Software Development ◽  
Development Model ◽  
Software Development Model ◽  
Responding To Change ◽  
The One ◽  
Agile Software ◽  
Development Methods ◽  
Software Development Methods

Agile software development has established as a reliable alternative to waterfall software development model. Unfortunately the use of agile software development has been limited to time based contracts and not for time limited contracts. The main reason for this limitation is the “Agile manifesto” itself. The forth value of the manifesto states that agile believers find more value in “Responding to change over following a plan”. This is the one of the main reasons why agile software development methods are not preferred for a fixed priced contract or time limited contract. The following case study provides an example on how the agile software development can be used for fixed priced software development contracts even when operating in offshore context. The agile software development concepts were used throughout to plan, execute, monitor, report, etc. for the project documented in this case study.

Agility in Software Development and Project Value

2022 ◽  
pp. 356-376
Author(s):  
VenuGopal Balijepally ◽  
Gerald DeHondt ◽  
Vijayan Sugumaran ◽  
Sridhar Nerur
Keyword(s):  
Best Practices ◽  
Software Development ◽  
Survey Data ◽  
Theoretical Perspective ◽  
Agile Development ◽  
Software Teams ◽  
What Works ◽  
The Individual ◽  
Development Methods ◽  
Over Time

Agile Development Methods, considered as an alternative to the traditional plan-based methods, have received much attention since their inception. These practices have evolved and developed over time, culminating in 2001 with the Agile Manifesto. Since that time, preferred methodologies, implementations, and best practices have continued to evolve with a focus on doing what works best for the individual company or project. However, the concept of agility in software development has remained quite nebulous, lacking in clarity particularly about its underlying dimensions. In this research the authors conceive agility in terms of four distinct dimensions. Drawing from the theoretical perspective of holographic organization, they develop a model explaining how each of these underlying dimensions of agility contributes to project value in software teams. The authors test the model using survey data collected from industry practitioners and discuss findings.

scholarly journals Managing the requirements flow from strategy to release in large-scale agile development: a case study at Ericsson

2017 ◽  
Vol 22 (6) ◽  
pp. 2892-2936 ◽  
Author(s):  
Ville T. Heikkilä ◽  
Maria Paasivaara ◽  
Casper Lasssenius ◽  
Daniela Damian ◽  
Christian Engblom
Keyword(s):  
Large Scale ◽  
Agile Development
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