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- Moe, Nils Brede, et al.
(författare)
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Finding the sweet spot for organizational control and team autonomy in large-scale agile software development
- 2021
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Ingår i: Empirical Software Engineering. - : Springer. - 1382-3256 .- 1573-7616. ; 26:5
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Tidskriftsartikel (refereegranskat)abstract
- Agile methods and the related concepts of employee empowerment, self-management, and autonomy have reached large-scale software organizations and raise questions about commonly adopted principles for authority distribution. However, the optimum mechanism to balance the need for alignment, quality, and process control with the need or willingness of teams to be autonomous remains an unresolved issue. In this paper, we report our findings from a multiple-case study in two large-scale software development organizations in the telecom industry. We analysed the autonomy of the agile teams in the organizations using Hackman’s classification of unit authority and found that the teams were partly self-managing. Further, we found that alignment across teams can be achieved top-down by management and bottom-up through membership in communities or through dialogue between the team and management. However, the degree of team autonomy was limited by the need for organizational alignment. Top-down alignment and control were maintained through centralized decision-making for certain areas, the use of supervisory roles, mandatory processes, and checklists. One case employed a bottom-up approach to alignment through the formation of a community composed of all teams, experts, and supporting roles, but excluding managers. This community-based alignment involved teams in decision-making and engaged them in alignment initiatives. We conclude that implementation of such bottom-up structures seems to provide one possible mechanism for balancing organizational control and team autonomy in large-scale software development. © 2021, The Author(s).
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| 2. |
- Nilsson Tengstrand, Sara, et al.
(författare)
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Challenges of Adopting SAFe in the Banking Industry – A Study Two Years After Its Introduction
- 2021
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Ingår i: XP 2021: Agile Processes in Software Engineering and Extreme Programming.Lecture Notes in Business Information Processing book series (LNBIP, volume 419). - Cham : Springer Science and Business Media Deutschland GmbH. - 1865-1356 .- 1865-1348. - 9783030780975 ; , s. 157-171
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Konferensbidrag (refereegranskat)abstract
- The Scaled Agile Framework (SAFe) is a framework for scaling agile methods in large organizations. We have found several experience reports and white papers describing SAFe adoptions in different banks, which indicates that SAFe is being used in the banking industry. However, there is a lack of academic publications on the topic, the banking industry is missing in the scientific reports analyzing SAFe transformations. To fill this gap, we present a study on the main challenges with a SAFe transformation at a large full-service bank. We identify the challenges in the bank under study and compare the findings with experience reports from other banks, as well as with research on SAFe transformations in other domains. Many of the challenges reported in this paper overlap with the generic SAFe challenges, including management and organization, education and training, culture and mindset, requirements engineering, quality assurance, and systems architecture. However, we also report some novel challenges specific to the banking domain, e.g., the risk of jeopardizing customer relations, stability, and trust of external stakeholders. This study validates several SAFe-related challenges reported in previous work in the banking context. It also brings up some novel challenges specific to the banking industry. Therefore, we believe our results are particularly useful to practitioners responsible for SAFe transformations at other banks. © 2021, The Author(s).
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