| 1. |
- Gustavsson, Tomas, 1973-
(author)
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Voices from the teams : Impacts on autonomy in large-scale agile software development settings
- 2019
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In: Agile Processes in Software Engineering and Extreme Programming – Workshops. - Cham : Springer. - 9783030301262 ; , s. 29-36
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Conference paper (peer-reviewed)abstract
- Forming autonomous, self-organizing, cross-functional teams in software development is becoming more common even in larger organizations, and many organizations are implementing the Scaled Agile Framework. When autonomous teams need to work together, they must sacrifice some level of autonomy since work needs to be coordinated with other teams, which could be a threat to team performance. This study presents how perceived autonomy has changed by listening to the voices from the teams in three large organizations. Although several respondents did not express any experienced changes to autonomy at all, others put forth important changes. The practices where several teams gather in joint events are important arenas in both positive and negative aspects. The arenas give teams a better overview and a sense of being empowered in using their veto right to stop overload of planned work. However, more detailed planning in every single team could cause less ability to switch work between teams and a sense of suffocation due to detailed routines and practices.
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| 2. |
- Kettunen, Petri, et al.
(author)
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Finnish Enterprise Agile Transformations : A Survey Study
- 2019
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In: AGILE PROCESSES IN SOFTWARE ENGINEERING AND EXTREME PROGRAMMING - WORKSHOPS. - Cham : SPRINGER INTERNATIONAL PUBLISHING AG. - 9783030301262 ; , s. 97-104
-
Conference paper (peer-reviewed)abstract
- Modern large software-intensive development organizations are nowadays more and more often believed to transform their structures and operations towards large-scale agility in search for higher performances. Based on a survey conducted in Finland in 2018, in this paper we explore the current state of the affairs with respect to how extensively organizations are actually transforming themselves, in what ways this takes place in practice and for what goals. Most of the respondents were in large organizations. The results show that the majority of the surveyed respondents indicated that their organizations have conducted agile transformations or are currently doing so. Different strategies and tactics have been used in the transformations, but markedly the respondents reported most that the company has had external consultants (subcontracting) to assist in the change. The most important goals aimed to be achieved with agile means were productivity and quality (operative) and responsiveness to customer/market changes (new features). Notably only very few respondents reported their organizations to be currently non-agile (do not use at all agile methods in software development).
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