M. Kalenda, P. Hyna, and B. Rossi, "Scaling agile in large organizations: Practices, challenges, and success factors" Journal of Software: Evolution and Process, vol. 30, iss. 10, p. 1954.
doi: 10.1002/smr.1954
@article{doi:10.1002/smr.1954,
author = {Kalenda, Martin and Hyna, Petr and Rossi, Bruno},
title = {{Scaling agile in large organizations: Practices, challenges, and success factors}},
journal = {Journal of Software: Evolution and Process},
volume = {30},
number = {10},
pages = {e1954},
keywords = {action research, agile adoption, large-scale agile, Large-Scale Scrum (LeSS), Scaled Agile Framework (SAFe)},
doi = {10.1002/smr.1954},
url = {https://onlinelibrary.wiley.com/doi/abs/10.1002/smr.1954},
eprint = {https://onlinelibrary.wiley.com/doi/pdf/10.1002/smr.1954},
note = {e1954 smr.1954},
abstract = {Abstract Context: Agile software development has nowadays reached wide adoption. However, moving agile to large-scale contexts is a complex task with many challenges involved. Objective: In this paper, we review practices, challenges, and success factors for scaling agile both from literature and within a large software company, identifying the most critical factors. Method: We conduct a focused literature review to map the importance of scaling practices, challenges, and success factors. The outcome of this focused literature review is used to guide action research within a software company with a view to scaling agile processes. Results: Company culture, prior agile and lean experience, management support, and value unification were found to be key success factors during the action research process. Resistance to change, an overly aggressive roll-out time frame, quality assurance concerns, and integration into preexisting nonagile business processes were found to be the critical challenges in the scaling process. Conclusion: The action research process allowed to cross-fertilize ideas from literature to the company's context. Scaling agile within an organization does not need to follow a specific scheme, rather the process can be tailored to the needs while keeping the core values and principles of agile methodologies.},
, year = {2018}
}
C. Larman and B. Vodde, Large-scale scrum: More with LeSS, Addison-Wesley Professional.
@book{larman2016large, title={{Large-scale scrum: More with LeSS}},
author={Larman, Craig and Vodde, Bas},
year={2016},
publisher={Addison-Wesley Professional}
}
C. Mathis, SAFe--Das Scaled Agile Framework: Lean und Agile in großen Unternehmen skalieren. Mit einem Geleitwort von Dean Leffingwell. SAFe 4.5 inside, dpunkt. verlag.
@book{mathis2018safe, title={{SAFe--Das Scaled Agile Framework: Lean und Agile in gro{\ss}en Unternehmen skalieren. Mit einem Geleitwort von Dean Leffingwell. SAFe 4.5 inside}},
author={Mathis, Christoph},
year={2018},
publisher={dpunkt. verlag}
}
M. Paasivaara and C. Lassenius, "Scaling Scrum in a Large Globally Distributed Organization: A Case Study" in Proc. 2016 IEEE 11th International Conference on Global Software Engineering (ICGSE), 2016.
doi: 10.1109/ICGSE.2016.34
@INPROCEEDINGS{7577422,
author={M. {Paasivaara} and C. {Lassenius}},
booktitle={{2016 IEEE 11th International Conference on Global Software Engineering (ICGSE)}},
title={{Scaling Scrum in a Large Globally Distributed Organization: A Case Study}},
year={2016},
volume={},
number={},
pages={74-83},
abstract={We present a case study on scaling Scrum in a large globally distributed software development project at Nokia, a global telecommunications company. We discuss how the case project scaled Scrum while growing from two collocated Scrum teams to 20 teams located in four countries and employing a total of 170 persons. Moreover, we report scaling challenges the case project faced during this 2,5 year journey. We gathered data by 19 semi-structured interviews of project personnel from two sites, interviewees comprising different roles including managers, architects, product owners, developers and testers. The project was highly successful from the business point of view, as agile enabled fast response to customer requirements. However, the project faced significant challenges in scaling Scrum despite attempts at applying the Large-scale Scrum (LeSS) framework. The organization experimented with different ways of implementing scaling practices like implementing common sprint planning meetings, Scrum-of-Scrums meetings, common demos and common retrospectives, as well as scaling the Product Owner role. We conclude the paper by reflecting on the scaling approach used in the case organization in contrast to the LeSS framework.},
keywords={software development management;software prototyping;globally distributed software development;large-scale Scrum framework;scaling approach;LeSS framework;Interviews;Companies;Software;Scrum (Software development);Telecommunications;Industries;large-scale agile;agile transformation;LeSS},
doi={10.1109/ICGSE.2016.34},
ISSN={2329-6313},
