Large Scale Agile Workshop Abstracts

JUNE 8-12, 2020

ONLINE! Copenhagen, Denmark

Large Scale Agile Workshop Abstracts

Operationalizing Agile Methods: Examining Coherence in Large-Scale Agile Transformations

Authors: Noel Carroll, Finn Olav Bjørnson, Torgeir Dingsøyr, Knut-Helge Rolland and Kieran Conboy


Following the highly pervasive and effective use of agile methods for software development, attention has now turned to the much more difficult challenge of applying these methods in large scale, organization-wide development. However, identifying to what extent certain factors influence success and failure of sustaining large-scale agile transformations remains unclear and there is a lack of theoretical frameworks to guide such investigation. By adopting Normalization Process Theory and specifically ‘coherence’, we compare two large-scale agile transformation and the different perspectives individuals and teams had when faced with the problem of operationalizing the agile method as part of their large-scale agile transformation. The key contributions of this work are: (i) this is a first attempt to compare a successful and failed large-scale agile transformations; and (ii) we describe the challenges in understanding the rationale, differences, value, and roles associated with the methods to support the large-scale agile transformation. We also present future research for practitioners and academics on large-scale agile transformation.

Transitioning from a First Generation to Second Generation Large-Scale Agile Development Method: Towards understanding Implications for Coordination

Authors: Finn Olav Bjørnson and Torgeir Dingsøyr


This paper reports our initial findings from a longitudinal case study within a large development project in a public organization in Scandinavia. We focus on changes in coordination practices as the development project moved from a 1st to a 2nd generation large-scale agile development methodology. Building on four theories of coordination from different fields, we investigate how each theory illuminates our case and what insight they might provide. We find that two of the theories are well suited to characterizing each phase, providing answer to how coordination was done. While two other theories can provide answers to why these changes occurred.

Exploring the Product Owner Role within SAFe Implementation in a Multinational Enterprise

Authors: Daniel Remta, Michal Doležel and Alena Buchalcevová


In today’s dynamic world, enterprises look for tangible advice for implementing Agile development principles on a large scale. Scaled Agile frameworks provide prescriptive guidelines for achieving such a goal. However, empirical research evidence about concrete implementations is still scarce. This paper presents the initial results of a single case study with a focus on Product Owner (PO) functions in Scaled Agile Framework (SAFe) implemented in a multinational enterprise. A taxonomy of PO functions based on previous research was synthesized and mapped to the roles prescribed by SAFe. Then, the taxonomy was compared with our findings from the initial set of semi-structured interviews. The results show that PO functions in the implementation of SAFe clearly differ from the functions identified in other research studies on the role of PO. The paper emphasizes the fragmentation of PO activities to other SAFe roles. Thereby, it changes the original understanding of the role.

Evaluation of Agile Team Work Quality

Authors: Alexander Poth, Mario Kottke and Andreas Riel


The maturity of oranizations is measured with process assessment models like the ISO/IEC 33001. The product quality is aligned with internal and external product quality charactersitics based on models like the ISO/IEC 25010. With the shift from the Tailorism-driven process orientation to a more people centric organization, the two dimensions process and product quality have to be extened by the people or team quality dimension. The presented approach offers aspects for agile Team Work Quality (aTWQ), as well as related measurement indicators. The approach is evaluated in the large enterprise context of the Volkswagen AG. The indicators of aTWQ have been integrated and established in the agile tool box for a sustainable agile transition of the company.

A systematic approach to agile development in highly regulated environments

Authors: Alexander Poth, Jan Jacobsen and Andreas Riel


For established domains within highly regulated environments, a systematic approach is needed to scale agile methods and assure compliance with regulatory requirements. The presented approach works adequately in small agile teams – independently of the underlying method such as Scrum, Kanban, etc. – and is scalable to more and bigger teams or even entire subsidiaries. It is based on a compliance and a quality risk dimension respectively. Both dimensions are needed to fit regulatory requirements in our finance example with more than 100 developers in one subsidiary.