A considerable body of literature has demonstratedempirically as well as analytically-that information systems need to be situated to the local context of use. Yet for infrastructural information systems that span numerous contexts spread out globally, this is literally prohibitive. For these systems to work, it is necessary to strike a balance between sensitiveness to local contexts and a need to standardize across contexts. We analyze a key element in this, namely, spelling out the (largely invisible) "costs" that the different actors pay to achieve working solutions. Empirically, we draw from an ongoing case study. We analyze the attempts of a maritime classi cation company with 5500 employees located in 300 sites in 100 countries to develop an infrastructural information system to support the surveying of ships globally. We elaborate design implications and concepts relevant to developing information infrastructures that also apply to the context of developing countries.

The design and conceptualization of Common Information Spaces (CIS) has long been recognized as an important research topic within CSCW. Informed by recent developments in ActorNetwork Theory (ANT), this paper contributes to the conceptualization of CIS across heterogeneous contexts. In particular, the paper develops a dynamic perspective on CIS emphasizing how CIS is malleable, open and achieved in practice. Furthermore, we argue that large-scale CIS efforts inherently tend to re-produce fragmentation as an unintended consequence of integrating heterogeneous sources of information. Empirically, the research is grounded in extensive field work in a major international oil and gas company.

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Abstract. It is not surprising that agile methods are tailored or customized in various contexts and projects. However, there is little advice for practitioners for how to go about tailoring agile methods in large-scale projects. Henceforth, the aim of this experience report is to highlight some of the challenges with largescale agile software development and especially how to deal with these challenges involves continuous tailoring of the agile method in use. In so doing, we report from a large-scale agile software development effort involving more than 120 participants in a Governmental organization and running for 3,5 years. The project consisted of three deliverables, partly developed in parallel after a delivery model based on Scrum. After a much troubled start related to scaling challenges and architecture complexity during the first deliverable, the project was turnaround and the second and third deliverables were portrayed fairly successful by both supplier and customer. From a practitioner's perspective, we found that novel practices emerged through out the project that improved the way of workingespecially across teams and stakeholders. Based on this, we describe some guidelines for tailoring agile in the large.