Quantitatively measuring a large-scale agile transformation

Olszewska, Marta; Heidenberg, Jeanette; Weijola, Max; Mikkonen, Kirsi; Porres, Iván

doi:10.1016/j.jss.2016.03.029

Cited by 49 publications

(6 citation statements)

References 11 publications

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“…In addition, prior findings include that agile methods can help to increase productivity in software development projects by reducing rework and defect rates (e.g. Alahyari et al 2017;Dikert et al 2016;Dybå and Dingsøyr 2008;Korpivaara et al 2021;Olszewska et al 2016;Reifer 2002;Serrator et al 2015).…”

Section: Discussionmentioning

confidence: 99%

Agile Methods in the German Banking Sector – some evidence on expectations, experiences and success factors

Brühl¹

2021

SSRN Journal

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The importance of agile methods has increased in recent years, not only to manage software development processes but also to establish flexible and adaptive organisational structures, which are essential to deal with disruptive changes and build successful digital business strategies. This paper takes an industry-specific perspective by analysing the dissemination, objectives and relative popularity of agile frameworks in the German banking sector. The data provides insights into expectations and experiences associated with agile methods and indicates possible implementation hurdles and success factors. Our research provides the first comprehensive analysis of agile methods in the German banking sector. The comparison with a selected number of fintechs has revealed some differences between banks and fintechs.We found that almost all banks and fintechs apply agile methods in IT-related projects. However, fintechs have relatively more experience with agile methods than banks and use them more intensively. Scrum is the most relevant framework used in practice. Scaled agile frameworks are so far negligible in the German banking sector. Acceleration of projects is apparently the most important objective of deploying agile methods. In addition, agile methods can contribute to cost savings and lead to improved quality and innovation performance, though for banks it is evidently more challenging to reach their respective targets than for fintechs. Overall our findings suggest that German banks are still in a maturing process of becoming more agile and that there is room for an accelerated adoption of agile methods in general and scaled agile frameworks in particular.

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Section: Discussionmentioning

confidence: 99%

Agile Methods in the German Banking Sector – some evidence on expectations, experiences and success factors

Brühl¹

2021

SSRN Journal

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“…Kupiainen et al [10] reported the most often occurring metrics, and Korpivaara et al [11] investigated how scaled agile development organizations measure performance (c.f., Q10, RQ3). Olszewska et al [12] examined in an industrial company case, how the changes in the development process introduced by the agile transformation can be measured (c.f., Q7, RQ3).…”

Section: B Related Workmentioning

confidence: 99%

Agile Enterprise Transformations: Surveying the Many Facets of Agility for the Hybrid Era

Kettunen

Gustavsson

Laanti³

et al. 2022

2022 48th Euromicro Conference on Software Engineering and Advanced Applications (SEAA)

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Agile companies are not uniform. Consequently, agile transformations are conceived broadly, ranging from adopting agile methods and practices in software development teams or functions to building all-encompassing enterprise agility. Moreover, the targeted effects of agility may vary, and the success of transformations and the attainment of agility are measured in various ways. In this paper, based on a recent industrial survey study, we scrutinize holistically why companies want to transform, what types of agility they are aiming at, and how they gauge transformations. The survey data was collected during the COVID-19 pandemic in 2020. Most of the respondents were in large or very large companies in Finland and Sweden in diverse industry domains. The main findings indicate that there are many reasons for companies to transform both to improve external outcomes (fore mostly responsiveness) and to develop internal capabilities (adaptability, organizational learning). Companies seemed to have aims and goals with respect to all types of agility, including business agility. As the nature of transformations and the companies' aims and goals vary, the transformations follow various means and measures. As a conclusion, for the hybrid era, we advise companies to consider how agility has benefited during the pandemic era, how hybrid work possibly affects the goals for agile transformations and the different facets of agility, and how to sustain agility in hybrid work.

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“…(i) diagnosis of the current situation; and, (ii) improvement. Regarding the diagnosis, considering the bibliographic portfolio, the scientific articles that diagnosed the current situation through qualitative instruments were: Olszewska et al (2016), Choras et al (2020, Fontana et al (2015), Gren et al (2015), Jalali et al (2014, Tarhan andYilmaz (2014), Srivastava et al (2020), Lee and Xia (2010), Patel and Ramachandran (2009), Chow and Cao (2008), Ozcan-Top and Demirors (2019) and McCaffery et al (2007). Alahyari et al…”

Section: Analysis Lens 4: Measurement Formmentioning

confidence: 99%

Research opportunities about measuring agility in software development: a constructivist perspective

Lacerda

Calvetti

Bernardes

et al. 2020

GeP

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Este artigo investiga oportunidades de pesquisa em um processo ágil de desenvolvimento de software sob óticas construtivistas de avaliação de desempenho, com base em um portfólio de 24 artigos científicos relevantes ao tema. O instrumento utilizado para realizar a análise sistêmica foi o método Proknow-C (Knowledge Development Process - Construttivist). Observou-se no portfólio que a avaliação de desempenho para medir a agilidade no contexto de desenvolvimento de software tem se focado praticamente em fatores críticos de sucesso e em modelos inflexíveis que se classificam em níveis de maturidade, mas sem avaliar claramente quanta agilidade é empregada. Este estudo aborda oportunidades de pesquisas relevantes que buscam identificar critérios e construir escalas de desempenho para medir agilidade a partir dos valores e preferências dos tomadores de decisão, que desejam implementar a filosofia ágil, alinhada com a estratégia específica dos objetivos dos tomadores de decisão e utilizando seus recursos, competências e cultura organizacional próprias para melhorar seu processo de desenvolvimento de software.

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Quantitatively measuring a large-scale agile transformation

Cited by 49 publications

References 11 publications

Agile Methods in the German Banking Sector – some evidence on expectations, experiences and success factors

Agile Methods in the German Banking Sector – some evidence on expectations, experiences and success factors

Agile Enterprise Transformations: Surveying the Many Facets of Agility for the Hybrid Era

Research opportunities about measuring agility in software development: a constructivist perspective

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