Scaling Scrum in a Large Globally Distributed Organization: A Case Study

Paasivaara, Maria; Lassenius, Casper

doi:10.1109/icgse.2016.34

Cited by 54 publications

(129 citation statements)

References 25 publications

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“…Scrum of Scrums : was the most used scaling practice . A typical use of SoS was for synchronization between teams, but in some cases, it was used as a daily meeting, which can lead to problems over time due to the many distributed teams that needed to be represented . Feature specific SoS was used to avoid the problem of too large meetings .…”

Section: Resultsmentioning

confidence: 99%

“…Feature specific SoS was used to avoid the problem of too large meetings . Oversize SoS meetings can cause teams to stop reporting their impediments, feeling there is not enough time during the meetings . As LeSS or SAFe suggest, having team representatives in the meetings can reduce this issue; however, they need to be involved in team's work to bring useful points to the discussion…”

Section: Resultsmentioning

confidence: 99%

“…Scalability of the demo can be an issue in case of many teams attending, suggesting to either let the product owner attend the demo sessions or using a science fair model with teams showcasing their effort on some stands . The case by Paasivaara and Lassenius experienced several problems with the scaled sprint demo. At first, the meeting was held in a big auditorium with all teams attending it.…”

Section: Resultsmentioning

confidence: 99%

See 2 more Smart Citations

Scaling agile in large organizations: Practices, challenges, and success factors

Kalenda

Hyna²,

Rossi

2018

J Software Evolu Process

121

113

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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.

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Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

See 1 more Smart Citation

Scaling agile in large organizations: Practices, challenges, and success factors

Kalenda

Hyna²,

Rossi

2018

J Software Evolu Process

121

113

View full text Add to dashboard Cite

show abstract

“…However, large organizations face challenges when scaling agility such as inter-team coordination, dependencies on other programs, and lack of clearly defined requirements [30]. Especially, a lacking definition of architecture causes problems when adopting agile methods.…”

Section: Discussionmentioning

confidence: 99%

Supporting Large-Scale Agile Development with Domain-Driven Design

Uludağ

Hauder

Kleehaus

et al. 2018

Lecture Notes in Business Information Processing

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Abstract. An increasing number of large organizations are adopting agile and lean methods at larger scale for building complex software systems. One major critique of agile development and in particular of large-scale agile development is the neglect of proper architecting assistance in such development efforts. On the one hand, emergent architecture design may require excessive redesign efforts in large systems, while on the other hand, big upfront architecture delays the starting point of implementation. Domain-driven Design (DDD) addresses this problem by providing means for evolving the architecture of complex systems in an agile way. We describe how DDD can support large-scale agile development based on a conducted case study in a large insurance company with three agile teams. Furthermore, we present a lightweight framework that can be used by agile teams as guidance for architecting in large-scale agile development programs. The presented framework is largely based on Large-Scale Scrum and incorporates strategic and tactical DDD.

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“…Over use of the Scrum Master role, who acted as a team representative at common meetings rather than rotate the role, was found problematic. The team felt that these meetings were a waste of time, and sent the scrum master instead of taking turns [12]. The frequent meetings in Scrum were also a problem in [13].…”

Section: Introductionmentioning

confidence: 99%

Product-Focused Software Process Improvement

2017

Lecture Notes in Computer Science

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Abstract. Scrum is an increasingly common approach to software development adopted by organizations around the world. However, as organizations transition from traditional plan-driven development to agile development with Scrum, the question arises as to which Scrum role (Product Owner, Scrum Master, or Scrum Team Member) corresponds to a Project Manager, or conversely which Scrum role should the Project Managers adopt?In an attempt to answer this question, we adopted a mixed-method research approach comprising a systematic literature review and embedded case study of a commercial software development team. Our research has identified activities that comprise the Scrum Master role, and which additional roles are actually performed by Scrum Masters in practice. We found nine activities that are performed by Scrum Masters. In addition, we found that Scrum Masters also perform other roles, most importantly as Project Managers. This latter situation results in tension and conflict of interest that could have a negative impact on the performance of the team as a whole. These results point to the need to re-assess the role of Project Managers in organizations that adopt Scrum as a development approach. We hypothesize that it might be better for Project Managers to become Product Owners, as aspects of this latter role are more consistent with the traditional responsibilities of a Project Manager.

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Scaling Scrum in a Large Globally Distributed Organization: A Case Study

Cited by 54 publications

References 25 publications

Scaling agile in large organizations: Practices, challenges, and success factors

Scaling agile in large organizations: Practices, challenges, and success factors

Supporting Large-Scale Agile Development with Domain-Driven Design

Product-Focused Software Process Improvement

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