The Integrated List of Agile Practices - A Tertiary Study

Neumann, Michael

doi:10.1007/978-3-030-94238-0_2

Cited by 8 publications

(1 citation statement)

References 45 publications

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“…The challenge of selecting agile practices to be adopted based on the project's characteristics is a known problem, yet there is limited guidance in the literature 4,53,54 . Studies on agile method tailoring usually describe the target tailored method and its success, but do not discuss the tailoring process itself in any significant detail, 8,54,55 whereas a few exceptions highlighted below were developed in the late 2000s with traditional agile methods in mind rather than scaling agile frameworks.…”

Section: Background and Related Workmentioning

confidence: 99%

Scaling scrum with a customized nexus framework: A report from a joint industry‐academia research project

2023

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Despite a wide range of scaling frameworks available, large‐scale agile transformations are not straightforward undertakings. Few organizations have structures in place that fit the predefined workflows – while once one applies an off‐the‐shelf framework outside of its prescribed process, guidance quickly runs out. In this paper, we demonstrate how to instantiate a method configuration process using a lightweight experimental approach embedded in Action Research cycles. The proposed approach was developed to assist practitioners working on a multiple‐team project at Intel Technology Poland to find the right practices to continue their Nexus‐based transformation and integrate their in‐house method into the already established company structures, processes, and routines. In particular, it enabled identifying a series of challenges with scaled practices and coping with those. The challenges ranged from logistical problems, through poor availability of the Product Owner, to lackluster knowledge transfer and a wide array of communication/coordination issues at meetings. The study broadens the current body of knowledge within technology management and the scaled agile method‐tailoring domain. It indicates potential corrective actions that may be taken advantage of by entities that are not inclined, due to organizational constraints, to directly implement an off‐the‐shelf framework. Furthermore, our study demonstrates that a gradual transition to large‐scale agile at the project level (1) is possible with the preservation of traditional command‐and‐control management practices; (2) requires neither middle management involvement nor upfront investment; and (3) does not need to disrupt the continuous delivery of the product.

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Section: Background and Related Workmentioning

confidence: 99%