Coordinating Knowledge Work in Multiteam Programs

Torgeir Dingsøyr,Nils Brede Moe,Eva Amdahl Seim

doi:10.1177/8756972818798980

Torgeir Dingsøyr, Nils Brede Moe + Show 1 more

Open Access

https://doi.org/10.1177/8756972818798980

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Abstract

Software development projects have undergone remarkable changes with the arrival of agile development approaches. Although intended for small, self-managing teams, these approaches are used today for large development programs. A major challenge of such programs is coordinating many teams. This case study describes the coordination of knowledge work in a large-scale agile development program with 12 teams. The findings highlight coordination modes based on feedback, the use of a number of mechanisms, and how coordination practices change over time. The findings can improve the outcomes of large knowledge-based development programs by tailoring coordination practices to needs over time.

Highlights

Software development has undergone remarkable changes since the arrival of agile development approaches in the late 1990s (Dingsøyr, Nerur, Baijepally, & Moe, 2012)
This study builds on a revelatory case study that investigates how agile approaches can be adapted on a very large scale (Dingsøyr, Moe, Fægri, & Seim, 2017), which includes a focus on coordination practices
The entire program was colocated and coordination mechanisms could be studied in a setting that is well suited for agile approaches

Summary

Introduction

Software development has undergone remarkable changes since the arrival of agile development approaches in the late 1990s (Dingsøyr, Nerur, Baijepally, & Moe, 2012). Agile approaches emphasize customer involvement, technical product quality, incorporating changing and emerging requirements, and the idea that software development is best done in small, colocated, and self-managed teams (Hoda, Noble, & Marshall, 2012). These approaches have led to far-reaching changes in how software projects are planned and managed, with an increased focus on software development as teamwork (Melo, Cruzes, Kon, & Conradi, 2013; Moe, Dingsøyr, & Dyba, 2010). Programs using agile approaches risk a lack of interaction and difficulties in communication (Xu, 2009)

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