Large-scale Agile Software Development Research Articles

Navigating social debt and its link with technical debt in large-scale agile software development projects

Agile methodologies have emerged as transformative paradigms in the ever-evolving software development landscape, emphasizing iterative development, customer collaboration, and adaptability. As the scope and complexity of projects and organizations expand, applying agile principles within the context of Large-Scale Agile Development (LSAD) encounters distinctive challenges. The majority of challenges encountered in LSAD, technical and non-technical, are attributed to the accrual of social debt. However, a conspicuous gap remains in understanding and addressing social debt in LSAD. This study aims to fill this void by investigating social debt in LSAD through an in-depth industrial case study with a leading Nordic company specializing in telecommunications software and services and focusing on producing secure 5G network solutions. The study investigates the causes of LSAD’s social debt and examines its impacts on secure 5G telecom software development. By addressing these objectives, this research sheds light on a critical aspect of LSAD’s social debt, caused by 3C challenges(communication, coordination and collaboration), social confines challenges, community smells challenges, and organisational social challenges in the telecom sector that have been underrepresented in the existing literature.

Identifying and Categorizing Challenges in Large-Scale Agile Software Development Projects: Insights from Two Swedish Companies

We conducted a case study to examine the challenges encountered in large-scale agile development (LSAD) within two Swedish software companies. While agile methodologies have proven successful in small and medium-sized projects, their implementation in large-scale software development projects can be problematic. To identify these challenges, we employed thematic analysis, which revealed a total of 26 distinct challenges. These challenges were categorized into three main themes: Processes and practices, Teams, and Organizational-level challenges in LSAD. By recognizing and addressing these challenges, projects operating in similar contexts can synchronize their activities and harness the advantages of agile methodologies at a large scale. The article delves into comprehensive discussions on these challenges, offering valuable insights and directions for future research endeavors.

Identifying and Categorizing Challenges in Large-Scale Agile Software Development Projects: Insights from Two Swedish Companies

We conducted a case study to examine the challenges encountered in large-scale agile development (LSAD) within two Swedish software companies. While agile methodologies have proven successful in small and medium-sized projects, their implementation in large-scale software development projects can be problematic. To identify these challenges, we employed thematic analysis, which revealed a total of 26 distinct challenges. These challenges were categorized into three main themes: Processes and practices, Teams, and Organizational-level challenges in LSAD. By recognizing and addressing these challenges, projects operating in similar contexts can synchronize their activities and harness the advantages of agile methodologies at a large scale. The article delves into comprehensive discussions on these challenges, offering valuable insights and directions for future research endeavors.

A Taxonomy of Inter-Team Coordination Mechanisms in Large-Scale Agile

In large-scale agile software development, many teams work together to achieve overarching project goals. The more teams, the greater the coordination requirements. Despite the growing popularity of large-scale agile, inter-team coordination is challenging to practice and research. We conducted a case study over 1.5 years in a large-scale software development firm to better understand which inter-team coordination mechanisms are used in large-scale agile and how they support inter-team coordination. Based on a thematic analysis of 31 interviews, 113 hours of observations, and supplemental material, we identified 27 inter-team coordination mechanisms. From this, we offer the following contributions. First, we propose a taxonomy of inter-team coordination with three categories: coordination meetings, such as communities of practice, inter-team stand-ups, and retrospectives; coordination roles, such as the program architects and the platform team; and coordination tools and artefacts, such as Slack and JIRA as well as inter-team task boards, product backlogs, and roadmaps. Second, the coordination mechanisms displayed combinations of four key characteristics, technical, organizational, physical, and social (TOPS), which form the basis of the TOPS framework to capture the multifaceted characteristics of coordination mechanisms. <italic xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink">Technical</i> relates to the software product and/or technical tools supporting software development. <italic xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink">Organizational</i> pertains to the structural aspects of the organization. <italic xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink">Physical</i> refers to tangible or spatial characteristics. <italic xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink">Social</i> captures interpersonal and community-based characteristics. Finally, the taxonomy and the TOPS framework provide a knowledge base and a structured approach for researchers to study as well as for software practitioners to understand and improve inter-team coordination in large-scale agile.

Factors Affecting On-Time Delivery in Large-Scale Agile Software Development

Late delivery of software projects and cost overruns have been common problems in the software industry for decades. Both problems are manifestations of deficiencies in effort estimation during project planning. With software projects being complex socio-technical systems, a large pool of factors can affect effort estimation and on-time delivery. To identify the most relevant factors and their interactions affecting schedule deviations in large-scale agile software development, we conducted a mixed-methods case study at ING: two rounds of surveys revealed a multitude of organizational, people, process, project and technical factors which were then quantified and statistically modeled using software repository data from 185 teams. We find that factors such as requirements refinement, task dependencies, organizational alignment and organizational politics are perceived to have the greatest impact on on-time delivery, whereas proxy measures such as project size, number of dependencies, historical delivery performance and team familiarity can help explain a large degree of schedule deviations. We also discover hierarchical interactions among factors: organizational factors are perceived to interact with people factors, which in turn impact technical factors. We compose our findings in the form of a conceptual framework representing influential factors and their relationships to on-time delivery. Our results can help practitioners identify and manage delay risks in agile settings, can inform the design of automated tools to predict schedule overruns and can contribute towards the development of a relational theory of software project management.

Spatial and Temporal Audience Behavior of Scrum Practitioners Around Semi-Public Ambient Displays

Exploring spatial and temporal audience behavior around ambient displays is an important area of HCI research. It aids in, for instance, understanding better user appropriation in natural environments. However, there are only a few tools to capture said behavior, and simultaneously, little knowledge of the space around ambient display installations exists. In this research, we report on audience behavior observed during an in-the-wild study where we deployed our custom Ambient Surfaces solution in a professional, large-scale agile software development context for circa 5 years. Across 18 weeks in 2017, we collected skeletal data with two Microsoft Kinect v2 cameras resulting in behavior information of more than 30,000 passersby. Our results indicate, among others, that users did show the highest levels of engagement at quite some distance to the Ambient Surfaces and that people engaging in direct interaction did so rather purposely. Ultimately, this article encapsulates our research’s originality in four contributions including an approach to separate passersby from real users and an in-depth exploration of skeletal data. With the tools and methods illustrated, we hope to demonstrate manifold insights for future research on audience behavior tracking.

Changes to team autonomy in large-scale software development: a multiple case study of Scaled Agile Framework (SAFe) implementations

Large-scale transformations of agile ways of working have received more attention in the industry in recent years. Some organizations have developed their own solutions for scaling, whereas many have chosen trademarked frameworks. In large-scale agile software development, many developers and development teams carry out work simultaneously. When autonomous teams need to coordinate toward a common goal, they must sacrifice some level of autonomy. Development, testing, and integrations need to be coordinated with other teams and aligned with an organization´s programs or portfolio. Through the conducting of 28 interviews and 17 on-site visits, this multiple case study explored how team autonomy changed in three agile software development organizations that implemented the Scaled Agile Framework (SAFe). The positive changes to team autonomy that they experienced as a result included getting a better overview, making better long-term decisions, giving and receiving help, and signaling limitations. We found two negative impacts on team autonomy: limited feature choice and enforced refinement. The study extends previous research on large-scale agile software development and improves our understanding of impacts on team autonomy.

To schedule or not to schedule? An investigation of meetings as an inter-team coordination mechanism in largescale agile software development

Coordination of teams is critical when managing large programmes that involve multiple teams. In large-scale software development, work is carried out simultaneously by many developers and development teams. Results are delivered frequently and iteratively, which requires coordination on different levels, e.g., the programme, project, and team levels. Prior studies of knowledge work indicate that such work relies heavily on coordination through "personal" modes such as mutual adjustment between individuals or through scheduled or unscheduled meetings. In agile software development processes, principles and work structures emerge during the project and are not predetermined. We studied how coordination through scheduled and unscheduled meetings changes over time in two large software development programmes relying on agile methods. Our findings include transitions from scheduled to unscheduled meetings and from unscheduled to scheduled meetings. The transitions have been initiated both bottom-up and top-down in the programme organizations. The main implication is that programme management needs to be sensitive to the vital importance of coordination and the coordination needs as they change over time. Further, when starting a program, we recommend to early identify the important scheduled meetings, as having enough scheduled meetings is important to develop a common understanding of domain knowledge.

Spontaneous Utilization: A Classic Grounded Theory of Utilizing Ambient Displays in Professional, Large-Scale Agile Software Development Environments

ABSTRACT This research addresses an interdisciplinary problem area concerning the long-term deployment of socially embedded technology in authentic environments. It concentrates on the case of ambient displays, where long-term research in the real world is still scant and evidentially requires methodological development. This study seeks to advance on this situation at both findings and methodological levels. To this end, we introduce our Ambient Surfaces solution that was deployed in the agile software development department of a company for circa 5 years. Classic grounded theory was chosen to methodologically guide the evaluation, while the theoretical contribution of this work is a substantive theory exemplified by its core category of Spontaneous utilization. The theory reveals insights on how ambient displays are utilized by practitioners in professional and large-scale agile environments. We found, among others, that staff members used the Ambient Surfaces largely not on purpose, that our solution evolved toward having a strong emphasis on progress tracking information, and that inter-team awareness as well as intra-team communication were encouraged.

Finding the sweet spot for organizational control and team autonomy in large-scale agile software development

Agile methods and the related concepts of employee empowerment, self-management, and autonomy have reached large-scale software organizations and raise questions about commonly adopted principles for authority distribution. However, the optimum mechanism to balance the need for alignment, quality, and process control with the need or willingness of teams to be autonomous remains an unresolved issue. In this paper, we report our findings from a multiple-case study in two large-scale software development organizations in the telecom industry. We analysed the autonomy of the agile teams in the organizations using Hackman’s classification of unit authority and found that the teams were partly self-managing. Further, we found that alignment across teams can be achieved top-down by management and bottom-up through membership in communities or through dialogue between the team and management. However, the degree of team autonomy was limited by the need for organizational alignment. Top-down alignment and control were maintained through centralized decision-making for certain areas, the use of supervisory roles, mandatory processes, and checklists. One case employed a bottom-up approach to alignment through the formation of a community composed of all teams, experts, and supporting roles, but excluding managers. This community-based alignment involved teams in decision-making and engaged them in alignment initiatives. We conclude that implementation of such bottom-up structures seems to provide one possible mechanism for balancing organizational control and team autonomy in large-scale software development.

Comparing Methods for Large-Scale Agile Software Development: A Systematic Literature Review

Following the highly pervasive and effective use of agile methods at the team level, many software organisations now wish to replicate this success at the organisational level, adopting large-scale agile methods such as SAFe, Scrum-at-Scale, and others. However, this has proven significantly challenging. An analysis of the extant literature reveals a disparate set of studies across each individual method, with no cross-method comparison based on empirical evidence. This systematic literature review compares the main large-scale agile methods, namely SAFe, LeSS, Scrum-at-Scale, DAD, and the Spotify model. It is the first study to analyse and compare each of the method’s principles, practices, tools, and metrics in a standardised manner. For each method, it presents not just the original method specifications but also all extensions and modifications to each method proposed by subsequent empirical research. It includes in this comparison not just commercial large-scale methods but also those that have been custom-built in organisations such as Nokia, Ericsson, and others. Based on the findings reported in this study, practitioners can make a more informed decision as to which commercial method or method component or, indeed, custom-built method is better suited to their needs. Our study reveals a number of theoretical and practical issues in the current literature, such as an emphasis on the practices of commercial frameworks at the expense of their underlying principles, or indeed any of the custom method. A set of challenges and success factors associated with the use of large-scale agile methods are identified. The study also identifies a number of research gaps to be addressed across methods.

Effort estimation in large-scale software development: An industrial case study

Context: Software projects frequently incur schedule and budget overruns. Planning and estimation are particularly challenging in large and globally distributed agile projects. While software engineering researchers have been investigating effort estimation for many years to help practitioners to improve their estimation processes, there is little empirical research about effort estimation in large-scale distributed projects involving agile teams.Objective: The objective of this paper is three-fold: i) To identify how effort estimation is carried out in large-scale distributed agile projects; ii) to analyze the accuracy of the effort estimation processes in large-scale distributed agile projects; and iii) to identify and investigate the factors that impact the accuracy of effort estimates in large-scale distributed agile projects.Method: We performed an exploratory longitudinal case study. The data collection was operationalized through archival research and semi-structured interviews.Results: The main findings of the studied case are: 1) A two-stage estimation process, with re-estimation at the analysis stage, improves the accuracy of the effort estimates; 2) underestimation is the dominant trend; 3) less mature teams incur larger effort overruns; 4) requirements with larger size/scope incur larger effort overruns; 5) requirements developed in multi-site settings incur larger effort overruns as compared to requirements developed in a co-located setting; 6) requirements priorities impact the accuracy of the effort estimates.Conclusion: A two-stage effort estimation process can improve effort estimation accuracy and seems to address some of the challenges in large-scale agile software development. To improve effort estimates one needs to consider team maturity, distribution as well as requirements size and priorities.

Coordination in multi-team programmes: An investigation of the group mode in large-scale agile software development

Coordination of work teams is critical when managing large programmes that involve multiple teams. Prior studies of knowledge work indicate that such work relies heavily on coordination through "personal" modes such as mutual adjustment between individuals or through scheduled or unscheduled meetings. We studied how coordination through scheduled and unscheduled meetings change over time in two large software development programmes. Findings include transitions from scheduled to unscheduled meetings and from unscheduled to scheduled meetings. The main implication is that programme management needs to be sensitive to the vital importance of coordination as well as the coordination needs as they change over time.

Research challenges in large-scale agile software development

Agile software development methods are increasingly used in large-scale software development. This article summarizes some of the discussion on research challenges in large-scale agile development at a workshop at the International Conference on Agile Software Development (XP2013), in the form of a research agenda.

Introduction to the Special Issue—Flexible and Distributed Information Systems Development: State of the Art and Research Challenges

Process flexibility and globally distributed develop-ment are two major current trends in software andinformation systems development (ISD). The questfor flexibility is very much evident in the recent devel-opment and increasing acceptance of various agilemethods, such as eXtreme Programming (Beck andAndres 2005) and Scrum (Schwaber and Beedle 2002).Agile development methods are examples of appar-ently major success stories that seem to have runcounter to the prevailing wisdom in information sys-tems (IS) and software engineering. However, ratherthan being antimethod, agile approaches operate onthe principle of “just enough method.” The quest forflexibility is also apparent in the currently increasinginterest in striking a balance between the rigor of tra-ditional approaches and the need for adaptation ofthose approaches to suit particular development situ-ations. Although suitable methods may exist, devel-opers struggle in practice when selecting methodsand tailoring them to suit their needs. Certainly,agile methods are not exempt from this problem asthey too need to be flexibly tailored to the devel-opment context at hand (Fitzgerald et al. 2006a).Distributed development recognizes that, more andmore, ISD takes place in globally distributed settings.This is perhaps most evident in the many cases ofoffshoring and outsourcing of software developmentto low-cost countries (King and Torkzadeh 2008). Dis-tributed development places new demands on thedevelopment process through the increased complex-ity related to communication, coordination, cooper-ation, control, and culture, as well as to technologyand tools. Interestingly, many of the difficulties facedin globally distributed ISD are the same issues sur-faced by agile methods and development flexibility ingeneral.It is something of an irony that the special issuebefore us appears on the bicentenary of Darwin’sbirth. Evolutionary theory suggests that success andsurvival are not the preserve of the strongest nor themost intelligent. Rather, the ability to adapt to chang-ing circumstances is the key trait. Flexibility, one ofthe twin primary points of focus for this special issue,addresses this trait directly. A further parallel is thatDarwin’s theory of evolution was best exemplified bydifferences across different spatial locations. This isalso inherent in the second focal point for the specialissue dual focus—distributed development.