Large-scale Scrum Research Articles

Recommendation for Scrum-Based Software Development Process with Scrum at Scale: A Case Study of Software House XYZ

Software House XYZ employs Scrum as one of its software development processes. However, the company faces several challenges in the implementation of Scrum, leading to delays in its product releases. Two specific problems are the control of a large-scale Scrum team and the management of team commitments. To address these issues, the Scrum at Scale framework has been chosen as a solution. Before implementing Scrum at Scale, an assessment of the current Scrum maturity level at Software House XYZ is deemed necessary. The Scrum Maturity Model, adapted to the Scrum Guide 2020, is selected as the method to evaluate how effectively the company is implementing Scrum. A questionnaire comprising 81 practices was distributed to development teams, with 10 valid responses collected. Based on the assessment using the Scrum Maturity Model, the current Scrum implementation maturity at Software House XYZ is rated at level 1, Initial. A total of 61 practices are proposed for improvement in the Scrum process. Scrum at Scale can be implemented once the suggested Scrum process improvements have been made. These recommendations are structured following the framework outlined in the Scrum at Scale Guide 2022. The validation of the Scrum-at-Scale recommendations was conducted by us through interviews with representatives from Software House XYZ. From the validation results, the company expresses interest in trying to implement Scrum at Scale. However, the company agrees to enhance the existing Scrum process within the organization before fully adopting Scrum at Scale.

Agile tailoring in distributed large-scale environments using agile frameworks: A Systematic Literature Review

With the increasing adoption of agile methodologies in distributed software development teams, there is a need to adapt these practices for large-scale environments. However, the lack of specific guidance can make this process difficult. To evaluate how large-scale agile distributed teams adapt their practices to meet their specific contexts, this study launches a Systematic Literature Review (SLR). The SLR presents adaptations of agile methodologies in distributed software development teams operating in large-scale environments. With the growing popularity of agile methodologies, there is an increasing need to adapt them to suit the specific needs of distributed teams operating in large-scale contexts. The review identified 96 adapted practices from five agile frameworks (Scrum, Scaled Agile Framework (SAFe), Large Scale Scrum (LeSS), the Spotify model, and Disciplined Agile Delivery (DAD)) used in various case studies between 2007 and 2021. Scrum was the most commonly adapted framework with 32 customized practices, followed by SAFe (25), LeSS (17), the Spotify model (13), and DAD (9). The review provides insights into how these practices have been tailored to meet the needs of distributed teams in large-scale contexts. The findings can guide organizations in adapting agile practices to their specific contexts.

Implementing Agile Testing Methodologies in Banking Software Project

Agile software development has been increasingly popular in a number of sectors in recent years. Financial businesses are used to this tendency since it requires them to respond to changes in their business environments more swiftly. Agile approaches have emerged to address the limitations of old ones. In response to the ever-changing and dynamic nature of the business environment, software development businesses are increasingly implementing agile methodologies. The word "Agile" originally arose in the disciplines of software development and project management around thirty years ago. It is used to research with wide-ranging implications, and it is utilized at different levels and in different circumstances. Scrum, kanban, large-scale scrum (LeSS), spotify model, continuous integration, Scaled Agile Lean Development (SCALeD), and many more variations of the agile methodology have emerged. Initially implemented at the individual software development and team level, agile has developed into projects, programs, solutions, and portfolios over time, ultimately reaching full-service growth into an enterprise level framework. In order to examine agile methodologies, models, and practices in a less researched area of the banking and financial services industry—from software development and modelling to large-scale case study organization levels—a unique methodology to surveying the literature has been presented in this paper. The study's conclusion outlines the contributing variables, best practices, advantages, and lessons that professionals in the banking and financial services industries may apply to create a simplified, agile deployment.

Adoption of Large-Scale Scrum Practices through the Use of Management 3.0

Software engineering companies have progressively incorporated agile project management methodologies. Initially, this migration occurred mostly in the context of startups, but in recent years it has also sparked interest from other companies with larger and more geographically dispersed teams. One of the frameworks used for large-scale agile implementation is the LeSS framework. This study seeks to explore how Management 3.0 principles can be applied in the context of the ten practices proposed in the LeSS framework. To this end, a qualitative research methodology based on four case studies is used to identify and explore the role of Management 3.0 in software management and development processes that adopt this agile paradigm. The findings show that the principles of Management 3.0 are relevant to the implementation of the LeSS framework practices, especially in fostering team values and personal values; however, distinct principles between the two paradigms are also identified, namely the greater rigidity of processes advocated in the LeSS framework and a greater focus on process automation.

A Risk Management Framework for Large Scale Scrum using Metadata Outer Request Management Methodology

Recently, most software projects became naturally Distributed Agile Development (DAD) projects. The main benefits of DAD projects are cost-saving and being close to markets due to their distributed nature, such as in large-scale Scrum (LeSS). Developing LeSS projects leads to the emergence of challenges in risk management, especially the team collaboration challenges, where there is no standardized process for teams to communicate collaboratively. Team collaboration and the knowledge sharing is a vital resource for a large Scrum team's success. Hence, finding a dynamic technique that facilitates team collaboration in the LeSS environment is necessary. This paper proposes a risk management framework for LeSS using outer metadata requests. The proposed framework manages the outer requests amongst the distributed team. Therefore, it avoids missing team collaboration, risks, and threats to project completion. It also contributes to exchanging team skills and experience. The proposed framework is evaluated by applying it to two different case studies for large-scale Scrum projects. The evaluation results are given. The evaluation proved the effectiveness of the proposed framework.

RegSafe© manifesto - an agile management control methodology for regulatory - driven programs

We investigate existing methodologies for running large scale agile regulatory-driven programs for globally distributed corporations: Scaled Agile Framework (SAFe©), Large-scale Scrum (LeSS) and Disciplined Agile Delivery (DAD). Based on the specific requirements of regulatory-driven programs, high-complexity, equally business value, high level of audit engagement, dispersed customer need, principal-agent conflict caused information asymmetries, we conclude that the existing three methodologies SAFe©, LeSS and DAD do not fully adhere to the business needs for regulatory-driven programs for globally distributed corporations. Based on the identified gaps the methodology is refined and enhanced. This leads to the creation of RegSafe©, the agile management control methodology to scale agile regulatory-driven programs for globally distributed corporations. RegSafe© is based on the agile framework and bundles in a mixed-method approach management control system, stakeholder and behavioral economics underpinnings. The regulatory tsunami caused by the Global Financial Crisis in the Financial Sector and increasing regulatory intervention and less laissez-faire incorporating ad-hoc deliveries, large scale framework metric changes, mandatory global distributed system changes lead to multiple complex large-scale programs. Service industry such as Banks spend more than 60% on their change management program for regulatory compliance. The RegSafe© framework aims at providing a tool for global alignment of such large scale regulatory-driven programs, to enhance efficiency, maximise output, enable continuous delivery and control costs by applying hybrid agile and waterfall-driven planning leading to comprehensive management control system. It has implications for practitioners and researchers on the transformation of agile organizations and program managers of regulatory-driven programs.

IoT methodologies: comparative study

Abstract The Internet of Things or the Internet of Everything is a new and a potentially disruptive technology paradigm. It describes several technologies such as RFID, short range wireless communications, and research disciplines that can connect physical objects from the real world to the internet. To implement IoT solutions, they exist software development approaches like Scrum and Kanban, also, others are adapted viz; Large-Scale Scrum, Scaled Agile Framework and so on., and many methods have proposed such as Ignite | IoT Methodology and IoT Methodology. Most of them have taken agile thinking as a strategy. However, they are monolithic, which are not easy to adopt. Then, a new method is needed to handle the real nature of IoT, particularity, to handle distributed, mobile and human out-of-the-loop concerns, and that can grow as new product evolve and new problems emerge. This research studies and analyses some of the existing IOT methodologies. Particularly, it focuses on these methodologies Scrum, Kanban, Scaled Agile Framework, Ignite | IoT Methodology and IoT Methodology. Our study evaluates their capabilities and compares their main characteristics and behaviors in terms of various methodologies of IoT. The comparison presented in this paper would benefit in selecting an appropriate methodology for the IoT projects. In addition, it identifies their advantages and limits in order to suggest a new approved IoT methodology.

Challenges and facilitators practices for knowledge management in large-scale scrum teams

ABSTRACTSharing and managing knowledge is an essential resource for the success of a Scrum team. However, widely known knowledge management practices typically address only team level collaboration, which cannot be easily scaled to multiple Scrum teams. In this sense, this paper conducts an empirical study at one of the largest information technology companies operating in Portugal, in which multiple Scrum teams working locally and in remote offices develops e-commerce solutions for the African market. Several facilitators’ knowledge practices are identified and discussed, and also the main challenges and difficulties of scaling Scrum practices for large-scale teams are addressed.

Implementing Large-Scale Agile Frameworks: Challenges and Recommendations

On the basis of 13 agile transformation cases over 15 years, we identify nine challenges associated with implementing Scaled Agile Framework, Scrum at Scale, Spotify, Large-Scale Scrum, Nexus, and other mixed or customized large-scale agile frameworks. These challenges should be considered by organizations aspiring to pursue a large-scale agile strategy. We also provide recommendations for practitioners and agile researchers.

Operational release planning in large-scale Scrum with multiple stakeholders – A longitudinal case study at F-Secure Corporation

ContextThe analysis and selection of requirements are important parts of any release planning process. Previous studies on release planning have focused on plan-driven optimization models. Unfortunately, solving the release planning problem mechanistically is difficult in an agile development context. ObjectiveWe describe how a release planning method was employed in two case projects in F-Secure, a large Finnish software company. We identify the benefits which the projects gained from the method, and analyze challenges in the cases and improvements made to the method during the case projects. MethodWe observed five release planning events and four retrospectives and we conducted surveys in the first two events. We conducted six post-project interviews. We conjoined the observation notes, survey results and interviews and analyzed them qualitatively and quantitatively. ResultsThe focal point of the method was release planning events where the whole project organization gathered to plan the next release. The planning was conducted by the development teams in close collaboration with each other and with the other stakeholders. We identified ten benefits which included improved communication, transparency, dependency management and decision making. We identified nine challenges which included the lacking preparation and prioritization of requirements, unrealistic schedules, insufficient architectural planning and lacking agile mindset. The biggest improvements to the method were the introduction of frequent status checks and a big visible planning status board. ConclusionThe release planning method ameliorated many difficult characteristics of the release planning problem but its efficiency was negatively affected by the performing organization that was in transition from a plan-driven to an agile development mindset. Even in this case the benefits clearly outweighed the challenges and the method enabled the early identification of the issues in the project.