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The impact of agile coordination practices on conditions for successful coordination
Karlstad University, Faculty of Arts and Social Sciences (starting 2013), Karlstad Business School (from 2013).ORCID iD: 0000-0002-1512-6592
2023 (English)In: International Journal of Agile Systems and Management, ISSN 1741-9174, E-ISSN 1741-9182, Vol. 16, no 3, p. 347-367Article in journal (Refereed) Published
Abstract [en]

Large-scale agile frameworks suggest several practices for coordination between teams in software development projects. These prescribed coordination practices are often described as how to be performed in detail but without explaining the intended impacts. At the same time, agile values emphasise the need for tailoring practices that are not helpful. This study examines how three agile coordination practices influence accountability, predictability, and common understanding, which are important conditions for coordination. A qualitative research strategy was used to investigate three case organisations that implemented the scaled agile framework (SAFe): one bank, one government agency, and one department within the automotive industry. The empirical data consists of 28 semi-structured interviews and observations. The findings show the differing impacts of three investigated agile coordination practices and how the tailoring of practices affects coordination. 

Place, publisher, year, edition, pages
InderScience Publishers, 2023. Vol. 16, no 3, p. 347-367
Keywords [en]
agile practices, agile software development, agile systems, coordination practices, inter-team coordination, project management
National Category
Software Engineering Business Administration
Research subject
Information Systems
Identifiers
URN: urn:nbn:se:kau:diva-96668DOI: 10.1504/IJASM.2023.132470Scopus ID: 2-s2.0-85168722128OAI: oai:DiVA.org:kau-96668DiVA, id: diva2:1795997
Available from: 2023-09-11 Created: 2023-09-11 Last updated: 2023-09-11Bibliographically approved

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Gustavsson, Tomas

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  • Other locale
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