Scaled Agile Framework Meets Traditional Management – A Case of a Financial Services Provider

2023 | International Conference on Information Systems | Citations: 0

Authors: Bitzer, Michael; Brax, Franziska; Teuchert, Antonie

Abstract: Inspired by the success of agile practices in small teams, organizations seek t ... Expand

Abstract: Inspired by the success of agile practices in small teams, organizations seek to achieve agility at scale, leading to large-scale agile transformations. Several frameworks have been developed to guide organizations through this process. While multiple challenges for adopting scaled agile frameworks have already been identified, research on the interplay between traditional management approaches and scaled agile frameworks is scarce. We conduct an in-depth exploratory case study with a German financial services provider to identify tensions that arise when applying a scaled agile framework in a non-agile environment. As a result, we derive 13 tensions along with three areas: goal-setting, planning, and reporting. Thereby, we advance the understanding of tensions within large-scale agile transformations and provide a foundation for future research on scaled agile practices in traditional organizations. Further, we provide insights for managers to ensure the successful application of scaled agile frameworks. Collapse

Topics: scaled agile framework agile software development Scrum marketing management customer relationship management

Methods: qualitative interview design methodology case study triangulation personal interview

From transformation to normalisation: An exploratory study of a large-scale agile transformation

2023 | Journal of Information Technology | Citations: 0

Authors: Carroll, Noel; Conboy, Kieran; Wang, Xiaofeng

Abstract: Following the highly pervasive and effective use of agile methods at the team le ... Expand

Abstract: 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. However, an analysis of extant literature reveals (i) a lack of theoretically grounded studies of large-scale agile transformations; (ii) weak assumptions underpinning those that do exist; and (iii) an overly simplistic and often problematic over-reliance on simple adherence to agile methods. In addition, there is a lack of insights on why large-scale agile transformations fail. To explore this, we apply normalisation process theory (NPT) to examine key challenges in normalising (i.e. the process of embedding and sustaining) large-scale agile methods. We present an in-depth case study of large-scale agile transformation and demonstrate how failing to normalise a large-scale agile method can unravel an organisation’s transformation efforts. There are four key contributions from this research. First, this study shows that the standard focus on initial adoption is one of the main reasons for the widespread failure of digital transformations and in this case a large-scale agile transformation. Second, this is the first study to introduce and empirically apply NPT to information system development (ISD) as an illustrative guide for those across information systems field to follow. Third, we present key recommendations based on NPT to guide researchers and practitioners on the normalisation of large-scale transformations. Fourth, we present an agenda for future research on large-scale agile transformations. Collapse

Topics: Spotify digital service agile software development sensemaking digital transformation

Methods: case study design methodology qualitative interview qualitative coding literature study

Theories: information systems theory sociological theory dynamic capabilities theory

Exploring Teams' Temporal Factors for Determining Process Tailoring that Promotes the Evolution of Agilebased Software Development

2023 | ACM SIGMIS Database | Citations: 0

Authors: Chen, Chung-Yang; Lee, Jung-Chieh

Abstract: In contemporary software development, software process tailoring (SPT) refers to ... Expand

Abstract: In contemporary software development, software process tailoring (SPT) refers to the continual planning and adjustment of the development process, which evolves to better accommodate dynamics and meet customer needs. SPT is a critical teamwork involving the differences in time-related perceptions among team members when tailoring to adjust and refine the development. This is particularly true in agile-based projects that promote iterative development over shorter cycle times for early release; thus, temporality is critical to efficiently and effectively determine a process solution for the next iteration of time-bound development. In this regard, this study theorizes a temporal model to explore how teams' temporal leadership, temporal reflexivity and shared temporal cognitions (STC) collectively determine SPT performance in agile environments. Based on an empirical examination, we suggest facilitating the role of temporal leadership in agile development, as the results demonstrate that it not only directly increases SPT performance but also stimulates both temporal reflexivity and STC in their collateral influences on effectual development planning. Notably, the results also show that team reflexivity does not exert the same favorable effect in SPT as in the distributed team environment. Theoretical implications are considered, and practical applications of the findings are provided. Collapse

Topics: agile software development virtual teamwork co-located work systems development collaborative work

Methods: survey partial least squares regression design methodology theory development longitudinal research

Mastering Agile Practice Adoption through a Model-Driven Approach for the Combination of Development Methods

2023 | Business & Information Systems Engineering | Citations: 0

Authors: Giachetti, Giovanni; de la Vara, José Luis; Marín, Beatriz

Abstract: Many software companies are adapting their traditional development processes to ... Expand

Abstract: Many software companies are adapting their traditional development processes to incorporate agile practices. In this context, it is necessary to count on expert knowledge to evaluate different agile practices and configure them according to project needs. However, this expert knowledge is scarce, difficult to validate, and time-consuming, since it is applied manually. As a solution, the paper presents a model-driven approach, called SIAM, which automatically generates guidelines for the adoption of agile practices through the combination of different development methods. SIAM is supported by a meta-model architecture to implement a knowledge repository that characterizes method configuration decisions, which can be reused in different development projects. SIAM has been implemented in a tool suite that facilitates the specification of models and the identification of issues during the definition of the development processes. The approach has been successfully applied to reconfigure an industrial development process with agile methods, showing that the effort required for tailoring agile practices according to organizational standards is considerably reduced. Collapse

Topics: agile software development Scrum knowledge repository system development method waterfall model

Methods: design methodology business process modeling case study metamodel design science

Uncovering Situations of Cargo Cult Behavior in Agile Software Development Method Use

2023 | HICSS | Citations: 0

Authors: Havstorm, Tanja Elina; Karlsson, Fredrik; Hedström, Karin

Abstract: Misinterpretations and faulty use of Software Development Method (SDM) practices ... Expand

Abstract: Misinterpretations and faulty use of Software Development Method (SDM) practices and principles are identified pitfalls in Software Development (SD). Previous research indicates cases with method adoption and use failures; one reason could be the SDM Cargo Cult (CC) behavior, where SD organizations claim to be agile but not doing agile. Previous research has suggested the SDM CC framework as an analytical tool. The aim of this paper is to refine the SDM CC framework and empirically test this version of the framework. We use data from an ethnographical study on three SD teams’ Daily Scrum Meetings (DSM). The empirical material was collected through observations, interviews, and the organization’s business documents. We uncovered twelve CC situations in the SD teams’ use of the DSM practice, structured into seven categories of SDM deviations: bringing irrelevant information, canceling meetings, disturbing the team, receiving unclear information, bringing new requirements, problem-solving, and task distribution. Collapse

Topics: Scrum software developer problem solving

Methods: qualitative interview design methodology field study ethnography

Theories: self determination theory social action theory organizational behavior theory motivation theory

Design Thinking for Effective Collaboration in Multi-Stakeholder Requirements Engineering

2023 | Americas Conference on Information Systems | Citations: 0

Authors: Ludmann, Julia; Przybilla, Leonard

Abstract: Requirements engineering is perceived as one of software development's most vit ... Expand

Abstract: Requirements engineering is perceived as one of software development's most vital but complex activities. Despite considerable advances, many software products continue to fail to fulfil their users' needs. A multistakeholder environment with several groups of users and developers additionally exacerbates known challenges in requirements elicitation. Following principles of action research, we investigate how practices of design thinking as an established approach to human-centred innovation may overcome or at least attenuate challenges of requirements elicitation in a multi-stakeholder environment. By observing and modelling the current requirements elicitation process of a multi-stakeholder app development project of an international OEM, we identified several challenges, for example, related to arbitrary prioritisation of requirements. Integrating our empirical observations of the requirements elicitation process with extant knowledge of design thinking, we propose a new requirements engineering process to address the challenges we identified. An evaluation of Infused Design thinking within the new process in the app development project supports the expectation of improved outcomes. As a key benefit, we observed improvements in the understanding of user needs in the engineering and development teams when harnessing the new process. We conclude by discussing the implications of our results for both research and practice. Collapse

Topics: design thinking requirements analysis requirements elicitation mobile application user requirement

Methods: design methodology qualitative interview design artifact action research business process modeling

UNDERSTANDING THE SOCIO-TECHNICAL ASPECTS OF LOW-CODE ADOPTION FOR SOFTWARE DEVELOPMENT

2023 | European Conference On Information Systems | Citations: 0

Authors: Naqvi, Syed Asad Ali; Zimmer, Markus; Syed, Rehan; Drews, Paul

Abstract: Organizations leverage several approaches for creating software applications th ... Expand

Abstract: Organizations leverage several approaches for creating software applications that meet the requirements of specific contexts. Besides well-researched approaches like software development, outsourcing, or customizing commercial software packages, low-code platforms today offer a new approach for creating software. The low-code approach allows to develop software without or with limited actual coding by combining executable software components into workflows. While the low-code approach simplifies software development and reduces effort and time, we lack explanations on why organizations adopt it, and which challenges are associated with its adoption. We, therefore, investigate the adoption of the low-code approach based on the technology-organization-environment framework. We identified ten aspects supporting and six aspects hindering the adoption of the low-code approach. For practice, we propose a model that can assist organizations in determining the adequacy for adopting the low-code approach. Collapse

Topics: low code development platform systems development system development method software developer innovation management

Methods: qualitative interview archival research literature study qualitative coding grounded theory

Theories: theory of everything technology organization environment framework

Introduction to the Minitrack on Agile and Lean: Organizations, Products and Development

2023 | HICSS | Citations: 0

Authors: Saltz, Jeffrey; Anderson, Edward; Sutherland, Alex

Abstract: Over the past two decades, implementation of Agile and Lean methods for softwar ... Expand

Abstract: Over the past two decades, implementation of Agile and Lean methods for software development has increased radically. Agile and Lean practices (which we define broadly to include Scrum, XP, Lean Startup, as well as other related approaches) have been shown to decisively improve the rapidity and success of software projects. Moreover, newer techniques, such as DevOps are emerging, platforms and other new business models are proliferating, and organizations are adapting Agile and Lean methods to non-digital or hybrid digital-physical projects. Research, however, has not kept pace with this growth, which is problematic because understanding how to improve Agile and Lean methods is becoming ever more vital to business success. Collapse

Topics: agile software development devops innovation management system development method IT project

Methods: design methodology case study ethnography

Theories: sociotechnical systems theory

Task Conflict Resolution in Designing Legacy Replacement Systems

2023 | Journal of Management Information Systems | Citations: 0

Authors: Tsai, Jacob Chia-An; Jiang, James J.; Klein, Gary; Hung, Shin-Yuan

Abstract: Organizations undergo significant change in the pursuit of digital transformatio ... Expand

Abstract: Organizations undergo significant change in the pursuit of digital transformation. Among those changes is replacing legacy information systems (LIS) with updated systems that integrate data, platforms, and software across all operational functions. The development of a broad legacy replacement system requires extensive resourses and a core development team composed of technical professionals with development oversight and operational experts representing the diverse interests of the functional units. Within the team, replacing LIS raises task conflicts in the distribution of system resources across operational departments and perception differences in the replacement system's alignment with the organization's needs. Prior studies suggest deploying collaborative strategies to resolve task-related conflicts on resource allocation and design preferences without contextual consideration. We built a model rooted in conflict survival theory to consider conflicts arising in the design of the replacement system, identify appropriate design team mechanisms, and examine conflict resolution strategies targeted to the context. A mixed-methods study of survey results from 119 legacy replacements and interviews of legacy replacement project managers indicates that teams adapt responses to the different conflict types inherent to legacy replacement design and should further consider selecting a conflict resolution strategy. Identifying appropriate actions and distinct conflict resolution strategies adds to task conflict theory and advises practice selecting the more appropriate activities and strategies specific to replacement system design. Collapse

Topics: systems design industry 4.0 decision making digital transformation agile software development

Methods: qualitative interview survey mixed method regression analysis method theory development

Managing artificial intelligence projects: Key insights from an AI consulting firm

2023 | Information Systems Journal | Citations: 3

Authors: Vial, Gregory; Cameron, Ann-Frances; Giannelia, Tanya; Jiang, Jinglu

Abstract: While organisations are increasingly interested in artificial intelligence (AI), ... Expand

Abstract: While organisations are increasingly interested in artificial intelligence (AI), many AI projects encounter significant issues or even fail. To gain a deeper understanding of the issues that arise during these projects and the practices that contribute to addressing them, we study the case of Consult, a North American AI consulting firm that helps organisations leverage the power of AI by providing custom solutions. The management of AI projects at Consult is a multi-method approach that draws on elements from traditional project management, agile practices, and AI workflow practices. While the combination of these elements enables Consult to be effective in delivering AI projects to their customers, our analysis reveals that managing AI projects in this way draw upon three core logics, that is, commonly shared norms, values, and prescribed behaviours which influence actors' understanding of how work should be done. We identify that the simultaneous presence of these three logics—a traditional project management logic, an agile logic, and an AI workflow logic—gives rise to conflicts and issues in managing AI projects at Consult, and successfully managing these AI projects involves resolving conflicts that arise between them. From our case findings, we derive four strategies to help organisations better manage their AI projects. Collapse

Topics: artificial intelligence project management supply chain management logistics management systems development

Methods: case study experiment design methodology mathematical model