Agile and Lean: Organizations, Products and Development

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    Why apply agile? - A literature review on work outcomes in agile information systems development
    ( 2022-01-04) Huck-Fries, Veronika ; Spitzer, Rosa
    Agile information systems development (ISD) has become a popular way to manage IT projects. One of the key claims of agile ISD is to increase employees’ work outcomes, such as job satisfaction. However, the research landscape is heterogenous and lacks of a comprehensive overview. In this research, we set out to analyze and synthesize the current state of research on agile ISD and work outcomes by a systematic literature review. Overall, we found a trend of a positive relationship of agile ISD on work outcomes, although there is a variety of constructs that influence this relationship. We propose four directions for future research: perceptions of work, extended quantitative findings, multi-level effects and IT project success.
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    Using Objectives and Key Results (OKRs) and Slack: A Case Study of Coordination in Large-Scale Distributed Agile
    ( 2022-01-04) Stray, Viktoria ; Moe, Nils Brede ; Vedal, Henrik ; Berntzen, Marthe
    Today, many large-scale software projects have members working from home, which has changed the way teams coordinate work. To better understand coordination in this setting, we conducted a case study through which we examined two teams in a large-scale agile project by observing meetings and conducting 17 interviews. Through the lens of Relational Coordination Theory (RCT), we analyzed the use of the goal-setting framework Objectives and Key Results (OKRs) and the collaboration tool Slack. Slack was used for frequent, timely, and problem-solving communication and, and its use decreased the number of planned meetings. However, discussions often started on Slack and continued in virtual ad-hoc meetings. The use of OKRs facilitated knowledge sharing, helped the teams align their goals, and provided inter-team insights. The main implication of our research is that projects using OKRs need to support project members, especially in formulating the key results that align and motivate the teams to work toward the same mission.
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    The Impact of Covid 19 on Agile Software Development: A Systematic Literature Review
    ( 2022-01-04) Neumann, Michael ; Bogdanov, Yevgen
    In 2020, the world changed due to the Covid 19 pandemic. Containment measures to reduce the spread of the virus were planned and implemented by many countries and companies. Many companies sent their employees to work from home. This change has led to significant challenges in teams that were co-located before the pandemic. Agile software development teams were affected by this switch, as agile methods focus on communication and collaboration. Research results have already been published on the challenges of switching to remote work and the effects on agile software development teams. This article presents a systematic literature review. We identified 12 relevant papers for our studies and analyzed them on detail. The results provide an overview how agile software development teams reacted to the switch to remote work, e.g., which agile practices they adapted. We also gained insights on the changes of the performance of agile software development teams and social effects on agile software development teams during the pandemic.
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    Rocket Mortgage Delivers Twice the Value in Half the Time at Scale
    ( 2022-01-04) Juan, David ; Negron, David ; Simmons, Michael ; Sutherland, Jeff
    The conventional wisdom of many Agilists is that Scaled Agile and Scaled Scrum are incompatible. This was tested in 2018 when Rocket Mortgage used a Scaled Agile model to organize 2,000 of their 26,000 team members into teams, and the teams into collections of "release trains" centered around business value streams. The Client Marketing Release Train then took the Scaled Agile model that all release trains were implementing and layered Scaled Scrum with Dev.Ops practices on top of it. By doing so, they reduced the average feature cycle time from 83.7 days to 11.6 days and increased feature delivery by 721% with higher quality. Here we describe the tools and techniques they used to deliver more than twice the value at half the cost.
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    Psychological Safety in Agile Software Development Teams: Work Design Antecedents and Performance Consequences
    ( 2022-01-04) Buvik, Marte ; Tkalich, Anastasiia
    Psychological safety has been postulated as a key factor for the success of agile software development teams, yet there is a lack of empirical studies investigating the role of psychological safety in this context. This study examines how work design characteristics of software development teams (autonomy, task interdependence and role clarity) influence psychological safety and further how psychological safety impacts team performance, either directly or indirectly through team reflexivity. We test our model using survey data from 236 team members in 43 software development teams in Norway. Our results show that autonomy boosts psychological safety in software teams and that psychological safety again has positive effect on team reflexivity and a direct effect on team performance.