Titlebook: Agile Processes in Software Engineering and Extreme Programming – Workshops; XP 2019 Workshops, M Rashina Hoda Conference proceedings‘‘‘‘‘‘

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Finnish Enterprise Agile Transformations: A Survey Studyds large-scale agility in search for higher performances. Based on a survey conducted in Finland in 2018, in this paper we explore the current state of the affairs with respect to how extensively organizations are actually transforming themselves, in what ways this takes place in practice and for wh

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Changes Over Time in a Planned Inter-team Coordination Routineies between teams, there is a need for routines to plan and divide work between teams as well as routines to manage emerging dependency issues. These routines are often changed over time, but how tailoring is performed is not much studied. This study aims to fill that gap by presenting the tailoring

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Coordination in Large-Scale Agile Software Developmentts working title “.-.” summarizes the main topics of investigation. While all theoretical and analytical approaches to the data material is not yet determined, I have already started fieldwork in one company which will serve as a main longitudinal case, with more to follow as the project proceeds. I

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Alfredo Conti,Pantaleo Romanelli,Michael Limd of decision-making. We suggest the Agile Matching Theory which implies that prevalent organisational factors and desired agile team features need to match to allow team autonomy to occur. . We therefore encourage managers to further work on a learning organisation and a supportive structure within which autonomous teams can grow.

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Lecture Notes in Computer Science a visualization. .: Frameworks prescribe scaling practices as well as practices on team level. There are practices common to most frameworks like the scaled Scrum events, e.g., a scaled planning meeting or retrospective. .: Practitioners are enabled to make informed decisions when choosing or tailoring their individual Scaling Agile Framework.

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The Influence of Culture and Structure on Autonomous Teams in Established Companiesd of decision-making. We suggest the Agile Matching Theory which implies that prevalent organisational factors and desired agile team features need to match to allow team autonomy to occur. . We therefore encourage managers to further work on a learning organisation and a supportive structure within which autonomous teams can grow.

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Comparing Scaling Agile Frameworks Based on Underlying Practices a visualization. .: Frameworks prescribe scaling practices as well as practices on team level. There are practices common to most frameworks like the scaled Scrum events, e.g., a scaled planning meeting or retrospective. .: Practitioners are enabled to make informed decisions when choosing or tailoring their individual Scaling Agile Framework.

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