Reflecting and adjusting in large-scale Agile software development : A case study

Abstract: Background. Agile software development has seen increased use in large-scale projects in recent times. Many larger corporations transition from using a traditional plan-driven approach for developing software to applying the Agile methodology within its processes. Large-scale Agile projects are inherently difficult to implement as there are many challenges associated with it. Many Agile frameworks have been developed to make it easier to apply the Agile methodology on a large-scale. The Agile principle of reflecting and adjusting at regular intervals can be used for developing these frameworks and allows practitioners to find ways to mitigate the challenges that large-scale Agile projects face. Objectives. This thesis aims to explore how a large-scale Agile project applies the Agile principle of reflecting and adjusting its work process, both at the overall and team level. The objectives of the thesis are to find out how the case organization regularly reflects on its work process and how it enables adjustments through the distribution of roles that can enforce changes. An additional objective is to find out what the perceived challenges are that are associated with performing regular reflections and adjustments in a large-scale Agile context. Methods. A field study is conducted at a large-scale Agile project. The field study includes direct observations of day-to-day work and scheduled meetings, interviewing project participants, and reading company documentation. The collected data is thematically analyzed to identify how the case organization reflects and adjust its work process and what the perceived challenges are. Results. Three different events are identified at the case organization to apply the Agile principle of reflecting and adjusting: reference groups to reflect on larger matters affecting much of the project, retrospective meetings to some extent to reflect within the different teams, and day-to-day reflections. All the identified roles can influence change for most parts of the process, but can only enforce change on their part of the process. Six themes are identified as perceived challenges associated with the Agile principle of reflecting and adjusting: Deadlines and time limits, multiple tasks within the teams, disinterest or misunderstanding the Agile principles, different levels of Agile, and established process and complacency. Conclusions. The case organization applies several different reflective events that address some of the challenges that are associated with large-scale Agile projects. The case organization has many other challenges relating to these events and they are all associated with other challenges previously discovered in related works.