BACKGROUND: Autonomous acting of individuals and as teams are key elements of agile, distributed, and partly or entirely distant working environments. The availability of relevant processes, methods, tools, and guidelines is key to leveraging team autonomy. OBJECTIVE: This article presents the design and implementation of a digital self-service kit (SSK) approach featuring high scalability, as well as a quality assurance and continuous improvement mechanism. As consumers, the teams within an organization can use these SSK’s anytime and on-demand without any constraints in location, time, or quota. As producers (of knowledge and experience), they can also assume active roles in the extension and continuous improvement of the SSK’s. METHODS: This has been achieved in open community networks where feedback is actively leveraged and constantly integrated in the SSK’s design. Such open Communities of Practices (CoP) ensure that all interested parties can contribute to the adequateness of both the content and the provision of the SSK’s in both local and distant corporate settings. Both the design and implementation have been done and evaluated in a large-scale international corporate environment where high cultural diversity, as well as distant collaboration are of key importance. RESULTS: The results presented in this article include a generic digital self-service approach to distance learning and coaching of teams in the particular context of the agile transformation of large corporate organizations. Key elements include a strong and systematic expert team involvement in the process of the setup and design of such digital SSK’s, as well as a well-explained and understood kit structure for efficient and effective utilization and re-contextualization of the contained knowledge into team-specific project contexts. This contributes to team autonomy as a major prerequisite for the agile transformation, as well as knowledge scaling across the organisation. CONCLUSIONS: The key insights gained from this experiment confirm the high relevance and effectivity of the approach especially during periods where distant collaborations are essential (e.g. during a pandemic crisis).

The culture of traditional organizations favors firmly established processes and standardization. Therefore, the adoption of Agile and Lean approaches in these organizations is a challenging issue. This paper presents an overview and outlook of the most well‐known Agile and Lean approaches in order to identify which kind of continuous software process improvement (SPI) is inherent in these approaches. The main objective of this research is to show that Lean and Agile SPI approaches can be pursued depending on the target environment, both in traditional and in agile organizations.

The maturity of organizations is measured with process assessment models like the ISO/IEC 33001. The product quality is aligned with internal and external product quality charactersitics based on models like the ISO/IEC 25010. With the shift from the Tailorism-driven process orientation to a more people centric organization, the two dimensions process and product quality have to be extened by the people or team quality dimension. The presented approach offers aspects for agile Team Work Quality (aTWQ), as well as related measurement indicators. The approach is evaluated in the large enterprise context of the Volkswagen AG. The indicators of aTWQ have been integrated and established in the agile tool box for a sustainable agile transition of the company.

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For established domains within highly regulated environments, a systematic approach is needed to scale agile methods and assure compliance with regulatory requirements. The presented approach works adequately in small agile teams – independently of the underlying method such as Scrum, Kanban, etc. – and is scalable to more and bigger teams or even entire subsidiaries. It is based on a compliance and a quality risk dimension respectively. Both dimensions are needed to fit regulatory requirements in our finance example with more than 100 developers in one subsidiary.

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