PurposeNumerous approaches from the field of economics already exist for the improvement of business processes. In the field of software development, work has been done on improving development processes. For years, the focus here has been on agile approaches. Although various approaches for improving business processes exist, it is becoming increasingly difficult to adapt business processes to the fast-moving conditions of the market and the business environment. Agile approaches address this issue. Thus, not only software development processes, but also business processes should benefit from agile approaches.Design/methodology/approachTo this end, values and principles of the Agile Manifesto, agile methods such as Scrum, and various agile practices such as the Kanban board should be applied in business processes. This paper examines the work already done on this topic. With the help of a systematic literature review (SLR), literature studies dealing with the implementation of the agile approach in business processes are identified.FindingsThis paper presents, investigates and contrasts 12 primary sources dealing with agile and business processes and shows how they are different/ equal regarding three research questions.Originality/valueWe provide an overview of existing approaches handling the combination of agile and business processes to improve business processes.
Context: Agile software development is widely-used by small teams and has benefits like increased transparency or faster feedback. However, companies want to benefit from Agile also in the development of big products, where multiple teams are involved. Many Scaling Agile Frameworks exist, but only few can be found in industry, especially SAFe, LeSS, and Nexus. Objective: The aim of this work is to identify commonalities of existing Scaling Agile Frameworks concerning their practices. Method: We extracted and consolidated the practices of twelve frameworks and compared the frameworks based on their practices using a visualization. Results: 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. Conclusion: Practitioners are enabled to make informed decisions when choosing or tailoring their individual Scaling Agile Framework.
& Key message Decreasing stand density increases resistance, resilience, and recovery of Quercus petraea trees to severe drought (2003), particularly on dry sites, and the effect was independent of tree social status. & Context Controlling competition is an advocated strategy to modulate the response of trees to predicted changes in climate. & Aims We investigated the effects of stand density (low, medium, high; relative density index 0.20, 0.53, 1.04), social status (dominant, codominant, suppressed), and water balance (dry, mesic, wet; summer water balance − 182, − 126, − 96 mm) on the climate-growth relationships (1997)(1998)(1999)(2000)(2001)(2002)(2003)(2004)(2005)(2006)(2007)(2008)(2009)(2010)(2011)(2012) and resistance (Rt), resilience (Rs), and recovery (Rc) following the 2003 drought. & Methods Basal area increments were collected by coring (269 trees) in young stands (28 ± 7.5 years in 2012) of sessile oak (Quercus petraea) in a French permanent network of silvicultural plots. & Results We showed that the climate-growth relationships depend on average site-level water balance with trees highly dependent on spring and summer droughts on dry and mesic sites and not at all on wet sites. Neither stand density nor social status modulated mean response to climate. Decreasing stand density increased Rt, Rs, and Rc particularly on dry sites. The effect was independent of tree social position within the stand. & Conclusion Reducing stand density mitigates more the effect of extreme drought events on drier sites than on wet sites.
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