A growing number of scholars and practitioners have recognized that value is defined and cocreated by citizens and that citizens must be involved in the service delivery process to improve the quality and efficacy of public services. Central to this servicedominant logic is that public sector organizations cannot manufacture value for citizens; they can only make a value proposition that the citizen might choose to use. Hence, value must be cocreated. However, this cocreation entails accommodating cocreation practices with millions of users. Currently, cocreation is often limited to involving a carefully selected set of users in crafting requirements early and/or measuring user satisfaction upon service launch. There is an empirical blindspot in the current literature in terms of how to shape service delivery in a way that is capable of effectively capturing emergent and process-oriented value cocreation across large user groups. Through a longitudinal case study of the IT department at the Norwegian Labour and Welfare Administration (NAV), which provides services to millions of users, this paper explores how digital platforms are used to transform value cocreation into a process of continuous improvement. We find that adopting a process-oriented approach for cocreation within public sector organizations requires structural changes, including sourcing strategy and governance structure. We also show the importance of digital platforms in increasing the efficiency of cocreation. We discuss how these structural changes were made and the role played by digital platforms in achieving these changes.
Many see retrospectives as the most important practice of agile software development. Previous studies of retrospectives have focused on process and outcome at team level. In this article, we study how a large-scale agile development project uses retrospectives through an analysis of retrospective reports identifying a total of 109 issues and 36 action items as a part of a longitudinal case study. We find that most of the issues identified relate to team-level learning and improvement, and discuss these findings in relation to current advice to improve learning outcome in large-scale agile development 1 .
When scaling agile development methods, the principle of continuous improvement is challenged since most practices to support it is described on the team level and not on the project level. In this study we compare practices from two published empirical case studies on large-scale agile development implementations, with a focus on knowledge networks and process improvement. Our findings indicate that continuous process improvement will be influenced by the project type. There is a clear need for dynamic structures for learning and coordination, and these structures needs to be supported by a clear decision making process. We also describe informal arenas as an alternative to knowledge sharing in the traditional communities of practice suggested by large scale frameworks. CCS Concepts Software and its engineering → Software creation and management → Software development process management → Software development methods → Agile software development
Abstract. Agile methods are increasingly being applied to large scale and distributed software development. While there is much evidence to support the efficiency of agile practices in small co-located team, less is known about the applicability of these practices to large scale projects. This paper gives an outline of planned research on the scaling of retrospectives. By using retrospectives as an empirical lens I will try to gain insight into the limitations and benefits of agile practices in large scale and distributed development.
e public sector is facing a massive digitalization process in order to provide faster and more automated services to the public. Several new projects in this sector are developing so ware using agile methodologies. ere is, however, a lack of empirical research on how these methods are used in practice, how they are adapted to these complex and large se ings, and how the projects achieves good coordination. In this paper we outline our initial research proposal to study a large-scale agile development program in the public sector. Our primary focus is to make sure the research is grounded in the reality of the practitioners and so we seek to follow an engaged scholarship model in order to make our research relevant as well as rigorous. CCS CONCEPTS •So ware and its engineering →Agile so ware development;
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