Dependencies of Agile Teams – An Analysis of the Scaled Agile Framework

Abstract

Context: Agile teams are small teams with 3 to 9 members. In complex development endeavors such as systems engineering, an agile team has many dependencies, since it is not possible to incorporate all specialist skills into one team. Frameworks like the Scaled Agile Framework (SAFe) describe how agile teams operate in a larger setting. Objective: The aim of this study is to analyze how agile teams collaborate with their organizational environment. Method: We analyzed SAFe to investigate how much guidance it provides concerning the collaboration between agile teams and their environment. Results: The results show that many different organizational parts exist with which agile teams have to collaborate. SAFe mentions concepts like shared services, system teams, or business teams, but there is no further guidance on collaboration with the agile team. Conclusion: We motivate future research into guidelines for efficient collaboration of agile teams with their organizational environment.

Scaled agile framework. Dealing with software process‐related challenges of a financial group with the action research approach

“…That, in turn, might lead to overburdening business teams and service streams; particulars of collaboration between agile teams remain an issue as well. 28 Kasauli et al place communication-and knowledge management-related challenges in the very center of scaled agile approaches with respect to requirements engineering. 9 Their work also brings up the issues that companies have when meeting security-attributable and other nonfunctional requirements.…”

“…Having extra stakeholders in place upon scaling the Scrum approach with SAFe potentially implies changing the focus, length, and scope of meetings. That, in turn, might lead to overburdening business teams and service streams; particulars of collaboration between agile teams remain an issue as well 28 . Kasauli et al place communication‐ and knowledge management‐related challenges in the very center of scaled agile approaches with respect to requirements engineering 9 .…”

Scaling scrum with a customized nexus framework: A report from a joint industry‐academia research project

“…Nonetheless, as the vast majority of software development projects are unique, they cannot be properly supported by any off‐the‐shelf framework implemented in its original, textbook format 4–13 . Besides, not all organizations are ready to fully implement any framework in a one‐time shift regarding organizational, cultural, and technical aspects, 13,14 whereas there are no gradual approaches or guidelines for large‐scale agile transformation 15,16 . Indeed, previous studies have reported numerous challenges while adopting such frameworks, 4,6,17 including a mismatch between framework and organization, 6,7,13 controversies within the framework, 18–20 complex organization setup, 15,20 changes in management structure, 6,15,19,21,22 fluctuating company's policies, 15,19,21 and change resistance 15,19,20 .…”

“…[4][5][6][7][8][9][10][11][12][13] Besides, not all organizations are ready to fully implement any framework in a one-time shift regarding organizational, cultural, and technical aspects, 13,14 whereas there are no gradual approaches or guidelines for large-scale agile transformation. 15,16 Indeed, previous studies have reported numerous challenges while adopting such frameworks, 4,6,17 including a mismatch between framework and organization, 6,7,13 controversies within the framework, [18][19][20] complex organization setup, 15,20 changes in management structure, 6,15,19,21,22 fluctuating company's policies, 15,19,21 and change resistance. 15,19,20 Not surprisingly, it has been acknowledged that agile methods often need to be tailored to accommodate specific situations [6][7][8]12,14,[23][24][25] or issues (e.g., risk management).…”