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

Abstract

This article reports on a domain-specific software development venture at Nordea. We explore organizational constraints, challenges, and corrective actions undertaken when scaling the agile development approach of their Core Banking Platform program. The fit and required customizations of the rather complex and rigid SAFe framework in a policy-heavy financial institution are audited against the organic growth of the program. In a qualitative study with three cycles using the Action Research method, both organizational and technical restrictions were tackled jointly with the company employees. Thirty-four potential solutions were developed-some of which turned out to be dead-ends. Ultimately, the effectiveness of prior recommendations was tested in a highly challenging implementation environment, and the list of guidelines was extended. We discovered several meeting and collaboration schemes that are not fully aligned with previous reports.

Metode Multi Attribute Utility Theory (MAUT) dalam Keputusan Pengendalian Persediaan Obat dan Alat Kesehatan

“…Kerangka kerja memberikan langkahlangkah dan metode dalam melakukan penelitian [24]. Sistematis kerangka penelitian yang jelas akan memberikan kemudahan dalam memecahkan masalah dan mempermudah deteksi jika terdapat kekurangan dan kesalahan dalam penelitian [25]. Tahapan penelitian ini disajikan pada Gambar 1.…”

Self-service kits to scale knowledge to autonomous teams - concept, application and limitations

“…Departmental borders and, more generally, organizational silos [2] in classical hierarchical corporate organizations lead to the fact that agile transformation efforts frequently fail reaching the critical mass of entities required to make the change happen on a large scale. Overcoming these boundaries requires specific strategies that typically rely on the presence and active involvement of agile trainers and coaches in a huge number of departments [3]. These coaches have the mission to introduce agile mindsets and practices in a way that is most appropriate to the current organizational culture and practices of that very unit.…”

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

“…3 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][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.…”

“…[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).…”

“…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). 26 Tailoring software engineering methods can be classified into one of two approaches -namely, situational method engineering and method configuration 5,27 (some researchers consider method configuration as a particular form of situational method engineering).…”