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

Abstract

Despite a wide range of scaling frameworks available, large‐scale agile transformations are not straightforward undertakings. Few organizations have structures in place that fit the predefined workflows – while once one applies an off‐the‐shelf framework outside of its prescribed process, guidance quickly runs out. In this paper, we demonstrate how to instantiate a method configuration process using a lightweight experimental approach embedded in Action Research cycles. The proposed approach was developed to assist practitioners working on a multiple‐team project at Intel Technology Poland to find the right practices to continue their Nexus‐based transformation and integrate their in‐house method into the already established company structures, processes, and routines. In particular, it enabled identifying a series of challenges with scaled practices and coping with those. The challenges ranged from logistical problems, through poor availability of the Product Owner, to lackluster knowledge transfer and a wide array of communication/coordination issues at meetings. The study broadens the current body of knowledge within technology management and the scaled agile method‐tailoring domain. It indicates potential corrective actions that may be taken advantage of by entities that are not inclined, due to organizational constraints, to directly implement an off‐the‐shelf framework. Furthermore, our study demonstrates that a gradual transition to large‐scale agile at the project level (1) is possible with the preservation of traditional command‐and‐control management practices; (2) requires neither middle management involvement nor upfront investment; and (3) does not need to disrupt the continuous delivery of the product.

Agile software development approach for 'ad-hoc' IT projects

“…Software engineering is empirical knowledge, a synthesis of the experience of thousands of software development centers [40]. AR is a method of qualitative inquiry strongly oriented towards resolving practical problems of real-world organizations [41]. In contrast to waterfall-based methods, AR is capable of recognizing local perspectives [42] and is cyclic in nature.…”

A longitudinal case study on Nexus transformation: Impact on productivity, quality, and motivation

“…Action research was adopted at Intel Technology Poland to assist practitioners working on a multiple-team project, find the right practices to continue their Nexus-based transformation, and integrate these as part of already established company structures, processes and routines. 26 There are some studies describing assessments of challenges and success factors for scaled agility. 27,28 These studies make qualitative assessments of scalable agile frameworks considering similarities and differences of Nexus with other scaled agile frameworks.…”

“…There can also be logistical problems, poor information transfer, and a wide range of communication/coordination issues in meetings. Action research was adopted at Intel Technology Poland to assist practitioners working on a multiple‐team project, find the right practices to continue their Nexus‐based transformation, and integrate these as part of already established company structures, processes and routines 26 …”

Scalable Agile Frameworks in Large Enterprise Project Portfolio Management

“…2) Prioritization of the project portfolio: Because of the large investments required to meet strategic and stated project objectives, it is necessary to centralize strategic projects into a single portfolio as the focus of the entire organizational strategy based on a rigorous process of prioritization and selection of investments based on their criticality, value generation, and alignment with the strategy [63]. Therefore, it is necessary to focus on people's wellbeing at the organizational level to achieve satisfactory results in the short term.…”

“…Recent studies have added that companies rely on scalable agile frameworks to improve communication, coordination, and productivity of agile teams [19], [83], [115]. These multifunctional, self-organized, and highly skilled teams are responsible for the success of projects and the roles of traditional project managers [26], [54], which have become the focus of agile practices developed in release planning because they represent the essential needs of customers [63], [64]. This role seeks to realize business benefits through frequent deliveries to customers with continuous feedback loops [6], resulting in higher success rates for software project portfolios [85].…”