Systematic Agile Development in Regulated Environments

Poth, Alexander; Jacobsen, Jan; Riel, Andreas

doi:10.1007/978-3-030-56441-4_14

Cited by 11 publications

(4 citation statements)

References 33 publications

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“…51 On top of that, deliverables of highly regulated industries are subjected to various regulation schemes beyond typical national-level requirements, thereby leading to a disruption of the agile process referred to as ScrumBut or even the unfeasibility of adopting a given framework. 52 This may be particularly true for entities operating within the European Union's single market, which introduces an additional layer of standardization and regulatory power.…”

Section: Large-scale Agile Transformationsmentioning

confidence: 99%

“…Conboy and Carroll warn that should an organizational transformation be based on formal frameworks, boards may be tempted by the counterproductive pursuit of compliance with a particular framework rather than the benefits brought by individual component practices 51 . On top of that, deliverables of highly regulated industries are subjected to various regulation schemes beyond typical national‐level requirements, thereby leading to a disruption of the agile process referred to as ScrumBut or even the unfeasibility of adopting a given framework 52 . This may be particularly true for entities operating within the European Union's single market, which introduces an additional layer of standardization and regulatory power.…”

Section: Background and Related Workmentioning

confidence: 99%

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

2023

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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.

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Section: Large-scale Agile Transformationsmentioning

confidence: 99%

Section: Background and Related Workmentioning

confidence: 99%

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

2023

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“…One assigned individual assures the accountability for the implementation and the compliance governance of the value stream. The EFIS building block to instantiate systematic process integration is LoD (Level of Done) as introduced in [19].…”

Section: The Architecture and Characteristics Of Efismentioning

confidence: 99%

“…All procedure-and process-related compliance aspects are guided by the LoD building block [19], with the topic tasks (t) derived from the regulations. The delivery of relevant internal organizational structures like interfaces and handover-points are modeled through the number of LoD levels.…”

Section: Leveraging Compliance Governance With Efismentioning

confidence: 99%

The EFIS Framework for Leveraging Agile Organizations Within Large Enterprises

Poth

Kottke

Heimann

et al. 2021

Lecture Notes in Business Information Processing

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This article presents the design and application of the EFIS framework that combines four pillars to foster agile and lean working in organizations within large enterprises. These pillars constitute the empowerment of teams, the focus on products, the integration of processes, and the scaling of knowledge. The framework is designed to systematically address typical large enterprise challenges such as governance of regulation requirements and product risks. By design, EFIS is lean and nimble to make it easily adaptable to domain-specific demands within large organizations. It can be used as a stand-alone approach to establish and continuously improve lean and agile organizations, as well as in combination with existing approaches like SAFe®.

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Product and service quality risks: A survey about evolution and application in different business domains to facilitate quality engineering

Poth

2024

J Software Evolu Process

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Products and services are developed to realize chances on the market. Often, development teams are focusing primarily on the potential chances rather than on the corresponding risks of new products and services. However, it is possible to integrate the product and service quality risks early into the development procedures for a balanced and holistic view. The integration enables systematic mitigation and quality assurance actions to handle the risks. The article analyzes the literature related to quality risk approaches, identifies mature and generally applicable product and service risk approaches, and gives selected approach examples about its methodical evolution and how it can be integrated into the development procedures including soft‐skills development such as employee awareness and systematical training within organizations. A case study in the Group IT of the Volkswagen AG is discussed.

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Systematic Agile Development in Regulated Environments

Cited by 11 publications

References 33 publications

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

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

The EFIS Framework for Leveraging Agile Organizations Within Large Enterprises

Product and service quality risks: A survey about evolution and application in different business domains to facilitate quality engineering

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