555 research outputs found
IT Governance Mechanisms for DevOps Teams - How Incumbent Companies Achieve Competitive Advantages
More and more organizations are deciding to move from traditional, plan-driven software development to agile approaches in order to stay competitive. Therefore, the IT functions have been deciding to implement cross-functional DevOps teams. To enable collaboration within DevOps teams, incumbent companies have to implement mechanisms to govern dynamic and agile environments. The present research investigates which IT governance mechanisms are helpful for the implementation of DevOps teams. For this purpose, we conducted a qualitative research study and interviewed team members in six companies that have already implemented DevOps-oriented teams. We describe which IT governance mechanisms-”in the form of structure, processes, and relational mechanisms-”are important for DevOps teams to achieve competitive advantages. Our findings show that agile roles and responsibilities, hybrid or decentralized organizational structures, as well as communications and knowledge-sharing models are conducive to the government of a DevOps team
Scaled Agile Framework Meets Traditional Management – A Case of a Financial Services Provider
Inspired by the success of agile practices in small teams, organizations seek to achieve agility at scale, leading to large-scale agile transformations. Several frameworks have been developed to guide organizations through this process. While multiple challenges for adopting scaled agile frameworks have already been identified, research on the interplay between traditional management approaches and scaled agile frameworks is scarce. We conduct an in-depth exploratory case study with a German financial services provider to identify tensions that arise when applying a scaled agile framework in a non-agile environment. As a result, we derive 13 tensions along with three areas: goal-setting, planning, and reporting. Thereby, we advance the understanding of tensions within large-scale agile transformations and provide a foundation for future research on scaled agile practices in traditional organizations. Further, we provide insights for managers to ensure the successful application of scaled agile frameworks
Are Product Owners communicators? A multi-method research approach to provide a more comprehensive picture of Product Owners in practice
Product Owners have an important role in the agile and hybrid software development process. While this role is supposed to maximize the value of a product, there seem to be several scattered results on how they achieve this, as well as what actually constitutes this role in practice. To consolidate current research results and to further analyze the key attribute of Product Owners, we conducted a multi-method research approach spanning a systematic mapping study and a consecutive case study in a hybrid development environment. The results of the mapping study states that Product Owners are communicators. We further investigated on this and used the shadowing technique to observe three Product Owners' communication activities. The results support that statement, as the gained data reveal that Product Owners spend 65% of their time in meetings. But rather than just providing the team with the necessary requirements for the product under development, Product Owners need this time to synchronize and align their work, streamline the agile process of large-scale Scrum, discuss team-based topics, and to solve upcoming issues addressed by the team. These results contribute to draw a more comprehensive picture of the important but yet complex role of Product Owners in practice. © 2020 John Wiley & Sons, Ltd
Scaling Agile at the Program Level in an Australian Software Vendor Environment: A Case Study
Japanese ICT investment trailed the developed world for many decades, contributing to low productivity growth. A potential root cause is the influence of Japanese culture over the strategic use of and investment in ICT (SUIICT). Empirical research on cultural aspects of SUIICT in Japan is lacking. This study will examine national culture and its association with SUIICT in organisations in Japan compared to Australia. A quantitative survey of ICT decision makers in Japanese and Australian organisations will be fielded based on questions synthesized from McFarlan, McKenney and Pyburn (The Strategic Grid), and Hofstede and Minkov (Cultural Dimensions Model). A contribution to theory will be the development and testing of an empirical model and practical instrument for determining the association between national culture and SUIICT. A practical contribution will be an increase in understanding of both markets allowing for more effective market segmentation and development of ICT offerings for both countries
Implementing Scaled-Agile Frameworks at Non-Digital Born Companies - A Multiple Case Study
For traditional enterprises to harness the advantages of organizational agility, scaled-agile frameworks seem to be more appropriate to adopt agile practices at large scale. However, the adoption of agile practices often creates trade-offs between the implementation of an ideal theoretical framework and company-specific necessities. While extant research has covered the implications and challenges when adopting agile structures, our research focuses on the how and why of such trade-offs using Socio-Technical Systems Theory. Drawing on the results of an exploratory multiple case study, we reveal that companies either choose a top-down or bottom-up approach for implementation. While the first often is triggered by the need to increase customer centricity, the latter is mostly triggered by the need to increase the number of releases. Moreover, we found that the selected implementation approach has significant impact on the key design parameters for and the content of the implementation of scaled-agile frameworks
Scalable agile frameworks in large enterprise project portfolio management
Con un alcance de estudio exploratorio, debido a que se ha investigado poco y se encuentra en
un estado emergente, el propósito de la investigación fue explorar la implementación de los
marcos ágiles escalables en la gestión del portafolio de proyectos (PPM) de grandes empresas.
Además, este estudio de caso cualitativo planteó la siguiente pregunta principal de
investigación: ¿De qué manera los marcos ágiles escalables se implementan en la PPM de
grandes empresas, y por qué? Este estudio recopiló información de 59 portafolios de
proyectos en 22 empresas con implementaciones de métodos ágiles y marcos ágiles escalables
de las industrias tecnologías de la información (IT- por sus siglas en inglés), financiera y
telecomunicaciones, de México, Colombia, Perú, Ecuador, Costa Rica y Chile, mediante 43
entrevistas en profundidad semiestructuradas. Los hallazgos revelan que existen portafolios de
proyectos con alta variabilidad en servicio, producto e innovación, y con implementaciones
híbridas de Scaled Agile Framework (SAFe), Spotify Model y Scrum. Además, enfrentan
diferentes desafíos relacionados con la implementación de los marcos ágiles escalables en la
PPM, la cultura organizacional, resistencia al cambio y liderazgo estratégico. Del mismo
modo, los hallazgos demuestran que los marcos ágiles son una opción viable para optimizar el
time-to-market, aumentar la productividad de los equipos y mejorar la comunicación a nivel
general. Este estudio es uno de los primeros en explorar cómo implementan las grandes
empresas los marcos ágiles escalables en la PPM para llenar el vacío en la literatura
relacionado con cómo y cuándo las empresas deben abordar un proceso de transformación
ágil que funcione de manera exitosa en su PPM. Por lo tanto, este estudio proporciona
evidencia empírica de seis países latinoamericanos como base potencial para futuras
investigaciones y publicaciones.With an exploratory study scope, due to little research and in an emerging state, the
purpose of the research was to explore the implementation of scalable agile frameworks in
project portfolio management (PPM) of large enterprises. This qualitative case study posed as
its primary research question: How and why are scalable agile frameworks implemented in
the PPM of large companies? Further, this study used the purposive sampling method and the
snowball technique. Data were collected from 59 project portfolios in 22 companies with
agile and scalable agile framework implementations in the information technology (IT),
financial and telecommunications industries in Mexico, Colombia, Peru, Ecuador, Costa Rica
and Chile, through 43 semi-structured in-depth interviews. The findings reveal that there are
project portfolios with high variability in service, product and innovation, and with hybrid
implementations of Scaled Agile Framework (SAFe), Spotify Model and Scrum. In addition,
they face different challenges related to the implementation of scalable agile frameworks in
PPM, organizational culture, resistance to change, and strategic leadership. Similarly, the
findings demonstrate that agile frameworks are a viable option to optimize time-to-market,
increase team productivity and improve communication across the board. This study
represents one of the first to explore how large companies implement scalable agile
frameworks in PPM to fill the gap in the literature related to how and when companies should
approach an agile transformation process working successfully in their PPM. Accordingly,
this study provides empirical evidence from six Latin American countries as a potential basis
for future research and publications
Exploring the Financial Management Skills of Independent Rock Bands
In the post-Napster era of disruptive innovations, independent artists are managing more nonmusical roles and more revenue streams to remain competitive and earn a living wage from their music. The purpose of this single case study was to explore the financial management strategies that one independent rock band needed to understand music royalties. Disruptive innovation was the conceptual framework used to guide the study. The sample was comprised of 4 members of an independent rock band based in Northeast Ohio. The selected band met the criteria for the study as members who earned revenue from copyrighted works, merchandise, and CD sales. The multiple data sources included face-to-face interviews with band members; public document review of ReverbNation standard policy, Fox licensing agreement, and the IRS W-9 Form; and direct observations of band members during a rehearsal and live performance. Member checking was used to strengthen the credibility and trustworthiness of interpretations. Four themes emerged from the data analysis: organizational governance of band member responsibilities, financial management education and skills, developing multiple revenue streams from royalties, and financial strategies to manage all revenue streams. Social change from this study might include college-level financial training certificate programs designed for artists given their time constraints, mobility, and need to attract financing sources other than major labels
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