Coordinating Knowledge Work in Multi-Team Programs: Findings from a Large-Scale Agile Development Program

Software development projects have undergone remarkable changes with the arrival of agile development methods. While intended for small, self-managing teams, these methods are increasingly used also for large development programs. A major challenge in programs is to coordinate the work of many teams, due to high uncertainty in tasks, a high degree of interdependence between tasks and because of the large number of people involved. This revelatory case study focuses on how knowledge work is coordinated in large-scale agile development programs by providing a rich description of the coordination practices used and how these practices change over time in a four year development program with 12 development teams. The main findings highlight the role of coordination modes based on feedback, the use of a number of mechanisms far beyond what is described in practitioner advice, and finally how coordination practices change over time. The findings are important to improve the outcome of large knowledge-based development programs by tailoring coordination practices to needs and ensuring adjustment over time.Comment: To appear in Project Management Journa

Enhancing Learning and Collaboration in Organisations through In-house Crowdsourcing

Learning and innovation are central to organisations’ development. Insights and innovative ideas occur to individuals. However, learning in organisations takes place at several levels which include individuals, groups, and the organisation itself. Thus, there is a need to enhance the transfer of insights, ideas, and concerns from individuals to groups and to the organisation. This paper explores the role of in-house crowdsourcing and the design of interactive technologies for organisational learning. We build upon our earlier work on the use of interactive technologies for organisational learning. The main research contribution of this work is the conceptualisation of in-house crowdsourcing scenarios to support the design and development of interactive technologies for organisational learning

Lean Construction Practices and its Effects: A Case Study at St Olav’s Integrated Hospital, Norway

Question: Which practices made up the totality of the LC approach, and could any of these be considered innovative approaches not already documented in literature? Were there any noticeable effects from using LC in case project? Purpose: This paper investigates lean construction practices at St. Olav’s integrated hospital implemented in phase 2 of the project and sees the effects of the same with respect to several attributes when comparing to the traditional phase 1. It aims to identify LC practices, its effects and compare with the forecasted outputs. Research Method: Both qualitative and quantitative methods employed. The qualitative data stem from document studies, observations, and interviews while quantitative data was collected from project records and a survey, later quantitatively analyzed using statistical functions. Findings: Three good practices are found; a set of ‘lean engineering” and partnering approaches, logistics and purchasing methods, and adaptations of a lean construction process. The overall results of the empirical study substantiate positive results in several attributes and dimensions; keeping the building time in phase 2 on par with phase 1 despite increase in complexity, 3.4% cost reduction per m2 , improved build quality with 55.1% reduction in warranty costs per m2 , better HSE performance with a 56.5% reduction in H value, better cooperation, more content, etc. Limitations: The study considers only one integrated hospital construction project in Norway. There were some logistical challenges due to the old hospital was being operational while the new buildings were being erected. As always, it is difficult to prove attribution of the positive results as being effects of the LC practices implemented. Implications: Regardless of the positive outputs, the empirical result invites further studypublishedVersio

Exploring software development at the very large-scale: a revelatory case study and research agenda for agile method adaptation

Agile development methods were believed to best suit small, co-located teams, but the success in small teams has inspired use in large and very large-scale software development. However, fundamental assumptions of agile development are challenged when applying the methods at a very large scale. An interpretative revela- tory case study on one of the largest software development programmes in Norway shows how agile methods were adapted and complemented with practices from tradi- tional methods to handle the scale. The programme ran over four years with 12 co- located development teams and a total of 175 people involved. The case study was conducted retrospectively using group interviews with 24 participants and documents. Findings on key challenging areas are reported: customer involvement, software archi- tecture, and inter-team coordination. The revelatory study also suggests refinements of a research agenda for very large-scale agile development.acceptedVersio

Rethinking Coordination in Large-Scale Software Development

Coordination was early identified as a key challenge in software development, and in particular in large development projects. With the arrival of agile methods and their increasing use also in large-scale projects, this calls for rethinking how the software engineering community addresses coordination. We argue for increasing the focus on coordination in software engineering and describe four directions for research. Focus on these areas can supplement advice given in current development methods with relevant research-based advice.acceptedVersio

Coordination in multi-team programmes: An investigation of the group mode in large-scale agile development

Coordination of work teams is critical when managing large programmes that involve multiple teams. Prior studies of knowledge work indicate that such work relies heavily on coordination through "personal" modes such as mutual adjustment between individuals or through scheduled or unscheduled meetings. We studied how coordination through scheduled and unscheduled meetings change over time in two large software development programmes. Findings include transitions from scheduled to unscheduled meetings and from unscheduled to scheduled meetings. The main implication is that programme management needs to be sensitive to the vital importance of coordination as well as the coordination needs as they change over time.publishedVersio

Enhancing Learning and Collaboration in Organisations through In-house Crowdsourcing

Learning and innovation are central to organisations’ development. Insights and innovative ideas occur to individuals. However, learning in organisations takes place at several levels which include individuals, groups, and the organisation itself. Thus, there is a need to enhance the transfer of insights, ideas, and concerns from individuals to groups and to the organisation. This paper explores the role of in-house crowdsourcing and the design of interactive technologies for organisational learning. We build upon our earlier work on the use of interactive technologies for organisational learning. The main research contribution of this work is the conceptualisation of in-house crowdsourcing scenarios to support the design and development of interactive technologies for organisational learning.publishedVersio

Enhancing Learning and Collaboration in Organisations through In-house Crowdsourcing

Learning and innovation are central to organisations’ development. Insights and innovative ideas occur to individuals. However, learning in organisations takes place at several levels which include individuals, groups, and the organisation itself. Thus, there is a need to enhance the transfer of insights, ideas, and concerns from individuals to groups and to the organisation. This paper explores the role of in-house crowdsourcing and the design of interactive technologies for organisational learning. We build upon our earlier work on the use of interactive technologies for organisational learning. The main research contribution of this work is the conceptualisation of in-house crowdsourcing scenarios to support the design and development of interactive technologies for organisational learning

Operational integration in a craft-oriented small enterprise

Purpose Many leisure boat manufacturers have thrived on designing and building highly customized boats based on longstanding traditions of craftsmanship. To achieve efficient value chains, it is not enough to optimize each process step, but also important to achieve a smooth flow through the dependencies between each process steps. The purpose of this paper is to focus on assessing enablers and disablers for operational integration in a craft-oriented small enterprise. Design/methodology/approach One case company has been studied, to identify enablers and disablers for operational integration in the value chain. The research methodology is based on semi-structured interviews with selected persons from different levels within the company. Findings The results indicate the importance of management promotion and support of integration and a strong relationship between foremen and operators. Furthermore, to avoid functional myopias, mechanisms to encourage horizontal integration could be useful. Small company and informal culture make integration easier. However, to further establish a common standardized platform, could be necessary. Even small physical barriers in the layout were experienced to affect the integration negatively. Research limitations/implications This has been an exploratory study of one single craft-oriented enterprise; hence it is difficult to generalize. Practical implications Based on empirical findings from the case study, recommendations on how to achieve better operational integration will be presented. Originality/value The research initiative provides knowledge experience of operational integration from a case study in one company within craft and artisan sector in Norway

Rethinking Coordination in Large-Scale Software Development

Coordination was early identified as a key challenge in software development, and in particular in large development projects. With the arrival of agile methods and their increasing use also in large-scale projects, this calls for rethinking how the software engineering community addresses coordination. We argue for increasing the focus on coordination in software engineering and describe four directions for research. Focus on these areas can supplement advice given in current development methods with relevant research-based advice