Adoption of Large-Scale Scrum Practices through the Use of Management 3.0

Abstract

Software engineering companies have progressively incorporated agile project management methodologies. Initially, this migration occurred mostly in the context of startups, but in recent years it has also sparked interest from other companies with larger and more geographically dispersed teams. One of the frameworks used for large-scale agile implementation is the LeSS framework. This study seeks to explore how Management 3.0 principles can be applied in the context of the ten practices proposed in the LeSS framework. To this end, a qualitative research methodology based on four case studies is used to identify and explore the role of Management 3.0 in software management and development processes that adopt this agile paradigm. The findings show that the principles of Management 3.0 are relevant to the implementation of the LeSS framework practices, especially in fostering team values and personal values; however, distinct principles between the two paradigms are also identified, namely the greater rigidity of processes advocated in the LeSS framework and a greater focus on process automation