Abstract. Large-scale agile has become a very popular approach for big companies in the past ten years. There are many different frameworks on how to handle large product development units in an agile way. Many companies have divided their units geographically to several countries and multiple development teams may work together with the same product. Due to the complexity of these large companies, organizations have implemented large-scale agile frameworks to help and make processes coherent.
Transformation process in large-scale agile companies is long-term and time-consuming process. It is a long process where management must proceed multiple actions to get the large-scale agile framework to work in the organization. One of these actions is training the employees of the organization.
This thesis literature review is based on prior research of agile software development, large-scale agile transformation, and Scaled Agile Framework. Literature review based on these three topics gives core to the research part.
There was one case organization in this study which was in the middle of the transformation process during this study. This research studies the case organization’s training processes and competence of the employees related to large-scale agile. This research used the case study approach. Baseline data was collected from the case organization’s employees by using quantitative questionnaires and qualitative interviews.
This study provided answers for the case organization on how the training can be handled during the transformation process. Study produced proposals on how to improve employees’ training paths in the case organization.
Training plays a crucial part in the transformation process. Managers must prepare, plan, and set clear goals for the training paths. Every employee must get the large-scale agile training during the transformation process. With proper planning organizations can avoid transformation failures
