Preface
Organization
Contents
Agile at Scale
Investigating Communities of Practice in Large-Scale Agile Software Development: An Interview Study
1 Introduction
2 Background and Related Work
3 Methodology
4 Results
4.1 Context
4.2 Reasons for Establishing CoPs
4.3 Characteristics of the Established CoPs
5 Discussion
5.1 Key Findings
5.2 Limitations
6 Conclusion and Future Work
References
Slack Use in Large-Scale Agile Organizations: ESN Tools as Catalysts for Alignment?
1 Introduction
2 Background
2.1 Large-Scale Agile Development in Public Sector Organizations
2.2 Communication in Agile Software Development
2.3 ESN Tools
3 Methods and Study Design
3.1 Data Collection
3.2 Data Analysis
4 Results
4.1 Communication Transparency
4.2 Communication Quality
4.3 Communication Discipline
5 Discussion
6 Conclusion and Further Work
References
Coordination in Agile Product Areas: A Case Study from a Large FinTech Organization
1 Introduction
2 Background
2.1 Organizing Large-Scale Agile Software Development into Product Areas
2.2 Frameworks for Understanding Coordination in Large-Scale Agile
3 Research Method
3.1 Case Description
3.2 Data Collection
3.3 Data Analysis
4 Findings
4.1 Organizing Teams in Product Areas
4.2 Product Area Coordination Meetings
4.3 Product Area Coordination Roles
4.4 Coordination Tools and Artefacts in the Product Area.
5 Discussion
5.1 Product Areas as a Distinct Organizational Level
5.2 The Team Typology of Product Areas
5.3 Pull Requests and Pair Programming as Coordination Mechanisms
5.4 Practical Implications
5.5 Evaluation of Limitations and Research Quality
6 Future Research and Concluding Remarks
References
Software Product Management in Large-Scale Agile
1 Introduction
2 Background
2.1 Large-Scale Agile and Product Management
2.2 Challenges with Software Product Management
3 Research Method
3.1 Case Description
3.2 Data Collection
3.3 Data Analysis
4 Findings
4.1 Software Product Management in DNB
4.2 Challenges with SPM in Large-Scale Agile Organizations
4.3 Product Management Configurations
5 Discussion
5.1 SPM Challenges in Large-Scale Agile Organizations
5.2 SPM Configurations in Large-Scale Agile Organizations
5.3 Practical Implications
6 Concluding Remarks and Future Research
References
Investigating Effort Estimation in a Large-Scale Agile ERP Transformation Program
1 Introduction
2 Background and Related Work
3 Methodology
4 Results
4.1 Context
4.2 Effort Estimation Process
4.3 Effort Estimation Challenges
4.4 Propositions to Mitigate Effort Estimation Challenges
4.5 Evaluation of the Proposed Mitigations
5 Discussion
5.1 Key Findings
5.2 Limitations
6 Conclusion and Future Work
References
Value and Quality in Agile
The Current State of Operationalizing Value by Dutch Product Owners in Agile Software Development
1 Introduction
2 Related Work
3 Research Method
4 Results
4.1 RQ1: How Do Product Owners Determine the Most Valuable Backlog Items?
4.2 RQ2: How Do Product Owners Refine Business Value?
4.3 RQ3: How Do Product Owners Validate Business Value Delivery?
4.4 RQ4: How Do Product Owners Measure Business Value Delivery?
4.5 Main Question: How Do Product Owners Operationalize Business Value Delivery with Their Agile Software Development Teams?
5 Validity Threats
6 Discussing Research Questions and Future Research
7 Conclusion
References
Impact of the Kanban Maturity Model on a Team's Agile Transformation: Tripling Throughput and Elevating Quality in Three Months
1 Introduction and Related Works
2 Method and Setting
3 Results and Discussion
4 Conclusions and Future Work
References
LLM-Based Agents for Automating the Enhancement of User Story Quality: An Early Report
1 Introduction
2 User Story Quality
3 Implementing an Autonomous LLM-Based Agent System (ALAS)
4 Experiments
4.1 Setting up Experiments
4.2 Evaluation
5 Results
6 Discussion
7 Conclusion
References
People and Teams in Agile
Comparing Stability and Sustainability in Agile Systems
1 Introduction
2 Background
2.1 Measuring Stable and Sustainable Agile Work
2.2 Assessing the Waste of Inventory/Partially Started Work
3 Research Approach
3.1 Analysing the Closed Project Jira Dataset
3.2 Calculating the Stability Metric (Ψ)
3.3 Calculating the Inventory Days (ID)
3.4 Calculating the Unsustainable Hours Percentages
4 Results
4.1 Stability Metric and Inventory Days
4.2 PBI Creation and Resolution Distributions
4.3 Stability Metric, Inventory Days, and Unsustainable Hours
5 Discussion
6 Limitations
7 Conclusion
References
Onboarding for an Agile Software Development Company
1 Introduction
2 Background
2.1 Onboarding
2.2 Theoretical Background
2.3 Previous Research on Onboarding Within Software Development Companies
2.4 How to be Efficient When Onboarding People in an Agile Setting?
3 Research Method
3.1 Research Objectives
3.2 Case Organization and Their Research Premise
3.3 Scope and Perspective of the Study
3.4 Data Collection
4 Results
4.1 RQ1: What Are the Experienced Challenges When Onboarding New Employees into an Agile team?
4.2 RQ2: Which Practices Support Onboarding New Employees into an Agile Team?
4.3 RQ3: How to Improve the Onboarding Process for Agile Teams Within A company?
5 Discussion and Conclusions
References
Exploring Human-AI Collaboration in Agile: Customised LLM Meeting Assistants
1 Introduction
2 Related Work
2.1 Adapting Agile Practices to Companies
2.2 Generative AI in Software Engineering
2.3 Prompt Engineering
3 Research Design
3.1 Context
3.2 Action
3.3 Data Collection and Analysis
4 Execution and Results
4.1 Preparations with the Agile Release Train Coach Assistant
4.2 Real-Time Assistance by the Scrum Team Assistant Tool
5 Discussion of the Implications
5.1 Recommendations for Company and Teams: Readiness Assessment
5.2 Threats to Validity
6 Conclusion
6.1 Future Work
References
The Role of Team Composition in Agile Software Development Education: A Gendered Perspective
1 Introduction
2 Background
2.1 Diversity in Software Development Teams
2.2 Teamwork Quality
2.3 Kanter's Tokenism Theory
3 Methodology
3.1 Context
3.2 Data Collection and Analysis
4 Results
4.1 Team Compositions and Ambition Levels Based on Pre-survey
4.2 Agile Ways of Working and Gender
4.3 Gender Differences in Primary Work Functions of Team Members
4.4 Impact of Gender Composition on Team Dynamics
5 Discussion
5.1 Limitations
6 Conclusion
References
Author Index