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Relevant bibliographies by topics / Large-Scale Agile Transformation

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Dissertations / Theses
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Academic literature on the topic 'Large-Scale Agile Transformation'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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Journal articles on the topic "Large-Scale Agile Transformation"

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Olszewska (née Pląska), Marta, Jeanette Heidenberg, Max Weijola, Kirsi Mikkonen, and Ivan Porres. "Quantitatively measuring a large-scale agile transformation." Journal of Systems and Software 117 (July 2016): 258–73. http://dx.doi.org/10.1016/j.jss.2016.03.029.

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Paasivaara, Maria, Benjamin Behm, Casper Lassenius, and Minna Hallikainen. "Large-scale agile transformation at Ericsson: a case study." Empirical Software Engineering 23, no. 5 (2018): 2550–96. http://dx.doi.org/10.1007/s10664-017-9555-8.

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Pawlak, Robert. "Implementation aspects of agile methods in large organizations." e-mentor 90, no. 3 (2021): 64–72. http://dx.doi.org/10.15219/em90.1523.

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The aim of this article is to analyze the challenges and success factors on organizations’ path to agile transformation, as frequently discussed in the literature and encountered in business practice. The research conducted proved that large-scale agile transformations require a dedicated approach with set of tools and best practices in place. The implementation challenges and barriers have been categorized into method-, organization-, culture- and technology-oriented groups. As a result of an in-depth analysis carried on for the purpose of this paper, a dedicated methodology of agile transfor

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Vorontsov, Denis. "Modern approaches to Agile transformation of Russian financial and technological companies." SHS Web of Conferences 116 (2021): 00066. http://dx.doi.org/10.1051/shsconf/202111600066.

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The article considers the relevance of the Russian organizations Agile transformation operating in the financial technology industry. The current concepts of Agile-transformation are presented. The experience of implementing Agile transformations in large Russian banks is presented. The current processes occurring during the transformation of fintech companies are presented. The conditions and features of Agile transformation depending on the scale of a fintech company are considered. Changes in the corporate culture are analyzed from the point of view of project teams and the Agile companies

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Ylinen, Maija. "Incorporating agile practices in public sector IT management: A nudge toward adaptive governance." Information Polity 26, no. 3 (2021): 251–71. http://dx.doi.org/10.3233/ip-200269.

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Public sector organizations are moving from digitalization toward digital transformation. However, this fast-paced and fundamental transformation can be difficult to manage with traditional approaches. One solution is the application of agile methods and adaptive governance. Currently, it is not clear whether the agile mindset can be successfully adopted by public sector organizations, which value stability over agility. To provide a much-needed example of how the agile approach can be introduced in the context of the public sector, this paper presents the findings of a single case study of a

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Russo, Daniel. "The Agile Success Model." ACM Transactions on Software Engineering and Methodology 30, no. 4 (2021): 1–46. http://dx.doi.org/10.1145/3464938.

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Organizations are increasingly adopting Agile frameworks for their internal software development. Cost reduction, rapid deployment, requirements and mental model alignment are typical reasons for an Agile transformation. This article presents an in-depth field study of a large-scale Agile transformation in a mission-critical environment, where stakeholders’ commitment was a critical success factor. The goal of such a transformation was to implement mission-oriented features, reducing costs and time to operate in critical scenarios. The project lasted several years and involved over 40 professi

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Sahid, Abdelkebir, Yassine Maleh, and Mustapha Belaissaoui. "A Practical Agile Framework for IT Service and Asset Management ITSM/ITAM Through a Case Study." Journal of Cases on Information Technology 20, no. 4 (2018): 71–92. http://dx.doi.org/10.4018/jcit.2018100105.

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Agile mode projects are increasingly popular among IT Department, including the most complex organizations. The deployment of agility on a larger scale fits over a long period because the motivations are part of a persistent setting. The deployment of large-scale agility is therefore based on a deep and lasting transformation of the organization. In order to support transformational business changes, IT must streamline the top-down process of new IT processes. The success of an IT service and asset management depends on innovation, agility, and efficiency to accompany the transformation of the

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A. Johnston, Kevin, and Grandon Gill. "Standard Bank: The Agile Transformation." Journal of Information Technology Education: Discussion Cases 6 (2017): 07. http://dx.doi.org/10.28945/3923.

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South Africa’s largest bank has recently completed a transformation from traditional systems development to the scaled agile framework. The individual leading the transformation is now considering how to keep the momentum going and possible new directions. Josef Langerman, Head of IT Transformation for Standard Bank, reflected on the extraordinary transformation that his organization’s IT group had recently experienced. Over the past three years, Standard Bank’s IT group had changed from the relatively well accepted systems development lifecycle/waterfall model to a revolutionary large scale a

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Idzikowski, Wojciech, and Igor Perechuda. "Agile approach in a transforming organization, a descriptive study of chosen Polish companies with rapid revenue growth." Oeconomia Copernicana 9, no. 3 (2018): 461–75. http://dx.doi.org/10.24136/oc.2018.023.

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Research background: Recent decades may undoubtedly be deemed as a period of exceptional transformation on a global scale. One element of this transformation is the reorganisation of traditional ways of business management (on all ontological levels). As a result, agile approach is increasingly often considered one of the key aspects of building the competitive advantage of a company. In this paper, agile approach is understood as the businesses' capability of responding promptly to market needs. Purpose of the article: The aim of this paper is to present the research results on the use

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Denning, Stephen. "The role of the C-suite in Agile transformation: the case of Amazon." Strategy & Leadership 46, no. 6 (2018): 14–21. http://dx.doi.org/10.1108/sl-10-2018-0094.

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Purpose Practitioners can learn much about how a CEO can generate and sustain business agility from examining the role of Jeff Bezos, the CEO of Amazon—arguably the world’s most-agile large organization. Design/methodology/approach Amazon demonstrates mastery of strategic agility by having successfully shifted Amazon into a whole series of new businesses on a massive scale. Findings As Amazon acquires new skills, it doesn’t just become more proficient in its own business: it turns these into newly-created capabilities into new businesses.” Practical implications For Bezos, the medium-term road

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Dissertations / Theses on the topic "Large-Scale Agile Transformation"

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Martin, Steven A. "Culture of Control and its Relationship to Successful Large Scale Agile Transformations." Franklin University / OhioLINK, 2021. http://rave.ohiolink.edu/etdc/view?acc_num=frank1620731439153882.

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KHAN, AREEBA ZAMAN, and SOPHIE ÅSTRÖM. "Large-Scale Agile Transformation : A Case Study Conducted in the Banking Industry with a Focus on Organizational, Managerial, and Cultural Aspects." Thesis, KTH, Skolan för industriell teknik och management (ITM), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-299955.

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In today's competitive market, established organizations need to adapt in order to survive. One way to do this is by transforming to agile. Since its origin in the IT industry, the agile approach has been embraced by several different industries. One industry where several major players have undergone an agile transformation is the banking industry, an industry which is characterized by strict regulatory requirements, complex organizational structure, and extensive use of technology. By conducting a case study exploring the agile transformation inside three large banks in Sweden, the motivatin

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Rasch, Linnéa, and Victor Thun. "The Road to Become Agile : A case study of agile transformations in the retail market, including an organization development approach." Thesis, KTH, Skolan för industriell teknik och management (ITM), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-279642.

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In today’s volatile market, retail companies struggle for survival as they have to become more flexible and dynamic. Thus, they change the organization, implementing agile methods. However agile is more than a set of practices and therefore the implementation process needs to be accompanied by organizational development to accomplish successful organizational change. This has been shown to be difficult for retail companies due to their size, defined silos, comfortable long-established ways of doing things and strong bureaucratic hierarchical culture. This thesis studies the implementation of a

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Book chapters on the topic "Large-Scale Agile Transformation"

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Carroll, Noel, Finn Olav Bjørnson, Torgeir Dingsøyr, Knut-Helge Rolland, and Kieran Conboy. "Operationalizing Agile Methods: Examining Coherence in Large-Scale Agile Transformations." In Agile Processes in Software Engineering and Extreme Programming – Workshops. Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-58858-8_8.

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Abstract Following the highly pervasive and effective use of agile methods for software development, attention has now turned to the much more difficult challenge of applying these methods in large scale, organization-wide development. However, identifying to what extent certain factors influence success and failure of sustaining large-scale agile transformations remains unclear and there is a lack of theoretical frameworks to guide such investigations. By adopting Normalization Process Theory and specifically ‘coherence’, we compare two large-scale agile transformation case studies and the different perspectives individuals and teams had when faced with the problem of operationalizing the agile method as part of their large-scale agile transformation. The key contributions of this work are: (i) this is a first attempt to present the results of a comparison between a successful and failed large-scale agile transformations; and (ii) we describe the challenges in understanding the rationale, differences, value, and roles associated with the methods to support the large-scale agile transformation. We also present future research for practitioners and academics on large-scale agile transformation.

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Paasivaara, Maria, Outi Väättänen, Minna Hallikainen, and Casper Lassenius. "Supporting a Large-Scale Lean and Agile Transformation by Defining Common Values." In Lecture Notes in Business Information Processing. Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-14358-3_7.

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Moe, Nils Brede, and Marius Mikalsen. "Large-Scale Agile Transformation: A Case Study of Transforming Business, Development and Operations." In Lecture Notes in Business Information Processing. Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-49392-9_8.

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Gandomani, Taghi Javdani, and Mina Ziaei Nafchi. "Agile Coaches and Champions." In Advances in Systems Analysis, Software Engineering, and High Performance Computing. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-4666-9858-1.ch002.

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Prevalence of Agile methods in software companies is increasing dramatically. Software companies and teams need to employ these methods to overcome the inherent challenges of traditional methods in software development. However, transitioning to Agile approach is a topic of debate. This is mainly because software companies are facing with many challenges, obstacles, and hindrances when leaving traditional methods and moving to Agile methods, as shown in previous research studies. Conducting a large-scale research study showed that Agile transformation need to be supported by several facilitators and identified its most important facilitators. The main aim of this chapter is to present two hidden facilitators of Agile transition, Agile coaches and Agile champions, which rarely have been taken into consideration. Both of these facilitators directly impress the people involved in the transition. People-intensive nature of Agile methods and critical role of the people in the transition process reflect the importance of these facilitators when a software company doing its transition.

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Pulakos, Elaine D., and Tracy Kantrowitz. "How Performance Management Must Change to Drive Organizational Agility and High Performance." In Performance Management Transformation. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780190942878.003.0012.

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This chapter focuses on implications of the changing work environment for performance management (PM) design and practice. The chapter begins by discussing how technology has created disruptive change and hypercompetition, which have left organizations searching for how to create competitive advantage, concluding that agility is essential for their long-term success. Given the limited research in this area, a large-scale research program was undertaken (as described in the first part of this chapter) to provide an evidence-based definition of agility and to understand what organizational conditions lead to it and which outcomes result from it. The research showed, remarkably, that companies with high organizational agility delivered up to five times higher financial performance than others. It was learned that six organizational conditions enabled agility, two of which were team-level factors that are particularly relevant for PM. These were interconnected performance and real-time performance drivers (i.e., agile goals, real-time feedback, and solving performance problems). In the second part of this chapter, implications of these factors for PM design and practice are discussed.

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Arifiani, Librita, Harjanto Prabowo, Asnan Furinto, and Wibowo Kosasih. "Responding to Changes in Environmental Turbulence - A Strategy to Driving Business Growth in Facing Economic Downturns." In Circular Economy - Recent Advances, New Perspectives and Applications. IntechOpen, 2021. http://dx.doi.org/10.5772/intechopen.95054.

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Society 5.0 focuses on people and changes from innovation to technological transformation through industrial automation 4.0. In this study, environmental turbulence refers to exogenous factors that give rise to an uncertain and volatile situation that impacts performance. This study was measured by asking respondents’ perceptions through explanatory studies and preliminary surveys about market predictability, innovation, and customer preference. Disruptive innovation and environmental turbulence are key creative drivers for reengineering businesses; however, only agile innovation can take advantage of the economic downturn. Exploratory case studies and literature reviews are using to test the antecedent of environmental turbulence, Distinctive Innovation Capabilities, through an innovative business model to firm performance. From a managerial perspective, this study provides a comprehensive view of environmental turbulence’s impact, how to develop a DIC strategy for developing an organization’s business model, how to achieve it, what variables contribute, and how to relate it to performance. This research’s authenticity lies in how management comes up with a practically oriented framework of how organizations shape to be innovative and competitive by constructing common business models. However, this study has limitations due to its qualitative nature and conceptual framework, which needs to be investigated further through large-scale surveys by quantitative research.

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Conference papers on the topic "Large-Scale Agile Transformation"

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Fry, Chris, and Steve Greene. "Large Scale Agile Transformation in an On-Demand World." In AGILE 2007 (AGILE 2007). IEEE, 2007. http://dx.doi.org/10.1109/agile.2007.38.

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Power, Ken. "Sensemaking and Complexity in Large-Scale Lean-Agile Transformation: A Case Study from Cisco." In 2016 49th Hawaii International Conference on System Sciences (HICSS). IEEE, 2016. http://dx.doi.org/10.1109/hicss.2016.669.

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Nerurkar, Amrutaunshu, and Indrajit Das. "Agile Project Management in Large Scale Digital Transformation Projects in Government and Public Sector." In ICEGOV '17: 10th International Conference on Theory and Practice of Electronic Governance. ACM, 2017. http://dx.doi.org/10.1145/3047273.3047355.

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Paasivaara, Maria, and Casper Lassenius. "Challenges and Success Factors for Large-scale Agile Transformations." In XP '16 Workshops: Scientific Workshop Proceedings of XP2016. ACM, 2016. http://dx.doi.org/10.1145/2962695.2962704.

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Uludag, Omer, Henderik A. Proper, and Florian Matthes. "Investigating the Establishment of Architecture Principles for Supporting Large-Scale Agile Transformations." In 2019 IEEE 23rd International Enterprise Distributed Object Computing Conference (EDOC). IEEE, 2019. http://dx.doi.org/10.1109/edoc.2019.00015.

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