Empirical Studies to Identify Challenges and Probe Good Practices in the Adoption of Scaled Agile Methods in the Field of Vehicle Dynamics Development of an OEM

Abstract

 Since 17 scientists published the Agile Manifesto in 2001, agile projects have been continuously evolving and their success attracted attention. The approach to install agile development proposed lean processes, the continuous improving of the product, and more flexibility. Even though in the first place, the term agile is just a set of 12 principles and four values. With these in mind, various methodologies, practices, and frameworks were introduced and adapted in the last decades. With their usage, new concerns arose. Agile development was not only installed in individual and co-located teams for which it was initially designed, but was also adapted in large organizations. Therefore, the transformation from traditional to agile development was experienced as more challenging in large than in small organizations. Additional concerns came up in large-scale agile development and were addressed by novel practices, which required examination. Research in
this domain is still scarce, while gaining relevance, especially within transformations. In particular, the demand for case studies increases. Therefore, we investigated the individual adoption of agile development in a large department producing software in the field of vehicle dynamics development. Additionally, we analyzed the concerns in the different adoption phases. Overall, we reinvestigated 55 concerns from previous literature and found 27 new concerns. The recurring concerns were addressed by several good practices. To document these probed good practices in a structured manner, the large-scale agile development pattern language developed by our chair was used. 17 pattern candidates are demonstrated in this thesis, divided into Principles, Coordination Patterns, Methodology Patterns, Viewpoint Patterns, and Anti-Patterns. To fulfill our empirical research approach, we conducted 14 interviews with scrum masters, product owners, developers, and managers and observed their work for five months. We were able to analyze not only the temporal occurrence, but also the role-specific experiences with the documented concerns and good practices as well as relationships between them.

Research Questions

1. How does the large-scale agile transformation take place at the case organization?

2. What are concerns within the large-scale agile transformation at the OEM?

3. What are good practices to address the observed concerns within the large-scale agile transformation at the OEM?

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