Coordinating Knowledge Work in Multi-Team Programs: Findings from a Large-Scale Agile Development Program
This research addresses coordination problems for managers and practitioners in large-scale agile development programs, offering insights to improve outcomes, though it is incremental in building on existing agile methods.
The study tackled the challenge of coordinating multiple teams in large-scale agile software development programs, finding that effective coordination relies on feedback-based modes, a broader set of mechanisms than typically advised, and dynamic adjustments over time, based on a four-year case with 12 teams.
Software development projects have undergone remarkable changes with the arrival of agile development methods. While intended for small, self-managing teams, these methods are increasingly used also for large development programs. A major challenge in programs is to coordinate the work of many teams, due to high uncertainty in tasks, a high degree of interdependence between tasks and because of the large number of people involved. This revelatory case study focuses on how knowledge work is coordinated in large-scale agile development programs by providing a rich description of the coordination practices used and how these practices change over time in a four year development program with 12 development teams. The main findings highlight the role of coordination modes based on feedback, the use of a number of mechanisms far beyond what is described in practitioner advice, and finally how coordination practices change over time. The findings are important to improve the outcome of large knowledge-based development programs by tailoring coordination practices to needs and ensuring adjustment over time.