Coordinating Knowledge Work in Multi-Team Programs: Findings from a Large-Scale Agile Development Program

TL;DR

This study explores how coordination practices evolve over four years in a large-scale agile development program involving 12 teams, highlighting feedback-based modes and mechanisms beyond standard advice to improve program outcomes.

Contribution

It provides a detailed case study of coordination practices in large-scale agile programs, revealing how these practices adapt over time and the importance of tailored coordination mechanisms.

Findings

Coordination modes based on feedback are crucial.

A wide range of mechanisms are used beyond standard practices.

Coordination practices evolve significantly over time.

Abstract

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.