Communities of practice in a large distributed agile software development organization - Case Ericsson

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dc.contributor Aalto-yliopisto fi
dc.contributor Aalto University en
dc.contributor.author Paasivaara, Maria
dc.contributor.author Lassenius, Casper
dc.date.accessioned 2017-05-11T09:04:49Z
dc.date.available 2017-05-11T09:04:49Z
dc.date.issued 2014
dc.identifier.citation Paasivaara , M & Lassenius , C 2014 , ' Communities of practice in a large distributed agile software development organization - Case Ericsson ' INFORMATION AND SOFTWARE TECHNOLOGY , vol 56 , no. 12 , pp. 1556-1577 . DOI: 10.1016/j.infsof.2014.06.008 en
dc.identifier.issn 0950-5849
dc.identifier.issn 1873-6025
dc.identifier.other PURE UUID: b427966e-9877-4991-addc-3756539faef4
dc.identifier.other PURE ITEMURL: https://research.aalto.fi/en/publications/communities-of-practice-in-a-large-distributed-agile-software-development-organization--case-ericsson(b427966e-9877-4991-addc-3756539faef4).html
dc.identifier.other PURE FILEURL: https://research.aalto.fi/files/11637544/1_s2.0_S0950584914001475_main.pdf
dc.identifier.uri https://aaltodoc.aalto.fi/handle/123456789/25805
dc.description.abstract Context Communities of practice—groups of experts who share a common interest or topic and collectively want to deepen their knowledge—can be an important part of a successful lean and agile adoption in particular in large organizations. Objective In this paper, we present a study on how a large organization within Ericsson with 400 persons in 40 Scrum teams at three sites adopted the use of Communities of Practice (CoP) as part of their transformation from a traditional plan-driven organization to lean and agile. Methods We collected data by 52 semi-structured interviews on two sites, and longitudinal non-participant observation of the transformation during over 20 site visits over a period of two years. Results The organization had over 20 CoPs, gathering weekly, bi-weekly or on a need basis. CoPs had several purposes including knowledge sharing and learning, coordination, technical work, and organizational development. Examples of CoPs include Feature Coordination CoPs to coordinate between teams working on the same feature, a Coaching CoP to discuss agile implementation challenges and successes and to help lead the organizational continuous improvement, an end-to-end CoP to remove bottlenecks from the flow, and Developers CoPs to share good development practices. Success factors of well-functioning CoPs include having a good topic, passionate leader, proper agenda, decision making authority, open community, supporting tools, suitable rhythm, and cross-site participation when needed. Organizational support include creating a supportive atmosphere and providing a suitable infrastructure for CoPs. Conclusions In the case organization, CoPs were initially used to support the agile transformation, and as part of the distributed Scrum implementation. As the transformation progressed, the CoPs also took on the role of supporting continuous organizational improvements. CoPs became a central mechanism behind the success of the large-scale agile implementation in the case organization that helped mitigate some of the most pressing problems of the agile transformation. en
dc.format.extent 1556-1577
dc.format.mimetype application/pdf
dc.language.iso en en
dc.relation.ispartofseries INFORMATION AND SOFTWARE TECHNOLOGY en
dc.relation.ispartofseries Volume 56, issue 12 en
dc.rights openAccess en
dc.title Communities of practice in a large distributed agile software development organization - Case Ericsson en
dc.type A1 Alkuperäisartikkeli tieteellisessä aikakauslehdessä fi
dc.description.version Peer reviewed en
dc.subject.keyword Communities of practice
dc.subject.keyword Large-scale agile software development
dc.subject.keyword Scaling agile
dc.identifier.urn URN:NBN:fi:aalto-201705114180
dc.identifier.doi 10.1016/j.infsof.2014.06.008
dc.type.version publishedVersion


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