How are agile release trains formed in practice? A case study in a large financial corporation

dc.contributorAalto-yliopistofi
dc.contributorAalto Universityen
dc.contributor.authorPutta, Abheeshtaen_US
dc.contributor.authorPaasivaara, Mariaen_US
dc.contributor.authorLassenius, Casperen_US
dc.contributor.departmentDepartment of Computer Scienceen_US
dc.contributor.departmentProfessorship Lassenius Casperen_US
dc.contributor.editorFraser, Stevenen_US
dc.contributor.editorCoallier, Françoisen_US
dc.contributor.editorKruchten, Philippeen_US
dc.date.accessioned2019-06-20T13:12:32Z
dc.date.available2019-06-20T13:12:32Z
dc.date.issued2019-01-01en_US
dc.description.abstractThe Scaled Agile Framework (SAFe) is currently the most widely adopted framework for scaling agile in the software intensive industry. Despite this, there exists very little scientific research on the transformation process, as well as on the challenges and success factors of using SAFe in large-scale organizations. To start filling in this research gap, we conducted a case study by investigating the formation of agile release trains and the related challenges in a large financial organization adopting SAFe. We conducted 24 interviews with 27 interviewees, after which we analyzed the transcribed interviews using open and axial coding. The SAFe transformation started by forming a pilot train with teams that already had experience in agile practices. The success of the pilot led to the launching of new release trains. The forming of new agile release trains was challenging due to politics, difficulties in identifying the value streams, and the avoidance of a radical restructuring of the organization. These challenges led to opting for an organic way of transformation. Management organized several workshops to identify stakeholders for the second train. This was followed by team members choosing their teams based on skills and interests. The last two trains were formed using Lego workshops. The most significant challenges after forming the release trains at the case organization were struggles with existing projects and challenges due to inter-train dependencies.en
dc.description.versionPeer revieweden
dc.format.extent17
dc.format.extent154-170
dc.format.mimetypeapplication/pdfen_US
dc.identifier.citationPutta , A , Paasivaara , M & Lassenius , C 2019 , How are agile release trains formed in practice? A case study in a large financial corporation . in S Fraser , F Coallier & P Kruchten (eds) , Agile Processes in Software Engineering and Extreme Programming - 20th International Conference, XP 2019, Proceedings . Lecture Notes in Business Information Processing , vol. 355 , Springer , pp. 154-170 , International Conference on Agile Software Development , Montreal , Canada , 21/05/2019 . https://doi.org/10.1007/978-3-030-19034-7_10en
dc.identifier.doi10.1007/978-3-030-19034-7_10en_US
dc.identifier.isbn9783030190330
dc.identifier.issn1865-1348
dc.identifier.otherPURE UUID: 1bb82102-b45f-4180-af58-213ae06068d2en_US
dc.identifier.otherPURE ITEMURL: https://research.aalto.fi/en/publications/1bb82102-b45f-4180-af58-213ae06068d2en_US
dc.identifier.otherPURE LINK: http://www.scopus.com/inward/record.url?scp=85065888198&partnerID=8YFLogxKen_US
dc.identifier.otherPURE FILEURL: https://research.aalto.fi/files/34204900/Putta2019_Chapter_HowAreAgileReleaseTrainsFormed.pdfen_US
dc.identifier.urihttps://aaltodoc.aalto.fi/handle/123456789/38799
dc.identifier.urnURN:NBN:fi:aalto-201906203865
dc.language.isoenen
dc.publisherSpringer
dc.relation.ispartofInternational Conference on Agile Software Developmenten
dc.relation.ispartofseriesAgile Processes in Software Engineering and Extreme Programming - 20th International Conference, XP 2019, Proceedingsen
dc.relation.ispartofseriesLecture Notes in Business Information Processingen
dc.relation.ispartofseriesVolume 355en
dc.rightsopenAccessen
dc.subject.keywordAgile release trainsen_US
dc.subject.keywordChallengesen_US
dc.subject.keywordSAFeen_US
dc.subject.keywordScaled agile frameworken_US
dc.titleHow are agile release trains formed in practice? A case study in a large financial corporationen
dc.typeConference article in proceedingsfi
dc.type.versionpublishedVersion
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