This paper elucidates problems with communication about requirements in a complex program in a large organization. Our insights are rooted in experiences we, as industrial practitioners, have had in our extensive involvement in a specific program in which we delivered software consultancy services to an industrial client. Throughout this involvement, we encountered significant problems, which caused insufficient requirements engineering. Our efforts to communicate effectively about requirements proved to be inadequate. Although some problems could have been addressed with established requirements engineering techniques, we have not been able to convince key stakeholders to allow us to apply such techniques to the desired extent. The main contribution of this paper is five lessons about our insufficient understanding of key stakeholders' interests and about the impact both the program organization and the overall company organization had on the possibilities for and limitations of effective communication about requirements.

Abstract Deployment constitutes a pivotal aspect of data science projects, such as big data analytics (BDA). A comprehensive definition of successful deployment necessitates the integration of perspectives from both the project stakeholders and the end-users. However, adequate consideration of project stakeholders remains notably absent within the broader view of project deployment. This paper investigates the role of stakeholders in the deployment of BDA projects by applying an ethnographic research design throughout a 12-month period within a large multinational organization. The study employs critical systems heuristics concepts to identify stakeholder roles, which are subsequently classified and analyzed according to the salience model. The empirical findings point towards the missing link between the technical and the business aspects of a BDA project. The organizational function and product management, (capable of comprehending both the technical and business dimensions) must undertake a highly salient stakeholder role to effectively guide the project toward the successful deployment. Additionally, this role will be able to identify the exact beneficiaries, thus enabling them to increase their salience and their interests to resonate across the spectrum of project stakeholders. This study advances the knowledge and understanding of BDA deployment through the lens of a stakeholder perspective and systems thinking. It uncovers the necessary resources by mapping the social roles of a project and assessing their salience. Balancing role-based salience contributes to successful BDA project deployment.

Several studies contribute with valuable insights into agile teamwork performance. Currently, Scrum is dominating the industrial agile software development practices. Yet, there is a lack of studies that directly explores the role of team maturity and key components of the Scrum framework on being successful at Scrum. We investigate the impact of team maturity and four categories of the Scrum framework (team composition, Scrum values, Scrum roles, and Scrum events) on the perception of being successful at Scrum. Hence, we uncover and provide deeper insights into the characteristics and practices of what makes a team successful at Scrum. We carry out a large-scale and cross-sectional survey. We conduct Pearson's chi-square test of independence and logistic regression analysis for team maturity and the remaining variables on being successful. After surveying 182 Scrum team members, the results show that being successful at Scrum depends on the team maturity level. Team composition variables (fully allocated, low turnover rates, required skills and expertise, and self-management) and directing work in accordance with Scrum values (openness and courage) have an impact. All three Scrum roles are important. Particularly impactful are the developers’ ability to adapt their plans, the product owners’ mandate to prioritize, and the Scrum masters’ ability to ensure that all events take place. Following all Scrum events has an effect on the perception of being successful at Scrum. This work constitutes a valuable contribution to agile practitioners and organizations who are already involved in agile development or plan to pursue agility. Organizations can influence Scrum teams’ journey towards becoming successful at Scrum by ensuring the stability required to allow team maturation and decision-making relevant to team composition variables. This work also provides reflections that are useful for Scrum teams’ practices and internal dynamics related to values, roles, and events.

The role of the Product Owner in agile software development is critical being accountable for maximising the value, although becoming proficient in this role is a complex process. The Product Owner’s responsibilities vary between different industries. The literature has not fully explained the role of a Product Owner. We shed light on the factors that influence the role at levels of organization, team, stakeholder, and the individual. We conduct a systematic literature review in combination with a focus group consisting of practitioners to better understand the problem and to address the persistent gaps in theory and practice. Rather than exposing generic competencies associated with the role of Product Owner, our findings show that the role is tailored to fit the unique organisational context, including at the team level, and involves managing the organisational environment, including the institutional culture and politics. We also find an inherent tension arising from the fact that although the role of Product Owner is affected by the organisational level, the performance of the role is strongly influenced by attributes at the individual level. In particular, the individual’s ability to establish and manage networks and relationships within the organisation is mediated by his or her communication skills.