Abstract Context: Almost every organization with a strong digital capability has embarked on an agile transformation journey. But do these changes actually deliver on the envisioned transformation goals? What conclusions can we draw from measurements and observations? Objective: The ambition of this report is to (1) assess whether tooling data can be used to guide a transformation towards improved organizational performance; (2) verify claimed benefits of agile transformations using tooling data in the presented case study. Method: We measure productivity, time-to-market, and quality as transformation objectives by analyzing longitudinal Jira backlog tooling data within an embedded multiple-unit case study. Results: By analyzing over 57,000 Jira issues from eight agile release trains over a period of three years, we (1) provide a proof of concept of how tooling data can be used to guide agile transformations; (2) provide empirical evidence on the assessment of transformation objectives over time and organizational layers at FinOrg; and (3) connect measurement results with available literature. Conclusions: We may conclude that tooling data is a viable addition to guide transformations through identification of improvement opportunities on the set objectives. We connected the case study results to existing literature and identified similarities. We argue that there is a need for a measurement framework and better understanding of the dynamics between measurement and performance.

Abstract While many organizations embark on agile transformations, they can lack insight into the actual impact of these transformations across organizational layers. In this paper, we collect new and study existing evidence on the impact of agile transformations on organizational performance across teams, programs and portfolios. We conducted an international survey collecting the perceptions of agile coaches, transformation leads and other relevant roles, and we correlated levels of agile maturity to the perceptions on dimensions of organizational performance. Based on 134 responses from 29 countries across 16 industries, (1) we consolidated understanding of the benefits of agile transformations based on prior evidence and our data from a more diverse and larger sample, (2) we identified the dimensions impacted by agile transformations as being productivity, responsiveness, quality, workflow health and employee satisfaction & engagement and (3) we traced specific benefits on those dimensions to individual organizational layers of teams, programs and portfolios, showing the magnitude of impact of each dimension per layer. Overall, we can conclude that agile transformations have a variety of strong organizational benefits. This aggregated evidence allows reflection on transformation trends, but also enables organizations to optimize their agile transformation efforts.

Abstract The growing popularity of Agile management methods has led to their application to a number of areas inside, but also outside, the software development domain. However, despite many practitioner reports, research exploring whether and how Agile practices have been applied in domains beyond software development has been rather patchy with little empirical evidence. What is there behind the hype and how can other domains learn from it? To address this gap in the research, we present the findings of our study on the application of Agile management practices in other domains, including an outlook towards a potential expansion enabling Business Agility. To practitioners, this study presents examples of Scrum applied outside the software development domain including concrete practices applied. To researchers, it presents an empirical starting point for further exploration.

Abstract Agile methods are increasingly used in large development projects, with multiple development teams. A central question is then what is needed to coordinate feature teams efficiently. This study examines three mechanisms for coordination: Shared mental models, communication and trust in a large-scale development project with 12 feature teams running over a four-year period. We analyse the findings in relation to suggested frameworks for large-scale agile development and a theory on coordination, and provide new recommendations for practice and theory.

Abstract In a world where the speed of change is faster than ever, a growing number of organisations adopts Agile Portfolio Management (APM) to connect their agile teams to business strategy. A domain which has been little explored in literature and professional frameworks. Based on 14 interviews conducted in 10 large European organisations, in this paper we report the preliminary results of our study on reporting routines, artefacts and metrics in Agile Portfolio Management. In our findings we discuss the three generic domains of reporting responsibility and the novel types of reporting routines found in practice. Further, we use the concept of boundary objects to recommend which types of artefacts are effective for which reporting routines.

While the effects of mindfulness are increasingly explored across different fields, little is known about the application of these practices in agile project teams. In this paper we report on a rigorous controlled trial executed to understand the impact of the three minute breathing exercise on the perceived effectiveness of stand-up meetings. We compare (1) an active group using a three minute breathing exercise, to (2) a placebo, and (3) a control group in 3 organizations and 8 teams with over 152 measurements. Our findings indicate an immediate positive impact on perceived effectiveness, decision-making and improved listening in the active groups compared to the placebo and natural history groups. We provide a preliminary agenda for future research based on our findings and previous evidence from other fields.

Multi-project agile software development is a relatively new area of research. While original Scrum caters to co-located teams working on a single project, multi-project Scrum teams are a day-to-day reality, especially in small organizations. Multitasking across projects is frequently associated with loss of effectiveness, but this assumption is not sufficiently supported by empirical evidence. In order to better understand the phenomenon, we review existing literature across scientific domains and execute an action research project. Our findings show that the Team Portfolio Scrum (TPS) practice designed to support multitasking across projects is perceived to be useful, but with an associated increase in overhead.

Academic education of professional processes is challenged by a necessary balance of practical activities with academic reflection. In this paper we address this issue by discussing our experiences with teaching software engineering practices and their continuous improvement. By designing a graduate course we embed an intensive coaching routine based upon agile practices with research activities to leverage knowledge of students and coaches. As a concrete example of an embedded research project we conduct an experiment on the impact of two different meeting routines on the teams satisfaction with information exchange. Our results show that the intensive coaching in individual teams is shorter in nature and more appealing to the students. Our findings suggest that software engineering education can benefit from the notion of team routines and process improvement practices contributing to maturity of students and educators.