Agile development methods have become a standard in the software industry, including in large-scale projects. These methods share a set of underlying assumptions that distinguish them from more traditional plan-driven approaches. In this article, we adopt Alvesson and Sandberg's problematization approach to challenge three key assumptions that are prevalent in the large-scale agile literature: (1) agile and plan-driven methods are mutually exclusive; (2) self-managing and hierarchically organized teams are mutually exclusive; and (3) agile methods can scale through simple linear composition. Using a longitudinal case study of large-scale agile development, we describe a series of trigger events and episodes whereby the agile approach was tailored to address the needs of the large-scale development context, which was very much at odds with these fundamental assumptions. We develop a set of new underlying assumptions which suggest that agile and plan-driven practices are mutually enabling and necessary for coordination and scaling in large-scale agile projects. We develop nine propositions for large-scale agile projects based on these new alternative underlying assumptions. Finally, we summarize our theoretical contribution in a generic process model of continuously adjusting agile and plan-driven practices in order to accommodate process challenges in large-scale agile projects.

It is not surprising that agile methods are tailored or customized in various contexts and projects. However, there is little advice for practitioners for how to go about tailoring agile methods in large-scale projects. Henceforth, the aim of this experience report is to highlight some of the challenges with large-scale agile software development and especially how to deal with these challenges involves continuous tailoring of the agile method in use. In so doing, we report from a large-scale agile software development effort involving more than 120 participants in a Governmental organization and running for 3,5 years. The project consisted of three deliverables, partly developed in parallel after a delivery model based on Scrum. After a much troubled start related to scaling challenges and architecture complexity during the first deliverable, the project was turnaround and the second and third deliverables were portrayed fairly successful by both supplier and customer. From a practitioner’s perspective, we found that novel practices emerged through out the project that improved the way of working – especially across teams and stakeholders. Based on this, we describe some guidelines for tailoring agile in the large.

Practice-based perspectives have established the situated nature of how technology is appropriated, enacted, and improvised in organisations. Empirical studies demonstrate how the same technology produces different results in different contexts of use. However, practice-based research has, to date, less to offer in terms of accounting for the relationship between instances of situated use (i.e., work practices) that are separated in space and/or time. The term trans-situated use is intended to highlight this blind spot. We focus on one type of relationship, viz., significant degrees of similarities between technologically mediated, geographically dispersed work practices. This degree of similarity is achieved through a process of commensurability consisting of (i) standardisation (addressing interdependencies between multiple instances of the ‘same’ work practice at geographically dispersed sites); and (ii) heterogeneity (addressing the entanglement of one work practice with apparently unrelated work practices and modules). Empirically, we report on a longitudinal, interpretative case study (1998–2004) of a company strategically targeting an integrated information system as a principal vehicle to establish similar services globally.

The design and conceptualization of Common Information Spaces (CIS) has long been recognized as an important research topic within CSCW. Informed by recent developments in Actor-Network Theory (ANT), this paper contributes to the conceptualization of CIS across heterogeneous contexts. In particular, the paper develops a dynamic perspective on CIS emphasizing how CIS is malleable, open and achieved in practice. Furthermore, we argue that large-scale CIS efforts inherently tend to re-produce fragmentation as an unintended consequence of integrating heterogeneous sources of information. Empirically, the research is grounded in extensive field work in a major international oil and gas company.