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  • 1.
    Azizi, Nima
    et al.
    Högskolan i Jönköping, Tekniska Högskolan, JTH. Forskningsmiljö Informationsteknik. Högskolan i Jönköping, Tekniska Högskolan, JTH, Data- och elektroteknik.
    Taqi, Mohammed Aysar
    Högskolan i Jönköping, Tekniska Högskolan, JTH, Data- och elektroteknik. Högskolan i Jönköping, Tekniska Högskolan, JTH. Forskningsmiljö Informationsteknik.
    Applying Agile methodologies within the context of traditional project governance: - A study of the Volvo Group experience2015Independent thesis Advanced level (degree of Master (Two Years)), 20 poäng / 30 hpOppgave
    Abstract [en]

    The nature of software development has changed in last decade. Waterfall or traditional command and control methods have been replaced by Agile methodologies. Agile came as a “solution” to the disadvantages of the waterfall methodology, but using Agile has its own challenges. Due to the attractive characteristics of Agile such as flexibility and short time-to-market, Agile development has been increasingly popular and the number of organisations which have started to move to Agile is growing every day. Implementing new methodologies in any organisation is always a big challenge, especially for large-scale organisations due to their complexity, many different interacting interfaces, strong organisational culture, etc.

    The nature of these challenges and obstacles changes from different perspectives within an organisation, and each of these perspectives needs to be studied and investigated to ensure a successful transition from traditional approaches to Agile. In this thesis we focus on the project manager and project governance perspectives. We aim to define the success and failure factors that play a key role in moving from traditional approaches to Agile approaches in large-scale organisations.

    To address these challenges we conducted literature reviews on the latest research in implementing Agile methodologies. To collect our data we used a combination of qualitative and quantitative research methods. We explored both IT project manager and Chief project manager opinions and experiences of the organisations by conducting interviews and questionnaires in our research.

    The results reveals the difficulty to find proper product owners in the Agile projects. It is challenging to set a product owner who has Agile knowledge and is expert in the project domain. Specialized training and coaching for product owners is mentioned as one of the solutions that could be provided for this challenge. “Distributed teams”, “Lack of focus on the business side” and “Weak coaching and support” are some of the other critical areas which have been presented by the participants in the interviews and survey in this study.

    The main conclusion is that in order to have a successful transition to Agile approaches, the Agile mind-set should be set in all different part in an organizations, not only the development side and also that everyone have to understand “Why” Agile is beneficial. Also the communication of lessons learnt and feedback should be strong and effective in order to avoid repetition of the same mistakes. In addition, specialized training and coaching for different roles within the period of the development is necessary to ensure the successful adoption of Agile.

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