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A Framework for Speeding Up Interactions Between Agile Teams and Other Parts of the Organization

  • Antonio MartiniEmail author
  • Lars Pareto
  • Jan Bosch
Chapter

Abstract

A known problem in large software companies is to balance the return on investment coming from short-term and long-term business goals dependent on the responsiveness of the companies. In the previous chapter we have found challenges in interactions between the Agile team and other parts of the organization. We have conducted an investigation on three large product line companies employing Agile software development in order to find practices that would mitigate the challenges.

Keywords

Development Team Business Goal Agile Practice Agile Software Development Root Factor 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

References

  1. 1.
    Martini, A., Pareto, L., Bosch, J.: Enablers and inhibitors for speed with reuse. In: Proceedings of the 16th International Software Product Line Conference – Volume 1, SPLC’12, pp. 116–125. ACM, New York (2012). doi:10.1145/2362536.2362554Google Scholar
  2. 2.
    Martini, A., Pareto, L., Bosch, J.: Communication factors for speed and reuse in large-scale agile software development. In: Proceedings of the 17th International Software Product Line Conference, SPLC’13, pp. 42–51. ACM, New York (2013). doi:10.1145/2491627.2491642Google Scholar
  3. 3.
    Martini, A., Pareto, L., Bosch, J.: Improving businesses success by managing interactions among Agile teams in large organizations. In: Herzwurm, G., Margaria, T. (eds.) Software Business. From Physical Products to Software Services and Solutions, Lecture Notes in Business Information Processing, pp. 60–72. Springer, Berlin (2013)Google Scholar

Copyright information

© Springer International Publishing Switzerland 2014

Authors and Affiliations

  1. 1.Chalmers University of Technology, Gothenburg UniversityGothenburgSweden

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