Skip to main content

Challenges in Establishing a Large-Scale Agile Framework in the Enterprise

  • Chapter
  • First Online:
Large-Scale Agile Frameworks
  • 568 Accesses

Abstract

Detached from the form of Large-Scale Agile Framework that appears to be the most appropriate model for your organizational form, the same questions and challenges that you and your agile teams face almost always arise. How agile is your release management? Do months or even more than half a year pass before desired changes actually reach users as deliverables? If you recognize yourself in such scenarios, your approaches to software development are, at least currently, extremely limited or probably not agile at all. We show how you can change this and move to agile software development. Is your organization already benefiting from the collaboration of cross-functional teams? Successful digital companies use consistent collaboration in cross-functional teams. This influences the division of labor between regular business functions in terms of a strong expression of project-based collaboration across traditional organizational departmental boundaries and oriented around a key success factor. Vision—Strategy—Product / Service Roadmap: A cross-organizational vision requires strategic decisions on products or services, e.g., setting priorities, determining the phase-out of product releases, or discontinuing functionalities. Often, this requires the involvement of software architects and software development teams, or even the executive board and other cross-product teams. Many decisions are made in dialog between technical or managerial staff and are not recorded. Agile collaboration tools such as Confluence offer effective support in a variety of ways to remedy this situation. For a company, excellent digital leadership means nothing less than taking the lead in economically important areas of competence with digital strategies. With the Chief Information Officer (CIO) and the Chief Digital Officer (CDO), we present the role and tasks of the central key figures in detail. Emergency management: Can your organization react agilely in emergency situations? A functioning emergency management system should ensure the continuity of business operations during emergencies. Carefully prepared emergency management enables organizations to respond appropriately and effectively when critical business processes are disrupted. Components of emergency management include emergency preparedness and emergency response. With rapidly increasing threats regarding ransomware and cybercrime, the probability for any organization to be affected by a cyber-attack itself has increased significantly. But regular IT failure scenarios should also be anticipated with prudence, so that employees in your organization make the right decisions in emergency situations that have occurred and take important steps to minimize the extent of the damage. Especially when realigning towards an agile process organization, it is essential to address the components of emergency management.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Subscribe and save

Springer+ Basic
EUR 32.99 /Month
  • Get 10 units per month
  • Download Article/Chapter or Ebook
  • 1 Unit = 1 Article or 1 Chapter
  • Cancel anytime
Subscribe now

Buy Now

Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 44.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 59.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

References

  1. Schallmo, D., et al. (2017). Digitale Transformation von Geschäftsmodellen. Grundlagen, Instrumente und Best Practices (1st edn.). Springer/Gabler.

    Google Scholar 

  2. Cooper, A. (2004). The inmates are running the asylum: Why high tech products drive us crazy and how to restore the Sanity (1. März 2004). Sams Publishing—2004 Que (2nd edn.).

    Google Scholar 

  3. Luz, W. P., Pinto, G., & Bonifácio, R. (2019). Adopting DevOps in the real world: A theory, a model, and a case study. Journal of Systems and Software, 157, 110–384.

    Article  Google Scholar 

  4. Berggren, E., & Bernshteyn, R. (2007). Organizational transparency drives company performance. The Journal of Management Development, 2007, 26. Jg., Nr. 5, 411.

    Google Scholar 

  5. Kelanti, M., et al. (2013). A case study of requirements management: Toward transparency in requirements management tools. In Proceedings of the eighth international conference on software engineering advances (ICSEA 2013) (S. 597–604).

    Google Scholar 

  6. Zave, P., & Jackson, M. (1997). Four dark corners of requirements engineering. ACM Transactions on Software Engineering and Methodology (TOSEM), 6(1), 1–30.

    Article  Google Scholar 

  7. Cao, L., & Ramesh, B. (2008). Agile requirements engineering practices: An empirical study. IEEE Software, 25(1), 60–67.

    Article  Google Scholar 

  8. Kreutzer, R. T., et al. (2017). Digital Business Leadership – Digitale Transformation – Geschäftsmodell-Innovation – agile Organisation – Change-Management (1st edn.). Springer/Gabler.

    Google Scholar 

  9. Peppard, J. (2010). Unlocking the performance of the chief information officer (CIO). California Management Review, 52(4), 73–99.

    Article  Google Scholar 

  10. Horlacher, A., & Hess, T. (2016). What does a chief digital officer do? Managerial tasks and roles of a new C-level position in the context of digital transformation. In 2016 49th Hawaii international conference on system sciences (HICSS) (S. 5126–5135). IEEE.

    Google Scholar 

  11. Shao, Z., Feng, Y., & Hu, Q. (2016). Effectiveness of top management support in enterprise systems success: A contingency perspective of fit between leadership style and system life-cycle. European Journal of Information Systems, 25(2), 131–153.

    Article  Google Scholar 

  12. Ministr, J., Stevko, M., & Fiala, J. (2009). The IT service continuity management principles implementation by method A2. In IDIMT-2009 systems and humans–A complex relationship–17th interdisciplinary information management talks preceedings (S. 131–139). Trauner Druck.

    Google Scholar 

  13. Bundesamt Für Sicherheit in Der Informationstechnik. BSI-Standard. 100-4: Notfallmanagement. 2008.

    Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Corresponding author

Correspondence to Sascha Block .

Rights and permissions

Reprints and permissions

Copyright information

© 2023 The Author(s), under exclusive license to Springer-Verlag GmbH, DE, part of Springer Nature

About this chapter

Check for updates. Verify currency and authenticity via CrossMark

Cite this chapter

Block, S. (2023). Challenges in Establishing a Large-Scale Agile Framework in the Enterprise. In: Large-Scale Agile Frameworks. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-662-67782-7_6

Download citation

  • DOI: https://doi.org/10.1007/978-3-662-67782-7_6

  • Published:

  • Publisher Name: Springer, Berlin, Heidelberg

  • Print ISBN: 978-3-662-67781-0

  • Online ISBN: 978-3-662-67782-7

  • eBook Packages: Computer ScienceComputer Science (R0)

Publish with us

Policies and ethics