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Steven D. Eppinger. Crofoot, Lisa. Massachusetts Institute of Technology. Engineering and Management Program. System Design and Management Program. Massachusetts Institute of Technology. Engineering and Management Program 2021-10-08T16:48:19Z 2021-10-08T16:48:19Z 2020 2020 https://hdl.handle.net/1721.1/132811 1262990574 Thesis: S.M. in Engineering and Management, Massachusetts Institute of Technology, System Design and Management Program, May, 2020 Cataloged from the official version of thesis. Includes bibliographical references (pages 59-61). Agile product development promises improved productivity, fast development cycles, and high employee satisfaction. Large-scale agile development frameworks (e.g., SAFe, Sage, Scrum [at symbol] Scale, Spotify, LeSS) adapt agile principles for programs where multiple teams must work together to build complex products and services. In this research, we explore how large-scale agile organizations manage cross-team interfaces and dependencies. We reviewed existing frameworks and interviewed fourteen individuals from six different organizations. We learned that many large-scale agile practices act as coordination mechanisms. Large-scale agile programs use these coordination mechanisms to: (1) reduce the quantity and complexity of cross-team interfaces; (2) identify interfaces up front; (3) surface interfaces as they emerge in development; (4) manage interfaces during development; and (5) build a shared understanding between teams. Experienced practitioners consider how agile roles, events, artifacts, and other mechanisms contribute to coordination in each of these areas. While large-scale agile frameworks provide recommended practices, we suggest programs should adapt these approaches to fit their specific needs. Future research may help to evolve large-scale agile practices by further exploring: product, process and program architecture, coordination mechanisms and effectiveness, and leadership and accountability. by Lisa Crofoot. S.M. in Engineering and Management S.M.inEngineeringandManagement Massachusetts Institute of Technology, System Design and Management Program 61 pages eng Massachusetts Institute of Technology MIT theses may be protected by copyright. Please reuse MIT thesis content according to the MIT Libraries Permissions Policy, which is available through the URL provided. http://dspace.mit.edu/handle/1721.1/7582 Engineering and Management Program. System Design and Management Program. Management of cross-team interfaces in large-scale agile development Thesis application/pdf 2021-10-08T16:48:19Z Publication Master SysDes unknown unknown <Publication xmlns="https://www.openaire.eu/cerif-profile/1.1/" id="b068f970-1ef1-46e0-913a-d6e7d1ca82f3"> <Type xmlns="https://www.openaire.eu/cerif-profile/vocab/COAR_Publication_Types">http://purl.org/coar/resource_type/c_1843</Type> <Language>eng</Language> <Title>Management of cross-team interfaces in large-scale agile development</Title> <PublishedIn> <Publication> </Publication> </PublishedIn> <PublicationDate>2020</PublicationDate> <Authors> <Author> <DisplayName>Crofoot, Lisa.</DisplayName> <Affiliation> <OrgUnit> </OrgUnit> </Affiliation> </Author> </Authors> <Editors> </Editors> <Publishers> <Publisher> <DisplayName>Massachusetts Institute of Technology</DisplayName> <OrgUnit /> </Publisher> </Publishers> <License>http://dspace.mit.edu/handle/1721.1/7582</License> <Keyword>Engineering and Management Program.</Keyword> <Keyword>System Design and Management Program.</Keyword> <Abstract>Agile product development promises improved productivity, fast development cycles, and high employee satisfaction. Large-scale agile development frameworks (e.g., SAFe, Sage, Scrum [at symbol] Scale, Spotify, LeSS) adapt agile principles for programs where multiple teams must work together to build complex products and services. In this research, we explore how large-scale agile organizations manage cross-team interfaces and dependencies. We reviewed existing frameworks and interviewed fourteen individuals from six different organizations. We learned that many large-scale agile practices act as coordination mechanisms. Large-scale agile programs use these coordination mechanisms to: (1) reduce the quantity and complexity of cross-team interfaces; (2) identify interfaces up front; (3) surface interfaces as they emerge in development; (4) manage interfaces during development; and (5) build a shared understanding between teams. Experienced practitioners consider how agile roles, events, artifacts, and other mechanisms contribute to coordination in each of these areas. While large-scale agile frameworks provide recommended practices, we suggest programs should adapt these approaches to fit their specific needs. Future research may help to evolve large-scale agile practices by further exploring: product, process and program architecture, coordination mechanisms and effectiveness, and leadership and accountability.</Abstract> <Access xmlns="http://purl.org/coar/access_right" > </Access> </Publication>