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Reporting in large-scale agile organizations: insights and recommendations from a case study in software development

Author

Listed:
  • Moritz Schüll

    (University of Bayreuth)

  • Peter Hofmann

    (University of Bayreuth)

  • Pascal Philipp

    (Technical University of Munich)

  • Nils Urbach

    (Frankfurt University of Applied Sciences)

Abstract

Application of agile software development methodologies in large-scale organizations is becoming increasingly common. However, working with multiple teams and on multiple products at the same time yields higher coordination and communication efforts compared to single-team settings for which agile methodologies have been designed originally. With the introduction of agile methodologies at scale also comes the need to be able to report progress and performance not only of individual teams but also on higher aggregation of products and portfolios. Due to faster iterations, production of intermediate work results, increased autonomy of teams, and other novel characteristics, agile methodologies are challenging existing reporting approaches in large organizations. Based on 23 interviews with 17 practitioners from a large German car manufacturing company, this case study investigates challenges with reporting in large-scale agile settings. Further, based on insights from the case study, recommendations are derived. We find that combining reporting and agile methodologies in large-scale settings is indeed challenging in practice. Our research contributes to the understanding of these challenges, and points out opportunities for future research to improve reporting in large-scale agile organizations by goal-setting and automation.

Suggested Citation

  • Moritz Schüll & Peter Hofmann & Pascal Philipp & Nils Urbach, 2023. "Reporting in large-scale agile organizations: insights and recommendations from a case study in software development," Information Systems and e-Business Management, Springer, vol. 21(3), pages 571-601, September.
    • Handle: RePEc:spr:infsem:v:21:y:2023:i:3:d:10.1007_s10257-023-00643-1
    DOI: 10.1007/s10257-023-00643-1
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    References listed on IDEAS

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    1. Kieran Conboy, 2009. "Agility from First Principles: Reconstructing the Concept of Agility in Information Systems Development," Information Systems Research, INFORMS, vol. 20(3), pages 329-354, September.
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    3. Robert Wayne Gregory & Mark Keil & Jan Muntermann & Magnus Mähring, 2015. "Paradoxes and the Nature of Ambidexterity in IT Transformation Programs," Information Systems Research, INFORMS, vol. 26(1), pages 57-80, March.
    4. Jan Jöhnk & Philipp Ollig & Patrick Rövekamp & Severin Oesterle, 2022. "Managing the complexity of digital transformation—How multiple concurrent initiatives foster hybrid ambidexterity," Electronic Markets, Springer;IIM University of St. Gallen, vol. 32(2), pages 547-569, June.
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