TY - JOUR
T1 - Scaling Agile Company-Wide
T2 - The Organizational Challenge of Combining Agile-Scaling Frameworks and Enterprise Architecture in Service Companies
AU - van Wessel, Robert M.
AU - Kroon, Philip
AU - de Vries, Henk J.
N1 - Publisher Copyright:
IEEE
PY - 2021/12/15
Y1 - 2021/12/15
N2 - Many organizations have embraced agile methods. Studies show a trend of large-scale application of agile frameworks company-wide. Emergent architecture design as part of an agile approach is effective at the project level but causes issues when services need to interact seamlessly at the enterprise level. Enterprise architecture (EA) can provide such coherence. Combining the scaling agile methods with EA is challenging. However, such a combination could benefit from the flexibility that agile approaches offer and provide the consistency and long-term focus that EA pursues. This article uses the longitudinal case study research to explore how organizations can effectively govern Agile and EA in large-scale agile transformations. Our case analysis shows that methods for scaling Agile do not provide sufficient guidance to properly handle the transformation from existing EA practices to an Agile EA combination company-wide. We propose how EA can be applied effectively in large-scale agile transformations despite the two seemingly conflicting approaches of Agile and EA. Based on our findings, we propose a conceptual model for future research that incorporates factors that take EA into account in the governance of agile-scaling frameworks. Our findings extend current literature on coordination mechanisms between architects and agile teams in large-scale agile transformations, thereby balancing emergent and intentional architectures.
AB - Many organizations have embraced agile methods. Studies show a trend of large-scale application of agile frameworks company-wide. Emergent architecture design as part of an agile approach is effective at the project level but causes issues when services need to interact seamlessly at the enterprise level. Enterprise architecture (EA) can provide such coherence. Combining the scaling agile methods with EA is challenging. However, such a combination could benefit from the flexibility that agile approaches offer and provide the consistency and long-term focus that EA pursues. This article uses the longitudinal case study research to explore how organizations can effectively govern Agile and EA in large-scale agile transformations. Our case analysis shows that methods for scaling Agile do not provide sufficient guidance to properly handle the transformation from existing EA practices to an Agile EA combination company-wide. We propose how EA can be applied effectively in large-scale agile transformations despite the two seemingly conflicting approaches of Agile and EA. Based on our findings, we propose a conceptual model for future research that incorporates factors that take EA into account in the governance of agile-scaling frameworks. Our findings extend current literature on coordination mechanisms between architects and agile teams in large-scale agile transformations, thereby balancing emergent and intentional architectures.
UR - http://www.scopus.com/inward/record.url?scp=85121788883&partnerID=8YFLogxK
U2 - 10.1109/TEM.2021.3128278
DO - 10.1109/TEM.2021.3128278
M3 - Article
AN - SCOPUS:85121788883
SN - 0018-9391
JO - IEEE Transactions on Engineering Management
JF - IEEE Transactions on Engineering Management
ER -