Scaling Agile Company-Wide

The Organizational Challenge of Combining Agile-Scaling Frameworks and Enterprise Architecture in Service Companies

Journal Article (2022)
Author(s)

Robert M. van Wessel ( Erasmus Universiteit Rotterdam)

Philip Kroon

Henk de Vries (TU Delft - Values Technology and Innovation, Erasmus Universiteit Rotterdam, TU Delft - Economics of Technology and Innovation)

Research Group
Economics of Technology and Innovation
Copyright
© 2022 Robert M. Van Wessel, Philip Kroon, H.J. de Vries
DOI related publication
https://doi.org/10.1109/TEM.2021.3128278
More Info
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Publication Year
2022
Language
English
Copyright
© 2022 Robert M. Van Wessel, Philip Kroon, H.J. de Vries
Research Group
Economics of Technology and Innovation
Issue number
6
Volume number
69
Pages (from-to)
3489-3502
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Abstract

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.

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