<p>The
Ultra-Large
Scale
Software
(ULSS)
system
is
a
novel
generation
of
software
systems
that
requires
to
be
managed
and
developed
across
multiple
organizations.
Such
challenges
the
existing
agile
methods
scaled
as
they
address
only
intra-organizational
cooperation.
In
fact,
for
inter-organizational
coordinations,
ULSS
have
regulated
city
rather
than
being
engineered
building.
This
paper
provides
first
Framework
Agile
Regulated
Ultra-Large-Scale
System
(FARUL3S)
intends
regulate
by
constraining
design
spaces’
exploration.
To
this
end,
we
introduced
Design
Rules
Hierarchy
(SDRH)
hierarchy
dominance
relations
covers
system,
platform
application
levels.
The
SDRH,
which
main
artifact
our
framework,
ensures
distributed
exploration
helps
provide
interoperability
between
different
component
parts
system.
NOV-based
analysis
two
case
studies
from
Smart
City
prove
regulation
improves
added
value
over
its
engineering.
Thus,
conclude,
regulating
makes
more
sum
elements.
</p>
Human Resource Management Review,
Год журнала:
2024,
Номер
35(1), С. 101043 - 101043
Опубликована: Авг. 28, 2024
The
notion
of
resources
is
central
to
many
theories
in
HRM
and
applied
psychology.
Prominent
resource-based
tend
focus
on
issues
related
accessing
at
the
firm-level
(e.g.,
view
firm)
or
employee-level
job
demands
-
theory).
However,
team-level,
critical
issue
often
a
matter
resource
mobilization
rather
than
access.
Previous
research
has
discovered
that
team's
ability
use
effectively
indicative
collective
intelligence.
Instead
explaining
this
with
latent
intelligence
factor,
we
argue
teams
can
develop
by
using
agile
work
practices
(AWPs).
Through
systematic
review
team
literature,
describe
how
mobilize
embedded
internal
external
environment
achieve
sustained
effectiveness.
Generalizing
beyond
context,
propose
model
introduces
team-internal
team-external
as
unique
predictors
We
further
strengthened
challenge
complexity)
weakened
hindrance
role
conflict).
hope
our
effectiveness
inspires
future
into
perform
across
multiple
episodes,
without
going
cost
members'
health
well-being.
Empirical Software Engineering,
Год журнала:
2023,
Номер
28(5)
Опубликована: Авг. 29, 2023
Abstract
Context
Responding
to
change
and
continuously
improving
processes,
practices,
products
are
core
agile
software
development.
It
is
no
different
in
large-scale
agile,
where
multiple
development
teams
need
respond
both
changes
their
external
environments
within
the
organization.
Objective
With
this
study,
we
aim
advance
knowledge
on
coordination
by
developing
a
model
of
types
organizational
that
influence
mechanisms.
Method
We
conducted
longitudinal
case
study
growing
organization,
focusing
how
internal
impact
over
time.
collected
our
data
through
62
days
fieldwork
across
one
half
years.
37
interviews,
observed
118
meetings
at
all
levels,
supplementary
material
such
as
chat
logs
presentations,
analyzed
using
thematic
analysis.
Results
Our
findings
demonstrate
events,
onboarding
new
clients,
team
mechanisms
program.
find
events
lead
introduction
mechanisms,
or
adjustment
existing
ones.
Further,
continuous
scaling
requires
adjustment.
Finally,
having
right
place
time
strengthens
resilience
ability
cope
with
needs
complex
environments.
Conclusions
summarized
an
empirically
based
provides
practical
approach
analyzing
change,
aimed
supporting
researchers
practitioners
dealing
contexts.
Lecture notes in business information processing,
Год журнала:
2021,
Номер
unknown, С. 140 - 156
Опубликована: Янв. 1, 2021
Abstract
Inter-team
coordination
in
large-scale
software
development
can
be
challenging
when
relying
on
agile
methods
that
emphasize
iterative
and
frequent
delivery
autonomous
teams.
Previous
research
has
introduced
the
concept
of
strategies,
which
refer
to
a
set
mechanisms
manage
dependencies.
We
report
case
study
program
with
16
Through
interviews,
meeting
observations,
supplemental
document
analyses,
we
explore
challenges
inter-team
how
dependencies
are
managed.
found
four
strategies:
1)
aligning
teams,
2)
maintaining
overview
setting,
3)
managing
prioritizations,
4)
architecture
technical
This
extends
previous
strategies
within
teams
level.
propose
organizations
use
understand
they
coordinate
across
their
unique
situation.
Today,
many
companies
allow
their
employees
to
work
from
anywhere,
which
has
changed
how
coordinate
and
align
toward
the
same
goals.
Objectives
Key
Results
(OKRs)
is
a
goal-setting
framework
applied
in
such
distributed
settings.
This
research
aimed
investigate
OKRs
are
used
large-scale
agile
contexts.
We
interviewed
team
members
analyzed
documents,
including
survey.
Our
study's
results
provide
both
enabling
limiting
situations
that
make
members'
utilization
of
either
easier
or
more
difficult.
found
aided
knowledge
sharing
improved
transparency
between
teams.
present
four
strategies
for
overcoming
challenges
maximizing
benefits
using
framework.
An
important
takeaway
employ
must
support
employees,
especially
defining
key
outcomes
encourage
teams
common
goal.
Journal of Organization Design,
Год журнала:
2025,
Номер
14(1), С. 23 - 34
Опубликована: Фев. 10, 2025
Abstract
In
the
face
of
today’s
world
uncertainty,
many
organizations
aim
for
more
flexible
and
less
hierarchical
forms
organizing.
Relatedly,
management
scholars
consultants
have
increasingly
taken
stock
agile
concept,
advocating
a
scaling
teams
their
maverick
practices
to
organizational
level.
Considering
four
common
challenges
with
organization-level
in
practice,
we
outline
an
alternative
trajectory
context
organization
design.
This
builds
on
notion
growing
(rather
than
scaling)
is
rooted
Manifesto
Agile
Software
Development
as
philosophical
anchor
movement.
this
paper,
describe
journey
Swedish
software
company
along
which
highlight
discrepancies
assumptions
about
uncertainty
people
between
manifesto
large-scale
agile.
Based
our
case
analysis,
propose
Organization
associated
values,
bringing
original
its
mindset
trusting
solve
problems
together
locally
We
further
articulate
five
principles
development
illustrate
through
how
them
life
can
help
address
Rather
blueprint,
manifesto,
values
are
intended
basis
developing
discussing
what
means
at
level
it
be
turned
into
practice(s)
local
contexts.
Data
exploration
has
enormous
potential
to
modify
and
create
hypotheses,
models,
theories.
Harnessing
the
of
transparent
replaces
common,
flawed
purpose
intransparent
exploration:
produce
results
that
appear
confirm
a
claim
by
hiding
steps
an
analysis.
For
succeed,
however,
methodological
guidance,
elaboration
implementation
in
publication
system
is
required.
We
present
some
basic
conceptions
stimulate
further
development.
In
this
first
two
parts,
we
describe
current
blending
confirmatory
exploratory
research
propose
how
separate
via
severe
testing.
A
confirmed
if
it
passes
test
probably
would
have
failed
was
false.
Such
makes
risky
prediction.
It
adheres
evidential
norm
with
threshold,
usually
p
<
α
=
.05,
but
other
norms
are
possible,
for
example,
Bayesian
approaches.
To
end,
adherence
requires
control
against
questionable
practices
like
p-hacking
HARKing.
At
present,
preregistration
seems
be
most
feasible
mode
control.
Analyses
do
not
adhere
or
where
cannot
controlled
should
considered
as
exploratory.
serves
new
claims
likely
pass
testing
data.
Confirmation
exploration,
sound
transparent,
benefit
from
one
another.
The
second
part
will
provide
suggestions
planning
conducting
implementing
more
research.
