Knowledge sharing and process improvement in large-scale agile development

Abstract

When scaling agile development methods, the principle of continuous improvement is challenged since most practices to support it is described on the team level and not on the project level. In this study we compare practices from two published empirical case studies on large-scale agile development implementations, with a focus on knowledge networks and process improvement. Our findings indicate that continuous process improvement will be influenced by the project type. There is a clear need for dynamic structures for learning and coordination, and these structures needs to be supported by a clear decision making process. We also describe informal arenas as an alternative to knowledge sharing in the traditional communities of practice suggested by large scale frameworks.