Abstract
Context: Large-scale offshore software
development programmes are complex, with challenging deadlines and a high risk
of failure. Agile methods are being adopted, despite the challenges of
coordinating multiple development teams. Agile processes are tailored to
support team coordination. Artefacts are tangible products of the software
development process, intended to ensure consistency in the approach of teams on
the same development programme.
Objective: This study aims to increase
understanding of how development processes are tailored to meet the needs of
large-scale offshore software development programmes, by focusing on artefact
inventories used in the development process.
Method: A grounded theory approach using
46 practitioner interviews, supplemented with documentary sources and
observations, in nine international companies was adopted. The grounded theory
concepts of open coding, memoing, constant comparison and saturation were used
in data analysis.
Results: The study has identified 25
artefacts, organised into five categories: feature, sprint, release, product
and corporate governance. It was discovered that conventional agile artefacts
are enriched with artefacts associated with plan-based methods in order to
provide governance. The empirical evidence collected in the study has been used
to identify a primary owner of each artefact and map each artefact to specific
activities within each of the agile roles.
Conclusion: The development programmes in this study create
agile and plan-based artefacts to improve compliance with enterprise quality
standards and technology strategies, whilst also mitigating risk of failure.
Management of these additional artefacts is currently improvised because agile
development processes lack corresponding ceremonies. Finding your the location
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