Responding to change over time: A longitudinal case study on changes in coordination mechanisms in large-scale agile

Context: Responding to change and continuously improving processes, practices, and products are core to agile software development. It is no different in large-scale agile, where multiple software development teams need to respond both to changes in their external environments and to changes within the organization. Objective: With this study, we aim to advance knowledge on coordination in large-scale agile by developing a model of the types of organizational changes that influence coordination mechanisms. Method: We conducted a longitudinal case study in a growing large-scale agile organization, focusing on how external and internal changes impact coordination over time. We collected our data through 62 days of fieldwork across one and a half years. We conducted 37 interviews, observed 118 meetings at all organizational levels, collected supplementary material such as chat logs and presentations, and analyzed the data using thematic analysis. Results: Our findings demonstrate how external events, such as onboarding new clients, and internal events, such as changes in the team organization, influence coordination mechanisms in the large-scale software development program. We find that external and internal change events lead to the introduction of new coordination mechanisms, or the adjustment of existing ones. Further, we find that continuous scaling requires continuous change and adjustment. Finally, we find that having the right mechanisms in place at the right time strengthens resilience and the ability to cope with change in coordination needs in complex large-scale environments. Conclusions: Our findings are summarized in an empirically based model that provides a practical approach to analyzing change, aimed at supporting both researchers and practitioners dealing with change in coordination mechanisms in large-scale agile development contexts.