Abstract
In order to welcome changing requirements (even late in development) agile development should enable the architecture to incorporate these changes and therefore to emerge over time. This implies not finalizing the architecture upfront. Moreover, in small agile teams it is assumed that there is no dedicated role for an architect – instead the whole team should be responsible for the architecture. In large-scale agile development the requirement for an emergent architecture still holds true. However, it is unrealistic to ask members of e.g. ten teams to be equally responsible for the architecture. Moreover, the role and support for the architecture depends not only on the degree of the size but as well on the degree of complexity. In this paper I report on the experience using different models for supporting emergent architecture in large environments that take the degree of complexity into account.
Access provided by Autonomous University of Puebla. Download to read the full chapter text
Chapter PDF
Similar content being viewed by others
Keywords
References
Sutherland, J., Schwaber, K.: The Scrum Guide. The Definitive Guide to Scrum: The Rules of the Game, https://www.scrum.org/Portals/0/Documents/Scrum%20Guides/2013/Scrum-Guide.pdf
A survey of current research on online communities of practice. Harvard Business School Press, Boston (2002)
Larman, C., Vodde, B.: Practices for Scaling Lean & Agile Development: Large, Multisite, and Offshore Product Development with Large-Scale Scrum. Addison-Wesley, Upper Saddle River (2010)
Eckstein, J.: Agile Software Development in the Large: Diving into the Deep. Dorset House Publishing, New York (2004)
Leffingwell, D.: Scaling Software Agility: Best Practices for Large Enterprises. Addison-Wesley, Upper Saddle River (2007)
Kruchten, P.: The frog and the octopus: A conceptual model of software development (2011), http://arxiv.org/pdf/1209.1327 (last accessed: June 18, 2014)
Eckstein, J.: Roles and Responsibilities in Feature Teams. In: Šmite, D., Moe, N.B., Ågerfalk, P.J. (eds.) Agility Across Time and Space: Implementing Agile Methods in Global Software Projects, pp. 289–299. Springer, Heidelberg (2010)
Holladay, R., Quade, K.: Influencing Patterns for Change. CreateSpace Independent Publishing Platform (2008)
Stacey, R.D.: Strategic Management and Organizational Dynamics, 2nd edn. Pitman Publishing, Berlin (1996)
Wenger, E.C., McDermott, R., Snyder, W.M.: Cultivating Communities
Zimmerman, B., Lindberg, C., Plsek, P.: Edgeware: lessons from complexity science for health care leaders. V H A Incorporated (Curt Lindberg, Plexus Institute) (2008)
Peters, T., Waterman, R.H.: Search of Excellence, 2nd edn. Profile Books Ltd. (2004)
Tuckman, B.: Developmental sequence in small groups. Psychological Bulletin (63) (1965)
Conway, M.E.: How Do Committees Invent? Datamation 14(4) (1968)
Eckstein, J.: Agile Software Development with Distributed Teams: Staying Agile in a Global World. Dorset House Publishing, New York (2010)
Author information
Authors and Affiliations
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2014 Springer International Publishing Switzerland
About this paper
Cite this paper
Eckstein, J. (2014). Architecture in Large Scale Agile Development. In: Dingsøyr, T., Moe, N.B., Tonelli, R., Counsell, S., Gencel, C., Petersen, K. (eds) Agile Methods. Large-Scale Development, Refactoring, Testing, and Estimation. XP 2014. Lecture Notes in Business Information Processing, vol 199. Springer, Cham. https://doi.org/10.1007/978-3-319-14358-3_3
Download citation
DOI: https://doi.org/10.1007/978-3-319-14358-3_3
Publisher Name: Springer, Cham
Print ISBN: 978-3-319-14357-6
Online ISBN: 978-3-319-14358-3
eBook Packages: Computer ScienceComputer Science (R0)