TY - GEN
T1 - Control portfolio adaptation in scrum
T2 - 40th International Conference on Information Systems, ICIS 2019
AU - Fischer, Thomas
AU - Hevner, Alan
AU - Riedl, René
N1 - Funding Information:
This research was funded by the Upper Austrian Government as part of the PhD program “Digital Business International”, a joint initiative between the University of Applied Sciences Upper Austria and the University of Linz, and as part of the project “Digitaler Stress in Unternehmen” (Basisfinanzierungsprojekt) at the University of Applied Sciences Upper Austria.
Publisher Copyright:
© 40th International Conference on Information Systems, ICIS 2019. All rights reserved.
Copyright:
Copyright 2020 Elsevier B.V., All rights reserved.
PY - 2020
Y1 - 2020
N2 - Software development processes are defined by control practices such as daily stand-ups or burndown charts. Although previous research has thoroughly investigated the antecedents of control selection and the consequences of control enactment, there is a lack of research into the dynamic changes that are made to a control portfolio throughout a project's life cycle. In preparation for a large, future field study, we conducted (i) a literature review to create a list of practices that are common in Scrum pro-jects and (ii) a survey with selected interviews of 16 Scrum practitioners. Our goals are to investigate whether these agile control practices are used, and if so, how intensively, and whether their use changes over a project's life cycle (i.e., whether they are used throughout the entire project, and added or removed during the project). We find initial evidence for elements in the project environment, project outcomes, and experiences with control mechanisms to be main triggers of change to a control portfolio. Further, we identify different modes of adaptations (e.g., control portfolio adaptation vs practice modification). Based on these findings we propose a research model and an outline for our future longitudinal field study.
AB - Software development processes are defined by control practices such as daily stand-ups or burndown charts. Although previous research has thoroughly investigated the antecedents of control selection and the consequences of control enactment, there is a lack of research into the dynamic changes that are made to a control portfolio throughout a project's life cycle. In preparation for a large, future field study, we conducted (i) a literature review to create a list of practices that are common in Scrum pro-jects and (ii) a survey with selected interviews of 16 Scrum practitioners. Our goals are to investigate whether these agile control practices are used, and if so, how intensively, and whether their use changes over a project's life cycle (i.e., whether they are used throughout the entire project, and added or removed during the project). We find initial evidence for elements in the project environment, project outcomes, and experiences with control mechanisms to be main triggers of change to a control portfolio. Further, we identify different modes of adaptations (e.g., control portfolio adaptation vs practice modification). Based on these findings we propose a research model and an outline for our future longitudinal field study.
KW - Agile Software Development
KW - Control Modes
KW - Control Portfolio
KW - Scrum Practices
UR - http://www.scopus.com/inward/record.url?scp=85114902330&partnerID=8YFLogxK
M3 - Conference contribution
T3 - 40th International Conference on Information Systems, ICIS 2019
BT - 40th International Conference on Information Systems, ICIS 2019
PB - Association for Information Systems
Y2 - 15 December 2019 through 18 December 2019
ER -