{"id":{"repo_id":"mit","oai_identifier":"oai:dspace.mit.edu:1721.1/132811"},"canonical_url":"https://search.dev.ndltd.org/etd/mit/oai:dspace.mit.edu:1721.1/132811","repository":{"repo_id":"mit","name":"MIT","base_url":"https://dspace.mit.edu/oai/request"},"display":{"title":"Management of cross-team interfaces in large-scale agile development","abstract":"Agile product development promises improved productivity, fast development cycles, and high employee satisfaction. Large-scale agile development frameworks (e.g., SAFe, Sage, Scrum [at symbol] Scale, Spotify, LeSS) adapt agile principles for programs where multiple teams must work together to build complex products and services. In this research, we explore how large-scale agile organizations manage cross-team interfaces and dependencies. We reviewed existing frameworks and interviewed fourteen individuals from six different organizations. We learned that many large-scale agile practices act as coordination mechanisms. Large-scale agile programs use these coordination mechanisms to: (1) reduce the quantity and complexity of cross-team interfaces; (2) identify interfaces up front; (3) surface interfaces as they emerge in development; (4) manage interfaces during development; and (5) build a shared understanding between teams. Experienced practitioners consider how agile roles, events, artifacts, and other mechanisms contribute to coordination in each of these areas. While large-scale agile frameworks provide recommended practices, we suggest programs should adapt these approaches to fit their specific needs. Future research may help to evolve large-scale agile practices by further exploring: product, process and program architecture, coordination mechanisms and effectiveness, and leadership and accountability.","abstract_html":"Agile product development promises improved productivity, fast development cycles, and high employee satisfaction. Large-scale agile development frameworks (e.g., SAFe, Sage, Scrum [at symbol] Scale, Spotify, LeSS) adapt agile principles for programs where multiple teams must work together to build complex products and services. In this research, we explore how large-scale agile organizations manage cross-team interfaces and dependencies. We reviewed existing frameworks and interviewed fourteen individuals from six different organizations. We learned that many large-scale agile practices act as coordination mechanisms. Large-scale agile programs use these coordination mechanisms to: (1) reduce the quantity and complexity of cross-team interfaces; (2) identify interfaces up front; (3) surface interfaces as they emerge in development; (4) manage interfaces during development; and (5) build a shared understanding between teams. Experienced practitioners consider how agile roles, events, artifacts, and other mechanisms contribute to coordination in each of these areas. While large-scale agile frameworks provide recommended practices, we suggest programs should adapt these approaches to fit their specific needs. Future research may help to evolve large-scale agile practices by further exploring: product, process and program architecture, coordination mechanisms and effectiveness, and leadership and accountability.","abstract_has_math":false,"creators":["Crofoot, Lisa."],"institution":"Massachusetts Institute of Technology","degree_name":"Master","degree_level":null,"degree_discipline":null,"degree_department":"Massachusetts Institute of Technology. Engineering and Management Program","school":null,"contributors":[],"advisors":["Steven D. Eppinger."],"committee_chairs":[],"committee_members":[],"year":2020,"date_issued":"2020","date_published":"2020","updated_at":"2026-07-22T22:22:00Z","subjects":["Engineering and Management Program.","System Design and Management Program."],"languages":["eng"],"rights":["MIT theses may be protected by copyright. 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Large-scale agile development frameworks (e.g., SAFe, Sage, Scrum [at symbol] Scale, Spotify, LeSS) adapt agile principles for programs where multiple teams must work together to build complex products and services. In this research, we explore how large-scale agile organizations manage cross-team interfaces and dependencies. We reviewed existing frameworks and interviewed fourteen individuals from six different organizations. We learned that many large-scale agile practices act as coordination mechanisms. Large-scale agile programs use these coordination mechanisms to: (1) reduce the quantity and complexity of cross-team interfaces; (2) identify interfaces up front; (3) surface interfaces as they emerge in development; (4) manage interfaces during development; and (5) build a shared understanding between teams. Experienced practitioners consider how agile roles, events, artifacts, and other mechanisms contribute to coordination in each of these areas. 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We reviewed existing frameworks and interviewed fourteen individuals from six different organizations. We learned that many large-scale agile practices act as coordination mechanisms. Large-scale agile programs use these coordination mechanisms to: (1) reduce the quantity and complexity of cross-team interfaces; (2) identify interfaces up front; (3) surface interfaces as they emerge in development; (4) manage interfaces during development; and (5) build a shared understanding between teams. Experienced practitioners consider how agile roles, events, artifacts, and other mechanisms contribute to coordination in each of these areas. While large-scale agile frameworks provide recommended practices, we suggest programs should adapt these approaches to fit their specific needs. 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