Agile software development methodologies these days are not used only in small enterprises or startups, they are getting spread around large enterprises as well. An evidence of this fact could be, that Scrum is nowadays the most commonly used approach to software development. So this thesis focuses on usage of agile approaches, Scrum methodology in particular, in large enterprises. Author presents an approach called Behaviour Driven development and proposes how this approach could help dealing with imperfections or barriers of Scrum when used in large enterprises. The major outcome of this thesis is author's own methodology called ScrumFlow, based on Scrum methodology and extended by Behaviour Driven Development approaches. ScrumFlow methodology is published on a website and available for free.

Agile software development methods have seen great success in software teams. Research on the topic of adopting agile methods in development teams is extensive. In the literature key enabling factors are identified and numerous benefits of agile ways of working are named. Less attention has been payed to the non-software functions in software development organizations, though. Moreover, little is known about how well the enabling factors and benefits for software teams translate to other teams in the organization. The goal of this study is to evaluate what benefits agile methods provide to non-software teams, whether the enabling factors are similar and what the challenges and drawbacks for adopting agile methods in commercial teams are. Using the case of the Swedish Software-as-a-Service company Funnel, which introduced agile practices into their commercial teams, these questions are tackled. The study finds that knowledge transfer and governance are core areas that need to be engaged in during the adoption process. With decisions being made more autonomously ensuring the exchange of relevant information is crucial. The autonomy creates new demands for the governance structure, making a guiding vision and clear strategic direction crucial for individuals to remain capable of acting. An additional focus is laid on the interplay of organizational values and agile methods. The study concludes that the introduction of agile methods to commercial teams is beneficial for the organization and helps teams solve more complex problems. It further argues that the distinction drawn between agile practices and agile enablers is misleading because of the reciprocal dependence. Finally, it is argued, that the distinction of benefits and drawbacks arising from agile methods favors agile adoption as an end in itself. The actual benefit of adopting agile practices may lie with how it makes an organization practice change, engage proactively with organizational challenges and, as a consequence, develop a greater exaptive potential.

Theme of this thesis is how to choose between agile methodologies of software development. Several agile methodologies, such as SCRUM, Kanban and eXtreme programming are described and also methods of choosing between methodologies or management techniques are discussed. New method of multi-criteria decision process on how to choose between Agile methodologies based on multi-dimensionality is presented with option of improving agile experience by adopting additional techniques. Diploma thesis can serve as managers' hand-book for those who want to change their current software development methodologies or are searching for ways of improving their agile adoption.