Context. In recent years Agile has gained lots of importance in the fieldof software development. Many organization and software practitioners hasalready adopted agile practice due to its flexibility in nature. Hence, agiledevelopment methodologies have been replaced to traditional developmentmethods. Agile is a family of several methodologies namely Scrum. eXtremeprogramming (XP) and several others. These several methods areembedded with different set of agile practices for the organizations to adoptand implement for their development process. But there is still a need forempirical research to understand the benefits of implementing the Agilepractices which contributes to the overall success of accomplishment of thesoftware project. Several agile maturity models have been published over adecade but not all of the models have been empirically validated. Hence,additional research in the context of agile maturity is essential and needed. Objectives. This study focus on providing a comprehensive knowledgeon the Agile Maturity Models which help in guiding the organizations regardingthe implementation of Agile practices. There are several maturitymodels published with different set of Agile practices that are recommendedto the industries. The primary aim is to compare the agile maturity maturitymodels and to investigate how the agile practices are implemented inthe industry Later the benefits and limitations faced by the software practitionersdue to implementation of agile practices are identified. Methods. For this particular research an industrial survey was conductedto identify the agile practices that are implemented in the industry. Inaddition, this survey aims at identifying the benefits and limitations of implementingthe agile practices. A literature review is conducted to identifythe order of agile practices recommended from the literature in agile MaturityModels. Results. From the available literature nine Maturity Models have beenextracted with their set of recommended agile practices. Then the resultsfrom the survey and literature are compared and analyzed to see if thereexist any commonalities or differences regarding the implementation of agilepractices in a certain order. From the results of the survey the benefitsand limitations of implementing the Agile practices in a particular order areidentified and reported. Conclusions. The findings from the literature review and the survey resultsin evaluating the agile maturity models regarding the implementationof agile practices.

The purpose of this study has been to examine how mature eight Swedish companies are in regards of IT- and agile maturity. Furthermore, how they can improve upon their IT- and agile maturity. The research objects of this study has been eight different organizations who all hired the same IT-consultancy. Information has been gathered through semi-structured interviews with respondents from each organization. The interviews were built upon a theoretical framework consisting of Ragowsky et al. (2012) IT-maturity model and Sidky et al. (2007) Agile Measurement Index (SAMI). We have attempted to combine the models into a matrix model that takes both types of maturity into account. The results have shown a greater level of IT-maturity than expected. Agile maturity on the other hand have been a contributing factor to failures in some of the projects. Although we have found that being mature in only one of the factors has been unusual. In conclusion, the organizations in our sample have shown high IT-maturity so the next challenge for Swedish organizations seems to be to acquire greater agile maturity.

Background There is a lack of knowledge about how mature Swedish authorities are in their agile work. At one of the Swedish Transport Administration's ICT units, proposals have been submitted to implement the scalable agile framework SAFe. The unit has four development teams that have a regular collaboration with the business side, where users and business-related managers are located. Today, it varies between different development teams how agile you work and the business side generally does not work agile at all. Aim The purpose of the study is to contribute with knowledge about how problems with working methods can be met by SAFe and provide an indication of the agile maturity of the relevant authority through the use of the Gartner model for agile maturity. The model has 6 levels on a scale of 0-5. The study also compiles challenges and recommendations for large-scale agile implementations and places them on a strategic, tactical and operational level. Method Interviews were conducted with three people on ICT and one person on the busi-ness side. A survey was conducted in which 16 of the 27 people at the Unit responded. The literature review found 9 studies with a total of 68 challenges and 67 recommendations from previous large-scale agile implementations. Criteria from the Gartner model were identified at each level and the findings from the data collection were compared against all criteria. Results At the ICT unit, the following areas were identified as challenges: training, auto-mation, collaboration with the business, commissioning, collaboration between teams, and workload. The literature study's findings of the most common challenges and recommendations at each level are: Strategic level - Challenge: inappropriate agile implementation method. Recommendation: develop an integrated, agile concept; Tactical level - Challenge: agile introduction from above creates resistance. Recommendation: ensure support from management; Operational level - Challenge: general resistance to change and Lack of education. Recommendation: offer training in agile methods. Conclusions SAFe could meet most of the unit's challenges, with the exception of "training" which is not met by any of SAFE's components. Based on the Gartner model foragile maturity, the unit was placed at level 2. In an agile introduction, the unit can take advantage of the literature study's challenges and recommendations. The result is interesting for organizations that are considering introducing a large-scale agile framework.

Background. Over the years, agile software development has become increasingly popular in the software industry. One of the reasons is that agile development addressed the needs of the organisations better than the traditional models, such as the waterfall model. However, the textbook version of agile development still leaves something to be desired. This could be learnt by observing the implementation of agile methods/frameworks in the industry. The teams often customize agile methods to suit their context-specific needs. When teams in the industry decide to adopt the agile way of working, they are confronted by a choice¾either they have to implement all the agile practices at a time or adopt them over the time. The former choice has shown to come with risks and, therefore, was found that practitioners generally preferred the latter. However, agile practices are not independent, they have dependencies amongst them. A new approach to agile development emerged in the recent years known as Agile Maturity Models (AMMs). AMMs claim to offer a better path to agile adoption. In AMMs, the practices are typically introduced gradually in a particular order. However, these AMMs are multifarious and haven’t been sufficiently evaluated¾especially in the industry practice. Thus, they need to be evaluated in order to understand their relevance in the industry.   Objectives. The goal is to evaluate the relevance of AMMs in the industry. By finding relevant AMMs, they could be used to alleviate the formation of agile teams and contribute toward their smoother functioning. By finding those that aren’t, this research could act as a cautionary to those practitioners who could potentially implement these AMMs and risk failure. The objectives are: identifying the agile practice dependencies in the AMMs; finding the agile practice dependencies in an agile team by conducting a case study in the industry; comparing the dependencies from the case study with those in the AMMs.
   Methods. The agile maturity models were identified and analysed. A case study was conducted on an agile team to identify the dependencies between the agile practices in the industry practice. Semi-structured interviews were conducted with members of the agile team. Qualitative coding was used to analyse the collected data. The dependencies from the case study were compared with the AMMs to achieve the aim of this research.   Results. It was found that dependencies between individual agile practices in the AMMs were almost never possible to be found. However, practices suggested in each maturity levels were derived. Hence, the dependencies were found in the maturity-level level. From the case study, 20 agile practice dependencies were found. 7/8 AMMs were found to be not relevant. 1 AMM couldn’t be evaluated as it heavily relied on the practitioner’s choices.   Conclusions. The researchers could use the evaluation method presented in this thesis to conduct more such evaluations. By doing so, the dynamics present in the industry teams could be better understood. On their basis, relevant AMMs could be developed in the future. Such AMMs could help practitioners leverage agile development.

Bakgrund: Den agila projektmodellen har under de senaste två decennierna vuxit fram som en utmanare till den traditionella vattenfallsmodellen. En av de stora skillnaderna mellan projektmodellerna är att i det agila arbetssättet involveras kunden kontinuerligt. Frågan är vad som då händer med överlämningen av den sista versionen av produkten, när utvecklingen är färdig? Samtidigt har bankbranschen på senare år utmanats av nya aktörer vilka profilerar sig som just digitala och IT-inriktade, och både dessa moderna banker såväl som de traditionella storbankerna har anammat det agila arbetssättet för att kunna konkurrera om kundernas uppmärksamhet. Dessa banker arbetar inte agilt till lika hög grad, och frågan är om överlämningen påverkas av det? Syfte: Syftet med studien är att öka förståelsen för hur överlämningen av det slutliga projektresultatet i agila projekt ser ut på svenska banker. Vidare ska studien undersöka om den skiljer sig mellan banker med olika agil mognad samt vilka konsekvenser som kan uppkomma i samband med överlämningen. Genomförande: Studien är genomförd som en flerfallstudie där två fall - storbanker och nischbanker, undersöks. Vidare har en fenomenologisk ansats och ett kvalitativt angreppssätt använts. Empirin har samlats in genom ett målstyrt urval varpå semistrukturerade intervjuer har genomförts med tio projektledare. Slutsats: Studien resulterar i slutsatsen att en överlämning av en slutlig produkt i agila projekt inte genomförs på ett formellt sätt, till skillnad från vad teorin tidigare har antytt. I synnerhet lämnar aldrig ansvaret för produkten någonsin det team som har utvecklat den. Vidare visar studien att storbanker arbetar med en lägre grad av agil mognad än vad nischbanker gör, men att detta inte påverkar hur överlämningen ser ut. Slutligen bidrar studien till insikter om konsekvenser kring att överlämningen inte existerar på ett formellt sätt. Detta leder till en reflektion kring att organisationer behöver anpassa sin agila projektmetodik till sin egen kontext. Projektledare generellt bör dessutom fundera över hur organisationens arbetssätt påverkar organisationen i stort samt vara medveten om de konsekvenser som dyker upp vid förändringar i arbetssättet. / Background: During the last two decades, the agile project methodology has grown as a competitor to the more traditional waterfall methodology. One of the biggest differences is, with an agile methodology the customer is involved throughout the project. But what happens in the final handover, when the development is finished? At the same time, the Swedish banking industry has been challenged by new actors whom profile themselves as digital focused and IT centred. Both types of banks have developed an agile way of working to be able to compete about the customers. However, the two types of banks does not work agile with the same maturity, and we wonder if the handover is affected by that? Purpose: The purpose of the study is to increase the understanding of what the handover of the final product in agile projects at Swedish banks looks like. Further, the study will examine if the handover differ between banks with different agile maturity, and which consequences that may arise in connection to the handover. Completion: The study was conducted as a multiple-case study in which two cases - traditional banks and specialised banks were examined. Further, a phenomenological and a qualitative approach has been used. The empirical data has been conducted through a targeted selection, where semi-structured interviews have been held with ten project leaders. Conclusion: The study concludes that the handover of the final product in agile projects does not exist in the formal way previous research has suggested. Specifically, the responsibility of the product does never leave the team developing it. Further, the study show traditional banks work with a lower degree of agile maturity in comparison to specialised banks. However, this does not affect the characteristics of the handover. Finally, the study contributes to insights about the consequences of the handover not being as formal. This contributes to a discussion about the need for organisations to be able to adapt their agile methodology to their own context. In general, project leaders also should reflect upon how their way of working affect the organisation as a whole, as well as being aware of the consequences that appears when changing the organisation’s way of working.

While agile development is becoming ever more popular, studies have shown that few organisations successfully transition from traditional to agile practices. One such study showed that large organisations can benefit greatly from agile methods, but evaluating agile maturity and tailoring the method to the organisation’s needs is crucial. An agile maturity model is a tool with which an organisation’s practices and their conformance to agile development is evaluated. The purpose of this study is to discover the best suited agile maturity model for large organisations and to minimise costs, resources and the subjectivity of the model’s evaluation. In this study we take a closer look at four agile maturity models, the Scaled Agile Framework Maturity Model (SAFeMM) by Turetken, Stojanov and Trienekens (2017), the Scaled Agile Maturity Model (SAMM) by Chandrasekaran (2016), the Agile Adoption Framework (AAF) by Sidky, Arthur and Bohner (2007) and the Scaled Agile Framework Business Agility Assessment (SAFeBAA) by the Scaled Agile Incorporation. By evaluating each model on their scalability, completeness, generality, precision, simplicity, usability and meaningfulness, consistency, minimum overlapping, balance and proportion of automatable measurements, the best model is chosen. Based on the evaluation criteria for the maturity models, the SAFeMM is deemed the most suitable model. It proves to be a comprehensive, well-rounded tool with persistent high scores in all criteria. In order to improve the model’s objectivity and resource needs, it is also applied in a case study at the Swedish Tax Agency, where the possibilities to automate the model are investigated. The results show that the SAFeMM can be automated to roughly 50%, with the use of process mining and software system querying. Process mining uses event logs to extract and analyse information, while software querying extracts information directly from the software systems used in an organisation. The study suggests primary sources for querying and process mining techniques and perspectives to enable and encourage future research in the area of process mining within agile development. / Agil utveckling är en mycket populär utvecklingsmetod, samtidigt visar studier att få stora organisationer lyckas med övergången från traditionella metoder direkt. Som hjälpmedel kan dessa organisationer använda så kallade agila mognadsmodeller. En agil mognadsmodell är ett verktyg som mäter hur väl en organisation och dess processer överensstämmer med agila principer. Syftet med denna studie är att undersöka vilken agil mognadsmodell som är bäst lämpad för stora organisationer och kan samtidigt minimera kostnader, resurser och subjektiviteten i mätningarna. Därför tittar denna studie på fyra agila mognadsmodeller, Scaled Agile Framework Maturity Model (SAFeMM) av Turetken, Stojanov och Trienekens (2017), Scaled Agile Maturity Model (SAMM) av Chandrasekaran (2016), Agile Adoption Framework (AAF) av Sidky, Arthur och Bohner (2007) och Scaled Agile Framework Business Agility Assessment (SAFeBAA) av Scaled Agile Incorporation. Genom att utvärdera varje modell baserat på dess skalbarhet, helhetsbild, generaliserbarhet, precision, enkelhet, användbar-het och meningfullhet, kontinuitet, minimal överlappning, balans och andel automatiserbara mätvärden, bestäms vilken modell som är bäst. Resultaten visar, att baserat på de ovannämnda kriterierna, är SAFeMM modellen den bäst lämpade för stora organisationer. Den visade sig vara särsilkt helhetstäckande, enkel att förstå och använda, med höga poäng på de flesta kriterierna. För att förbättra modellens objektivitet och resurskrav, gjordes även en fallstudie där modellen applicerades på Skatteverkets IT avdelning. Där undersöktes möjligheterna för att automatisera modellen. Resultaten visar att knappt 50% av modellen är automatiserbar genom metoder såsom process mining och software querying. Process mining, använder event loggar från mjukvarusystem för att analysera och utvinna information, medan software querying utvinnar information direkt från mjukvarusystemen. Studien presenterar förslag på utvinningskällor och process mining tekniker och metoder för sammanhanget.

In recent years, product development organizations have started adopting agile methods beyond its intended application on software development as part of organizational aspirations to increase market responsiveness and decrease lead times. Such extended adoption of agile is now commonly known as large-scale agile transformation, yet case studies and research-based guidance on implementing agile at scale is scarce. Available literature lists several general challenges and success factors surfacing during the full course of transformation. This thesis aims to complement existing research through investigating critical factors of a large-scale transformation specifically at early stages of agile adoption. This is performed by applying Laanti's agile maturity model and Roger's innovation adoption theory to a case study of a large fintech company who recently initiated their transformation. Although many of the general challenges discovered were proven to appear even at early stages of adoption, we found four factors particularly important for early-stage adoption of large-scale agile, namely 1) having agile support tailored to team maturity, 2) involving project managers in agile coaching, 3) breaking down silo barriers and 4) developing agile customer contracts. In addition to the critical factors found, we propose an extension to Roger's adoption model in cases when external stakeholders are believed to be affected by the adoption of an innovation. Further studies on early-stage adoption of large-scale agile are required to confirm our conclusions. / Som ett led i att öka marknadsresponsivitet och minska ledtider, har det idag blivit alltmer vanligt för organisationer som utvecklar produkter att applicera agila arbetssätt utanför mjukvaruutveckling. En sådan utökad adoption av agile kallas för storskalig agile transformation. Fallstudier och forskningsbaserade råd för implementering av agile i stor skala är fortfarande få. Syftet med denna studie är att bidra till och komplettera existerande forskning genom att utforska kritiska faktorer för storskaliga agila transformationer i ett tidigt adoptionsstadie. Detta görs genom att applicera och kombinera Laanti's agila mognadsmodell och Roger's teori om innovationsadoption i en fallstudie på ett stort fintech-företag som nyligen initierade sin agila transformation. Fyra kritiska faktorer specifika för tidigaadoptionsstadier identifierades, närmare bestämt vikten av att 1) anpassa agila stödfunktioner till varje teams agila mognad, 2) involvera projektledare i agile coachning, 3) bryta ner silobarriärer mellan funktioner och 4) utveckla agila kundkontrakt. Dessutom föreslår vi en utökning av Roger's innovationsegenskaper för värdering av potentiell adoptionsframgång av innovationer som påverkar externa intressenter. Ytterligare studier på stor-skalig agil transformation i tidiga stadier krävs för att bekräfta våra slutsatser.