The construction equipment one of the least digitized sectors, and the problems have only been amplified by the recent COVID-19 pandemic. Many construction equipment OEMs are turning towards the aftermarket by offering services and products to extend value of the machine. To provide more user satisfaction, and capture a larger share of the aftermarket, they are implementing Agile. However, transitioning from plan-based methods to Agile in an incumbent carry along specific challenges connected to the user experience (UX) designers working on such projects. Through an exploratory approach this study aims to identify challenges encountered by UX designers when integrating Agile and UX. The method entails two rounds of interviews with five stakeholders. First round being structured, and the second round semi-structured. Using thematic analysis, I identify three main challenge areas: designers’ uncertainty with Agile, industry-specific challenges, and misunderstanding of UX among other stakeholders. Finally, I present the ethical considerations, discuss limitations, and further research possibilities.

While agile methods are old news amongst teams and within the field of software development, the interest of entire organisations to become agile is growing. In the process of adopting agile methods, there are several commonly known success factors and challenges for organisations to take into consideration which would ease the transformation.   Previous studies on success factors and challenges during the agile transformation have been focused on the experience of the organisation or the human resource aspect of agile. The majority of existing theory on the topic has outlined the agile transformation based on single organisational case studies, or in quantifying manors. It is however known that agile coaches carry some significance for successful transformations but the research area is lagging in the understanding of their particular role for organisational agile.  This study focuses on the experience of the agile coach of success factors and challenges and their role in assisting the organisations during the agile transformation. Through a qualitative interpretivist approach, this thesis sat out to understand the agile coaches perception of success factors and challenges and consequently their role in agile transformations. By semi-structured interviews, data was collected and later analysed thematically to find meanings and patterns among the agile coaches of their perception and contribution to successful transformations.   By studying the agile transformation from the perspective of agile coaches, this thesis (1) contributes to broadening the research area with more knowledge about the agile coach as a profession, (2) nuancing the picture of success factors and challenges linked to agile transformations through the new perspective of agile coaches, and to (3) provide new insight to this yet, underexplored area of agile coaches within the research field of organisational agile.