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.

Syfte: Studiens syfte är att öka förståelsen för de konsekvenser som uppkommer till följd avett agilt arbetssätt. Dessutom ämnar uppsatsen bidra med en mer balanserad bild av det agilaarbetssättets effekt. Metod: Studien behandlar fenomenet agilitet och har tagit utgångspunkt i en kvalitativ studiemed en induktiv forskningsansats. Studien har även tillämpat en flerfallstudie därsemistrukturerade intervjuer använts som datainsamlingsmetod. Slutsats: Studien visar att medarbetare har upplevt en frånvarande ledning vid den agilaimplementeringen och att de tar beslut som inte går i linje med det agila arbetssättet.Medarbetarna har upplevt att det funnits ett fokus på den praktiska omställningen framförskapandet av de kulturella förutsättningarna som krävs för att arbeta agilt. Vidare visarstudiens resultat att mellancheferna har upplevt att de behövt ändra ledarstil och släppa ifrånsig makt till medarbetare som i sin tur har upplevt ett ökat ägandeskap. De agila arbetssättetmedför negativa aspekter såsom att det Agila Manifestet övertolkas för att passa in på allaverksamhetsområden och att flera parallella arbetssätt uppstår och leder till förvirring blandmedarbetarna. Vidare kan det agila arbetssättet medföra en högre stressnivå, en ökadarbetsbelastning, ett överskott på mellanchefer och exkludering av vissa grupper. / Purpose: The purpose of this study is to increase the understanding of the consequences thatarise as a result of an agile way of working. In addition, the study aims to provide a morebalanced view of the impact of the agile way of working. Method: The study addresses the phenomenon of agility and is based on a qualitative studywith an inductive research approach. The study has applied a multiple case study wheresemi-structured interviews were used as the data collection method. Conclusion: The study shows that employees have experienced an absence of managementduring the agile implementation and that they make decisions that are not in line with theagile way of working. Employees have experienced that there has been a focus on thepractical transition rather than the creation of the cultural conditions required to work agile.Furthermore, the study results show that middle managers have experienced that they havehad to change their leadership style and transfer power to employees who in turn haveexperienced increased ownership. The agile way of working entails negative aspects such asthe Agile Manifesto being overinterpreted to fit in all areas of operation and several parallelways of working arise and lead to confusion among employees. Furthermore, the agileapproach can lead to higher stress levels, an increased workload, an excess of middlemanagers and the exclusion of certain groups.