International Journal of Advanced Research in Computer and Communication Engineering

A monthly peer-reviewed online and print journal

ISSN Online 2278-1021
ISSN Print 2319-5940

Since 2012

Abstract: As a process setting practitioner of software process, many times I came across some disputes. Sometimes our patron party (client) not able to explicate what precisely he is expecting. Maybe sometimes people who faces customer (business analyst) fail to articulate requirements, which is fairly parallel to customer requirement. We understand that definitely there are some problems at both the ends like- novice user, lack of solid visualization power of business analyst, less skilled people, unstable requirements, etc. If we do root cause analysis, we’ll find ‘Agility’, which fits to incremental and rapid change of software requirements and technology under development. Recently, in any IT industry, it is not that stress-free stuff to carry on delivering solutions and meet ever-changing requirements of client without a suitable plan. Commonly, scrum practice is applicable in majority of IT organizations who clutch client centric culture. Going one level up, involvement of more than one (cross track) teams complicates monitoring deliveries and leads to dependency. So Scaled Agile is applicable at the level of ‘Program Management’. When we think of a large solution, we would need a more refined model to mitigate the risks as well as challenges. Right now there is no distinguished model exists which will be expedient specifically for Large Solutions at the program management level. I have tried to put the ‘Scaled Agile’ framework especially suitable for ‘Large Solutions’ through this paper. I have tried to present a practitioners point of view, especially biased on the productivity therefore the paper titled as ‘slant’.

Keywords: Agility; Daily Scrum Meeting; SAFe; Large Solution SAFe; Scaled-Agile; Scrum; Agile Approaches; Sprint; Lean; DevOps; PI Planning; Release Train; IP iterations; Large Solution; Solution Train

PDF | DOI: 10.17148/IJARCCE.2019.8902

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