Agile software development
Introducing XP into Greenfield Projects: Lessons Learned
IEEE Software
New directions on agile methods: a comparative analysis
Proceedings of the 25th International Conference on Software Engineering
Balancing Agility and Discipline: A Guide for the Perplexed
Balancing Agility and Discipline: A Guide for the Perplexed
Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis
Organization Science
The role of the customer in software development: the XP customer - fad or fashion?
OOPSLA '04 Companion to the 19th annual ACM SIGPLAN conference on Object-oriented programming systems, languages, and applications
Piloting XP on Four Mission-Critical Projects
IEEE Software
Introducing an Agile Process in a Software Maintenance and Evolution Organization
CSMR '05 Proceedings of the Ninth European Conference on Software Maintenance and Reengineering
Challenges of migrating to agile methodologies
Communications of the ACM - Adaptive complex enterprises
Customer relationships and Extreme Programming
HSSE '05 Proceedings of the 2005 workshop on Human and social factors of software engineering
Agile project management: steering from the edges
Communications of the ACM - The semantic e-business vision
Integrating agile software development into stage-gate managed product development
Empirical Software Engineering
Organisational culture and XP: three case studies
ADC '05 Proceedings of the Agile Development Conference
A view of 20th and 21st century software engineering
Proceedings of the 28th international conference on Software engineering
Information and Software Technology
The agile professional culture: A source of agile quality
Software Process: Improvement and Practice - Special Issue on Industrial Experiences in SPI
Rolling Out Agile in a Large Enterprise
HICSS '08 Proceedings of the Proceedings of the 41st Annual Hawaii International Conference on System Sciences
Combining agile software projects and large-scale organizational agility
Software Process: Improvement and Practice - Special Issue on Systems Interoperability
Empirical studies of agile software development: A systematic review
Information and Software Technology
The impact of agile practices on communication in software development
Empirical Software Engineering
The influence of organizational culture on the adoption of extreme programming
Journal of Systems and Software
Agile Architecture IS Possible -- You First Have to Believe!
AGILE '08 Proceedings of the Agile 2008
Scaling Agile: Finding your Agile Tribe
AGILE '08 Proceedings of the Agile 2008
Software Engineering: Principles and Practice
Software Engineering: Principles and Practice
The Impact of Organizational Culture on Agile Method Use
HICSS '09 Proceedings of the 42nd Hawaii International Conference on System Sciences
Acceptance of agile methodologies: A critical review and conceptual framework
Decision Support Systems
Journal of Systems and Software
Information Systems Research
Identifying some important success factors in adopting agile software development practices
Journal of Systems and Software
Empirical Software Engineering
Information and Software Technology
Post-agility: What follows a decade of agility?
Information and Software Technology
The relationship between organizational culture and the deployment of agile methods
Information and Software Technology
The impact of inadequate customer collaboration on self-organizing Agile teams
Information and Software Technology
User experience design and agile development: managing cooperation through articulation work
Software—Practice & Experience
Using grounded theory to study the experience of software development
Empirical Software Engineering
Drivers of agile software development use: Dialectic interplay between benefits and hindrances
Information and Software Technology
Reconciling software development models: A quasi-systematic review
Journal of Systems and Software
Systematic piloting of agile methods in the large: two cases in embedded systems development
PROFES'10 Proceedings of the 11th international conference on Product-Focused Software Process Improvement
A decade of agile methodologies: Towards explaining agile software development
Journal of Systems and Software
Coordination in co-located agile software development projects
Journal of Systems and Software
Reconciling perspectives: A grounded theory of how people manage the process of software development
Journal of Systems and Software
Complex software project development: agile methods adoption
Journal of Software Maintenance and Evolution: Research and Practice
Developing a grounded theory to explain the practices of self-organizing Agile teams
Empirical Software Engineering
Self-Organizing Roles on Agile Software Development Teams
IEEE Transactions on Software Engineering
Agility at scale: economic governance, measured improvement, and disciplined delivery
Proceedings of the 2013 International Conference on Software Engineering
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Context: While renowned agile methods like XP and Scrum were initially intended for projects with small teams, traditional enterprise environments, i.e. environments where plan-driven development is prevalent, have also become attracted by the promises of a faster time to market through agility. Agile software development methods emphasize lightweight software development. Projects within enterprise environments, however, are typically confronted with a large and complex IT landscape, where mission-critical information is at play whose criticality requires prudence regarding design and development. In many an organization, both approaches are used simultaneously. Objective: Find out which challenges the co-existence of agile methods and plan-driven development brings, and how organizations deal with those challenges. Method: We present a grounded theory of the challenges of using agile methods in traditional enterprise environments, based on a Grounded Theory research involving 21 agile practitioners from two large enterprise organizations in the Netherlands. Results: We organized the challenges under two factors: Increased landscape complexity and Lack of business involvement. For both factors, we identify successful mitigation strategies. These mitigation strategies concern the communication between the agile and traditional part of the organization, and the timing of that communication. Conclusion: Agile practices can coexist with plan-driven development. One should, however, keep in mind the context and take actions to mitigate the challenges incurred.