Scaling agile methods to process improvement projects: a global virtual team case study

Abstract

Agile methods have been embraced by the software development industry. Their effectiveness in streamlining the software process has led organizations to look at the application of agile methods to non-software projects and organizational functions. While a significant body of research exists on agile methods and software development, previous studies on agile methods have not elaborated on their use in global virtual teams (GVTs) engaged in non-software projects. This paper describes one such project, where an organization that had previously adopted agile methods for software development, scaled agile methods to a GVT undertaking a process improvement project. Participant observation was employed to capture a rich description of the tailoring of agile methods for the project. Findings suggest that while agile methods in a GVT context are realizable, adjustments have to be made to allow for the distributed team structure and project type.