Web program
As we entered the case at the beginning of 2014, the software
development unit in Company E was organized in a hierarchical and
modular structure. Within this structure, units were based upon the
modules constituting their digital portfolios, for example, banking and
insurance, and digital and mobile. In this period, Company E was
deploying a new program that was transforming the way the software
development unit delivered digital offerings in the bank. Instead of
having technical modules as the central organizing concept, they moved
toward a delivery model consisting of five delivery streams (e.g.,
insurance, banking, pension). The goal of the program was to implement a
new delivery model for digital solutions. Effects the program sought
included giving development clearer frames regarding resources (i.e.,
hours), a more unified prioritization of tasks, rapid delivery, stable
team participation, a unified development method, and a predictable
frequency for prioritized deliverables.
We conducted nine semi-structured interviews with participants in the
Web program (see Table III). We also observed 24 meetings and conducted
more engaged research by conducting retrospectives with the teams,
thereby assisting them in solving their difficulties with practical and
theoretically grounded solutions. In addition, we collected documents
such as plans, strategy reports, progress reports, evaluations, sketches
and designs of systems.