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.