Title: An exploratory examination of modes of interaction and work in waterfall and agile teams

Authors: Sondra Ashmore; Anthony Townsend; Samuel DeMarie; Brian Mennecke

Addresses: W.R. Berkley Corporation, 3840 109th Street, Urbandale, Iowa 50322, USA ' Iowa State University Ivy College of Business, Gerdin Business Building, 1200, 2167 Union Drive, Ames, Iowa 50011, USA ' Iowa State University Ivy College of Business, Gerdin Business Building, 1200, 2167 Union Drive, Ames, Iowa 50011, USA ' Iowa State University Ivy College of Business, Gerdin Business Building, 1200, 2167 Union Drive, Ames, Iowa 50011, USA

Abstract: As agile becomes the preferred methodology for managing projects, many organisations are trying to understand how their processes and culture will change. Using the adaptive structuration theory as a lens for analysis, this case study explores the dynamics of two large teams, one who continued to use the Waterfall method and other who transitioned to agile methodologies. The results show that there are important adaptations and cultural differences that should be considered when an organisation starts leveraging agile methods.

Keywords: agile; waterfall; software development; adaptive structuration theory; organisational change; virtual teams.

DOI: 10.1504/IJASM.2018.091361

International Journal of Agile Systems and Management, 2018 Vol.11 No.1, pp.67 - 102

Received: 29 Jul 2017
Accepted: 11 Dec 2017
Published online: 27 Apr 2018 *

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