A multiple case study on the inter‐group interaction speed in large, embedded software companies employing agile

The adoption of Agile Software Development in large companies is a recent phenomenon of great interest both for researchers and practitioners. Although intra‐team interaction is well supported by established agile practices, the critical interaction between the agile team and other parts of the organization is still unexplored in literature. Such interactions slow down the development, hindering the achievement of business goals based on speed: short time to market, quick replication of products of a product‐line, and reaction time for product evolution.

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