Improving Businesses Success by Managing Interactions among Agile Teams in Large Organizations

To achieve successful business, large software companies employ Agile Software Development to be fast and responsive in addressing customer needs. However, a large number of small, independent and fast teams suffer from excessive inter-team interactions, which may lead to paralysis. In this paper we provide a framework to understand how such interactions affect business goals dependent on speed. We detect factors causing observable interaction effects that generate speed waste. By combining data and literature, we provide recommendations to manage such factors, complementing current Agile practices so that they can be adapted in large software organizations