When adopting agile development in a global organization with up to 40 teams working on a single product, Ericsson had to decide how to handle decisions affecting several teams. The solution, called community-based decision making, grew out of this experience. In this article, we describe how community-based decision making emerged and functioned in a large, globally distributed agile organization at Ericsson.
A: Sarah Beecham Lero - The Irish Software Research Centre and University of Limerick, A: Tony Clear Auckland University of Technology, A: Ramesh Lal, A: John Noll University of Hertfordshire
A: Maria Paasivaara LUT University, Finland & IT University of Copenhagen, Denmark & Aalto University, Finland, A: Casper Lassenius Aalto University, Finland and Simula Metropolitan Center for Digital Engineering, Norway
