Lightweight methods in heavyweight organizations

Abstract

The aim of this paper is to contribute to an understanding of how PD plays out in emerging large-scale IS projects. We argue that even if many of these projects start out on a well-founded small-step methodological basis, such as agile methods, XP, etc. organizational politics and maneuvering will inevitably be part of the process, especially as the scope and size of the system increases. More specifically, we discuss this implicated organizational complexity; the increasingly unclear user roles, as well as critically examine the traditional neutral vendor role which is an assumption of agile engineering methods.