Application of agile software development methodologies in large-scale organizations is becoming increasingly common. However, working with multiple teams and on multiple products at the same time yields higher coordination and communication efforts compared to single-team settings for which agile methodologies have been designed originally. With the introduction of agile methodologies at scale also comes the need to be able to report progress and performance not only of individual teams but also on higher aggregation of products and portfolios. Due to faster iterations, production of intermediate work results, increased autonomy of teams, and other novel characteristics, agile methodologies are challenging existing reporting approaches in large organizations. Based on 23 interviews with 17 practitioners from a large German car manufacturing company, this case study investigates challenges with reporting in large-scale agile settings. Further, based on insights from the case study, recommendations are derived. We find that combining reporting and agile methodologies in large-scale settings is indeed challenging in practice. Our research contributes to the understanding of these challenges, and points out opportunities for future research to improve reporting in large-scale agile organizations by goal-setting and automation.

敏捷软件开发方法在大型组织中的应用变得越来越普遍。然而，与最初设计敏捷方法的单团队环境相比，与多个团队合作并同时处理多个产品会产生更高的协调和沟通工作。随着大规模敏捷方法论的引入，还需要能够报告单个团队的进度和绩效，还需要报告产品和产品组合的更高聚合的进度和绩效。由于更快的迭代、中间工作结果的产生、团队自主权的增加以及其他新颖的特征，敏捷方法正在挑战大型组织中现有的报告方法。本案例研究基于对一家大型德国汽车制造公司 17 名从业人员的 23 次采访，调查了大规模敏捷环境中报告的挑战。此外，根据案例研究的见解，得出建议。我们发现，在大规模环境中将报告和敏捷方法相结合在实践中确实具有挑战性。我们的研究有助于理解这些挑战，并指出未来研究通过目标设定和自动化改进大型敏捷组织报告的机会。