Most of the software development projects have traditionally been faced with severe problems in terms of quality, cost, and time. Researchers and practitioners have focused on agile software development methods (ASDMs) as an alternative to overcome these problems. Agile methods employ iterative development cycles, interspersed by user feedback. Agile methods were basically developed for small development teams. Scaling agile methods is a big issue from different perspectives. De‐motivators play a key role in project management as it allows early identification and prompt management of threats that may arise during project execution. The objective of this paper is to identify the de‐motivators while scaling agile at large, from management perspectives. We have adapted SLR and applied contrived search criteria derived from the research questions, followed by selecting the required research papers, data extraction, and data synthesis, which resulted in 15 de‐motivators from 58 relevant papers. Some of the identified de‐motivators are ‘traditional organizational culture’, ‘lack of agile experts’, ‘reluctance to adopt’, and ‘lack of management and commitment support’. The identified factors have been compared from various perspectives, such as continents, digital libraries, organization size, and so forth.

中文翻译：

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大型软件开发团队采用敏捷方法的去动力：管理角度的 SLR

大多数软件开发项目传统上都面临着质量、成本和时间方面的严重问题。研究人员和从业者一直专注于敏捷软件开发方法 (ASDM) 作为克服这些问题的替代方法。敏捷方法采用迭代开发周期，穿插用户反馈。敏捷方法基本上是为小型开发团队开发的。从不同的角度来看，扩展敏捷方法是一个大问题。激励因素在项目管理中起着关键作用，因为它允许及早识别和及时管理项目执行期间可能出现的威胁。本文的目的是从管理的角度确定在大规模扩展敏捷时的激励因素。我们已经调整了 SLR 并应用了从研究问题中得出的人为搜索标准，然后选择所需的研究论文、数据提取和数据合成，从 58 篇相关论文中得出 15 个去动机。一些已确定的激励因素是“传统的组织文化”、“缺乏敏捷专家”、“不愿采用”以及“缺乏管理和承诺支持”。已从各大洲、数字图书馆、组织规模等多个角度对确定的因素进行了比较。