Abstract
This article presents a conceptual framework to determine the success of organisations scaled agile endeavours. Different processes and perceived indicators from the three main levels of agile scaling frameworks were studied. The processes were examined to determine whether they contribute in achieving the perceived success indicators. A quantitative research method was employed for data collection and analysis. Pearson's correlations and multiple linear regressions were used to test and construct the final conceptual framework. Key findings revealed that there are processes currently implemented that do not contribute to the achievement of the perceived indicators. Strategy and investment funding is the driving process at the portfolio level, continuous exploration drives the program level while building, testing and deploying of a software product drive the team level. This research contributes to the body of knowledge with regards to scaled agile, specifically on how to measure scaled agile success. Biographical notes: Lucas Khoza interest in research is more on project management with a focus on challenges and benefits around agile adoption within large and small organisations. Since agile was initially intended for small projects and now it is being implemented within large projects, so he is looking at how agile is adopted in large and complex projects as compared to small projects. He also focus on IT project success rate and knowledge sharing among team members within a project. Carl Marnewick is a Professor with the University of Johannesburg, Johannesburg, South Africa. He heads up the IT Project Management Knowledge and Wisdom Research Cluster that focuses on research in IT project management including governance, auditing and assurance, complexity, IT project success, benefits management, sustainability, and agile project management benefits.