Abstract
This paper reports our initial findings from a longitudinal case study within a large development project in a public organization in Scandinavia. We focus on changes in coordination practices as the development project moved from a 1st to a 2nd generation large-scale agile development methodology. Building on four theories of coordination from different fields, we investigate how each theory illuminates our case and what insight they might provide. We find that two of the theories are well suited to characterizing each phase, providing answer to how coordination was done. While two other theories can provide answers to why these changes occurred.
