Livestreaming of child sexual abuse is an established form of online child sexual exploitation
and abuse. However, only a limited body of research has examined this issue. The Covid-19
pandemic has accelerated internet use and user knowledge of livestreaming services
emphasising the importance of understanding this crime. In this scoping review, existing
literature was brought together through an iterative search of eight databases containing peer-
reviewed journal articles, as well as grey literature. Records were eligible for inclusion if the
primary focus was on livestream technology and online child sexual exploitation and abuse,
the child being defined as eighteen years or younger. Fourteen of the 2,218 records were
selected. The data were charted and divided into four categories: victims, offenders,
legislation, and technology. Limited research, differences in terminology, study design, and
population inclusion criteria present a challenge to drawing general conclusions on the
current state of livestreaming of child sexual abuse. The records show that victims are
predominantly female. The average livestream offender was found to be older than the
average online child sexual abuse offender. Therefore, it is unclear whether the findings are
representative of the global population of livestream offenders. Furthermore, there appears to
be a gap in what the records show on platforms and payment services used and current digital
trends. The lack of a legal definition and privacy considerations pose a challenge to
investigation, detection, and prosecution. The available data allow some insights into a
potentially much larger issue.

In this article, we give advice on transitioning to a more agile delivery model for large-scale agile development projects based on experience from the Parental Benefit Project of the Norwegian Labour and Welfare Administration. The project modernized a central part of the organization’s IT portfolio and included up to ten development teams working in parallel. The project successfully changed from using a delivery model which combined traditional project management elements and agile methods to a more agile delivery model with autonomous teams and continuous deployment. This transition was completed in tandem with the project execution. We identify key lessons learned which will be useful for other organizations considering similar changes and report how the new delivery model reduced risk and opened up a range of new possibilities for delivering the benefits of digitalization.