Content area
This study aims to investigate the advantages of employing agile methodologies in software development to discover factors that enhance project success. Traditionally, projects have used the waterfall model with sequential and linear stages. However, this method often faces issues such as difficulty accommodating changing requirements, high risks, and results that do not meet client expectations. In this context, Agile has emerged as an innovative alternative that emphasizes team collaboration, open communication, adaptability, and early delivery of quality products. This research provides a deep exploration of the benefits of agile practices in software development projects by identifying various agile practices used and analyzing the effects they bring. This study employs a mixed-method approach and case studies, identifying 68 practices that influence project success through a literature review, which is then narrowed down to a relevant number of practices for agile projects. The results proposed that there are 12 agile practices in agile projects considered relevant and essential for project development success. Prioritizing these four agile practices emphasizes the importance of customer feedback, efficient team processes, and a profound understanding of requirements in agile practices. To strengthen these practices, fostering continuous learning, encouraging stakeholder engagement, emphasizing user-centered design, and developing a culture of open communication and adaptability are crucial for sustained success in agile development.
Abstract
This study aims to investigate the advantages of employing agile methodologies in software development to discover factors that enhance project success. Traditionally, projects have used the waterfall model with sequential and linear stages. However, this method often faces issues such as difficulty accommodating changing requirements, high risks, and results that do not meet client expectations. In this context, Agile has emerged as an innovative alternative that emphasizes team collaboration, open communication, adaptability, and early delivery of quality products. This research provides a deep exploration of the benefits of agile practices in software development projects by identifying various agile practices used and analyzing the effects they bring. This study employs a mixed-method approach and case studies, identifying 68 practices that influence project success through a literature review, which is then narrowed down to a relevant number of practices for agile projects. The results proposed that there are 12 agile practices in agile projects considered relevant and essential for project development success. Prioritizing these four agile practices emphasizes the importance of customer feedback, efficient team processes, and a profound understanding of requirements in agile practices. To strengthen these practices, fostering continuous learning, encouraging stakeholder engagement, emphasizing user-centered design, and developing a culture of open communication and adaptability are crucial for sustained success in agile development.
Keywords: Success Factors, Software development, Agile practices, Information Technology, Project management
Introduction
Project management is a critical aspect of the business world that has rapidly evolved over the past few decades (Kerzner, 2019; Nicholas et al., 2017; Sony & Naik, 2020). Success in project management often serves as a key determinant in achieving organizational goals, whether in terms of financial gains, operational efficiency, or long-term strategic objectives.
Therefore, understanding and effectively applying methods in project management is highly important. One approach that has emerged and is gaining increasing attention is Agile Project Management (APM) practices. APM is a framework that has proven highly successful in managing complex and rapidly changing projects (Brandl et al., 2021). This approach emphasizes collaboration, flexibility, and responsiveness to change, all of which are crucial in today's rapidly evolving business environment (Zasa et al., 2020). The fundamental concepts of APM practices and how they can be used to support success in project management will be analyzed in this research. Important aspects such as project planning, execution, control, and completion, as well as how Agile can assist in each of these stages, will also be considered. APM practices are not just a passing trend but a relevant and valuable approach to dealing with complexity and change in the ever-evolving business world.
Furthermore, this study will concentrate on the utilization of agile approaches and methodologies. APM has emerged as a successful modern norm in software development. A growing number of organizations are embracing agile methods to enhance software delivery with greater speed and intelligence (Hillaire, 2018; Zuzek et al., 2020). At first, agile methodologies were created primarily for software projects; however, owing to their promising advantages, they are now being applied in various other project domains (Serrador & Pinto, 2015). A comprehensive examination of software development rooted in agile principles has been undertaken through a systematic review (Edison et al., 2022; Ouriques et al., 2019; Pereira & Russo, 2018). While there has been extensive research conducted on software development based on agile methodologies, and certain advantages and drawbacks have been recognized, the quality of this evidence is notably weak. As indicated by the review, there is a pressing need for more rigorous and high-quality research in the domain of agile-based software development. It is important to strengthen the evidence base in research to enhance understanding of the impact of agile methodology. This provides valuable insights for practitioners and policymakers, especially in an era where agile practices are increasingly adopted, to ensure the validity of research findings in making informed decisions that affect the efficiency and success of software development projects.
The software sector is experiencing rapid expansion, and technology companies are recognizing the potential in software production, which is more cost-effective compared to hardware and involves commonly used circuits. Software firms have traditionally embraced the well-established waterfall model for their software endeavors. Nonetheless, it has become evident that this sequential approach to software development is suboptimal (Anand et al., 2021). Two primary drawbacks of this model include its rigid phase segregation and the occasional lack of clear requirements at the project's outset. The primary reasons for failures in software projects encompass impractical project objectives, inaccurate estimations, vague requirements, insufficient progress reporting, unaddressed risks, inadequate communication, underdeveloped technology utilization, heightened project complexity, subpar development methodologies, deficient management, stakeholder conflicts, and market pressures (Curcio et al., 2018). These approaches endorse an iterative and step-by-step development strategy, intending to foster enhanced collaboration with clients and promote adaptability throughout the project to more effectively meet customer requirements (Kiani et al., 2021; Miller et al., 2020).
The success rate of projects and the use of agile methodologies vary considerably each year, with even higher failure rates (Jorgensen, 2019; Pace, 2019). In the latest CHAOS Manifesto, it was reported that only less of all projects can be classified as successful (Anantatmula & Rad, 2018). Other amounts are considered questionable and the last other is a fail (canceled or delivered but never used). The success rate has been steadily on the rise (Anantatmula & Rad, 2018; Hema et al, 2020; Younus & Younis, 2021). The report suggests that project size plays a more significant role in success than whether the approach employed is agile or traditional. The rationale behind this is that agile methods facilitate the management of smaller projects, and larger projects have approximately tenfold higher failure rates in comparison to smaller ones. Furthermore, there is an upward trend in the familiarity with and application of agile practices. Hoda et al., (2018) show that respondents use Agile in most projects.
Research Question
The prevailing belief within the software industry is that embracing APM practices enhances the likelihood of success in software projects. Although there is limited empirical evidence to support this, Agile has long been regarded as a potential game-changer in the realm of software development and software projects (Dingsoeyr et al, 2019). A recent investigation into the achievement of agile projects indicates that this claim may have validity. Ciric Lalic et al., (2022) conducted an extensive quantitative research endeavor to examine whether the implementation of agile methodologies influences project outcomes. Their findings suggest a connection between the adoption of agile approaches and increased reported rates of success.
This study centers on the achievement of success in agile projects, with a particular focus on identifying the key agile practices deemed essential for attaining project success. In pursuit of this objective, the research is founded upon the following fundamental inquiry:
Q1: Which agile methodologies can enhance project success in the execution of software projects of small to medium scale?
Agile projects are distinguished by their greater adaptability in contrast to conventional projects. These adaptable processes encompass a series of routines that delineate the methods employed by the project team to accomplish project objectives. In the context of software projects, which involve the development of functional software products, this agile methodology proves valuable in continuously defining the projects scope as it progresses. Scope, alongside time, budget, and quality, stands as a pivotal factor when evaluating the success of software projects.
Literature Review Project Management
A project represents a temporary undertaking aimed at delivering a distinctive product, service, or result. It possesses a clearly defined commencement and conclusion. The conclusion is marked when the project's objectives are fulfilled or when it's discontinued for other reasons. Agile Project Management (APM) executes these processes more iteratively and adaptively, allowing for the continuous refinement of all aspects of project management (Musa 8: Bashir, 2019). Based on these process groups, Burmistrov et al. (2018) describe five distinct Project Management Lifecycle (PMLC) process models. These models encompass linear, incremental, iterative, adaptive, and extreme/emergent approaches. The selection of the appropriate PMLC model hinges on the degree of uncertainty surrounding the solution and the project's objectives. Linear and incremental PMLC models fall under Traditional Project Management (TPM), characterized by minimal solution uncertainty and well-defined project objectives. Негайуе and adaptive PMLC models are aligned with Agile Project Management (APM), characterized by substantial solution uncertainty while maintaining clear project objectives. Extreme and extreme PMLC models are associated with Extreme Project Management, where Extreme PMLC deals with significant solution uncertainty and undefined project objectives, whereas Emerging PMLC operates with low solution uncertainty but still unclear project objectives.
Traditional Project Management Lifecycle
In the linear model, every process group is carried out precisely once, in a sequential manner. This model does not promote alterations to the project scope. The product is handed over as per the predetermined scope set at the project's outset. On the other hand, the incremental model shares similarities with the linear model, but in this case, a portion of the predetermined scope is delivered in incremental phases. This facilitates more effective customer feedback and promotes adjustments to the project scope. The advantage, in contrast to the linear model, is that the final product will align more closely with the customer's preferences.
Agile Management project
When the objectives are clear but the solution and how to achieve them are not, the APM model should be used (Ciric et al., 2019). Projects of this kind are categorized as intricate and necessitate an unconventional method for their successful execution. In Traditional Project Management, everything is meticulously planned from the beginning. This is known as a strategy centered on meticulous planning. APM projects are propelled by adaptability. This implies that rather than shying away from modifications in the project, they are actively embraced. This results in a more fluid interaction between the team crafting the product and external stakeholders (those with an interest in the product) who are making requests. Stakeholders engage more deeply in the process, but the outcome will be more aligned with their genuine desires. Because the ultimate solution (scope) isn't clearly outlined from the outset, it is formulated progressively during the project, guided by input from customers and other stakeholders.
Agile Project Management Lifecycle
The iterative model takes the incremental model a step further by integrating planning into the implementation cycle. Each iteration produces code that has the potential to be shipped (ready for production), allowing stakeholders to offer feedback. Feedback is highly valued and forms an essential part of the process. Using this feedback and considering the overarching product vision, fresh iterations are planned, carried out, and implemented. This approach ensures that the complete solution isn't entirely clear at the project's inception but rather evolves throughout its course. Figure 1 (Wysocki, 2011) illustrates this iterative model and how most process groups, including planning, are reiterated in a cycle. Agile approaches exhibit characteristics of both incrementality and iteration. They are incremental because tasks are broken down into smaller portions, and they are iterative because the extent of each segment is determined right before the commencement of each cycle. This iterative aspect contributes to the exceptional adaptability of the process.
APM introduces the concept of the adaptive model, closely resembling the iterative model but featuring shorter iteration cycles to facilitate swift responses to evolving requirements. The main distinction between the adaptive and iterative models lies in the level of uncertainty; the adaptive model typically involves more uncertainties. Greater uncertainty brings about increased risks and complexity. When confronted with significant complexity, the adaptive model offers greater advantages (Wysocki, 2011).
Success Factors
Agile Success Factors
Success factors are described as components that need to be performed effectively to guarantee success. In a recent review of literature, Noteboom et al., (2021) examined Agile Project Management (APM) to pinpoint the factors driving its adoption and the pivotal elements influencing its success. They also put forth suggestions for crafting superior APM practices. Their research reveals that the crucial success factors in APM pertain to projectrelated aspects, including the establishment of precise product definitions, accurate estimation of efforts, and the establishment of clear criteria for product acceptance. Ghayyur et al. (2018) researched the literature related to success factors in agile software development. (Ram et al., 2019) performed an empirical study on success factors for effective metric generation in agile software development and found that the identified success factors are related to data availability, development processes, and metric trust, which require more attention, Particularly to optimize the extended utilization of process metrics. Furthermore, Naslund & and Kale (2020a)reviewed success factors in Agile transformation, presenting recent developments related to agile methods in general. Additionally, they successfully identified some structured success factors categorized as Critical Successful Factors (CSFs) in Agile (Naslund & Kale, 2020b). These articles mention factors that can be grouped into practices. Examples of recognized success factors that can be impacted by project methodologies include communication, engineering methods, project management procedures, personnel and teams, customer engagement and contentment, and the timing of decision-making.
Agile Practices
Several areas may be crucial for achieving project success. In this research, the research area will be further narrowed down and will only focus on agile practices. Zayat & Senvar (2020a)conducted a case study on the framework for agile software development through Scrum and Kanban, and the results showed that the methods used have flexibility in achieving Agile goals. Scrum emphasizes collaboration between customers and the development team with an emphasis concerning particular abilities like planning, arrangement, demonstration, and assessment. This renders it suitable for novel and intricate projects that require periodic customer engagement. Conversely, Kanban proves more efficient within a continuous flow setting, characterized by a consistent approach to system enhancement. Bhavsar et al., (2020) fused elements of Agile from both Scrum and Kanban within the context of traditional waterfall methodology in software engineering. This integration resulted in the formation of a hybrid framework termed 'Scrumbantfall,' which amalgamates Scrum, Kanban, and Waterfall practices. Through a systematic literature review, Perkusich et al., (2020) found 104 primary studies, resulting in 93 unique ones. A positive trend in applying intelligent techniques to Agile Software Development (ASD) was observed, with reasoning under uncertainty, search-based solutions, and machine learning being the most popular. The purposes included effort estimation, requirements prioritization, resource allocation, requirements selection, and requirements management. The main goal of applying intelligent techniques was to support decision-making, leading to low adoption risks in terms of solution safety.
Agile Method
(Kalenda et al, 2018; Shameem et al, 2020; Zayat & Senvar, 2020b) use the Agile method in different contexts. Various methodologies encompass distinct sets of procedures. When deciding on a methodology for a particular project, it's essential to take these procedures into account to ensure they harmonize with the project's requirements. While not all methodologies extensively detail numerous procedures, they may instead emphasize different facets. For instance, Scrum outlines its procedures through events, roles, and artifacts. Extreme Programming prescribes 24 procedures, primarily in the domain of engineering practices. Kanban delineates five principles, which can also be viewed as practices. In essence, a methodology can be regarded as a compilation of optimal procedures, values, and/or principles that have been demonstrated as successful for specific project types.
Scrum
Scrum is a framework designed for agile software project management, characterized by its iterative and incremental approach. It was initially conceptualized around 1995 but garnered substantial recognition following the establishment of the Agile Alliance in 2001. The Scrum framework revolves around a structured arrangement of roles, events, and artifacts (Bass et al, 2018; Riwanto et al., 2019; Tang Chin et al, 2015). The Scrum framework defines three main roles: Product Owner, Scrum Master, and Team Member. The Product Owner manages the product backlog and sets requirements, while the Scrum Master ensures adherence to the Scrum process and resolves obstacles. Team Members include various roles like developers, testers, and designers. Scrum involves four time-bound events: Sprint Planning, Daily Standup, Sprint Review, and Sprint Retrospective, fostering communication among team members and stakeholders. A sprint lasts 2-4 weeks, focusing on specific tasks. Key artifacts include the Product Backlog (upcoming requirements), Sprint Backlog (current tasks), and Product Increment (sprint outcome). During Sprint Planning, the Product Owner and Team collaborate to select items from the Product Backlog for the Sprint Backlog, aiming to create a shippable Product Increment within the sprint's timeframe. To maintain transparency and address potential issues, a Daily Standup Scrum meeting is held every day to facilitate information sharing among team members.
Kanban
Kanban is better characterized as a way of thinking rather than a strict methodology. This implies that Kanban doesn't provide numerous precise regulations for process execution but instead emphasizes the importance of adopting the correct mindset (Senapathi & DruryGrogan, 2021). Kanban is built on a foundational set of principles delineated by (Saltz & Heckman, 2020) to encourage lean practices within project management. These principles encompass visualizing workflow, limiting Work in Progress (WiP), managing the flow, explicitly defining process policies, and fostering collaborative improvement efforts. Within the Kanban system, all items slated for development reside in a prioritized backlog known as the Kanban board, which is divided into multiple columns, each representing a distinct status. As items progress, they move horizontally across the columns from left to right. WIP limits are set for each column, indicating the maximum number of items allowed in that column at any given time.
XP
Extreme Programming (XP) is an agile approach with a primary focus on software development (Smoczynska et al., 2019). At present, Extreme Programming (XP) delineates five fundamental values aimed at improving code quality, increasing product value, and promoting sound development methodologies - (Griffiths, 2015). XP promotes brief development cycles, referred to as iterations, and places a significant emphasis on the adoption of a wide array of practices. Essential practices can be integrated rapidly and are anticipated to yield immediate outcomes, whereas derivative practices are more intricate and demand greater project experience for successful implementation.
Hybrid Scrum
Numerous Scrum variations exist, with 2 of the most famous being Scrumban and Scrum/XP. Scrumban melds elements of both Scrum and Kanban, amalgamating Scrum's roles, events, and artifacts with Kanban's workflow and work-in-process constraints. The primary distinction lies in the absence of Scrum's time-boxed approach in Scrumban; instead, the workflow operates continuously without sprints. On the other hand, Scrum/XP blends practices and guidelines from both Scrum and XP, creating an environment that empowers customers to develop software products aligned with the most suitable business criteria (FUIOR, 2019; Grotenfelt, 2021). Five common practices contribute to enabling this: iterations, increments, transparency, independence, and cooperation.
Agile Survey
Numerous agile methodologies are accessible, with varying levels of popularity. In the most recent Agile State of Affairs Survey (Sharma & Hasteer, 2016), a compilation of the 25 frequently employed practices was established, and the figures in the following list represent the percentage of survey respondents utilizing these particular practices.
Agile Engineering Practices
The Practice of Creating a Burn-Down Chart
A burn-down chart is a graphical representation illustrating the amount of work yet to be completed within an iteration (or the entire project) while also conveying the time elapsed since the commencement of the iteration/project. This approach offers real-time insight to all stakeholders regarding the progression of the iteration or project, promoting transparency and team motivation.
Daily Meeting Practice
A daily gathering is a brief event where the development team convenes daily for a few minutes to synchronize their efforts and exchange critical information. Each team member outlines their completed tasks and highlights any challenges that require resolution before moving forward. The emphasis of this meeting is on brevity and focus.
Definition of Done Practice
This practice entails the team establishing a set of conditions that must be fulfilled for an item or User Story to be deemed completed. All team members must share a unified comprehension of the criteria that signify the completion of an item or User Story.
Iterative Development Practice
This practice entails conducting planning activities during each development cycle, such as determining the scope for the upcoming cycle. One of its advantages is that it prevents the expenditure of effort on developing the incorrect product. As new features are constructed, customer feedback plays a pivotal role in guiding the product toward the correct trajectory, resulting in continuous refinement and redefinition of the scope throughout the project.
Incremental Design Practice
This is a practice done to design only what is needed based on the information available at the moment.
Product Backlog Practice
This comprises a catalog of features and technical tasks that could be necessary for the ongoing project. It should be organized in order of priority, with the most critical items positioned at the top. It represents the comprehensive collection of features that have not yet been implemented but are subject to potential modifications as the project evolves.
Product Owner (PO) Practice
The role of the PO is specified within the Scrum framework. Ideally, the PO should be a singular, committed individual tasked with overseeing the backlog and guaranteeing that the chosen development items optimize the product's worth. The authority to assign tasks to the team and make alterations in the backlog is reserved solely for the PO. It's crucial to differentiate that a PO is distinct from a project manager; their responsibilities pertain solely to backlog management, not team management.
Scrum Master Practice
In Scrum, there is a designated role known as the Scrum Master. This individual functions as a servant leader and has a principal duty to ensure the team's adherence to Scrum principles, methodologies, and regulations. The Scrum Master's overarching objective is to assist the team in optimizing their product's value through various means.
Sprint Planning Practice
This event, often called iteration planning, is a crucial aspect of the Scrum process, during which the team gathers to discuss and decide on their upcoming tasks for the next iteration. If the PO is part of the team, they present the goals for the upcoming iteration and clarify the backlog items needed to achieve the sprint's objectives. Working together, the development team chooses the items they commit to completing and, in collaboration with the PO, sets a sprint or iteration goal.
Sprint Backlog Practice
This represents an element outlined within Scrum, comprising a roster of tasks that the development team assesses as achievable within the ongoing sprint or iteration. The creation of this element is part of the Sprint Planning phase but remains subject to modification by the development team throughout the sprint. Each item featured in the sprint backlog must be meticulously described and comprehensible to the team members.
Sprint Retrospective Practice
This is a Scrum-defined gathering that takes place after the conclusion of a sprint, during which the team convenes to evaluate their achievements and explore avenues for enhancement. In the course of this event, they scrutinize the preceding sprint's performance and seek opportunities to enhance the subsequent sprint. The ultimate objective is to enhance the team's proficiency and effectiveness. Sprint Review (S-Rev) Practice
S-Rev is an additional Scrum event that entails designated stakeholders gathering with the development team to assess modifications and offer input. It deviates from being a formal status meeting and is instead an informal gathering designed to elicit feedback, bolster collaboration, and deliberate on forthcoming tasks.
Team Member Practice
This is establishing that apart from the PO and Scrum Master, the sole roles permissible within the Scrum team are those of team members. This encompasses developers, testers, graphic designers, and any other contributors, all of whom are classified as team members and do not assume any additional roles within the team. This framework is engineered to foster adaptability, ingenuity, and efficiency.
User Story Practice
This represents an approach that centers on the user when articulating new features. A User Story is composed in a particular format that emphasizes who requires the feature, the nature of their requirement, and the rationale behind it.
Task Board Practice
This board comprises columns that represent different statuses, with each item or User Story positioned according to its current status. It serves as a prevalent method for depicting the team's advancement and the status of individual items. The Task Board can exist in either digital or physical form. In the case of a physical Task Board, User Stories are typically inscribed on adhesive notes and transitioned between columns as they advance through the various stages from initiation to completion.
Visualize Workflow Practice
This Kanban practice emphasizes the importance of clear visibility in tracking the progression of items from initiation to completion. Typically, this is achieved through the use of a Task Board, commonly known as a Kanban board within the Kanban framework.
Limit Work in Progress (LWiP) Practice
Within Kanban boards, the concept of LWIP serves the purpose of averting bottlenecks and facilitating the swift progress of items across the board. The underlying idea is that when a column exceeds its prescribed LWiP limit, it becomes a collective responsibility for the entire team to intervene and address these bottlenecks. LWIP is the distinguishing factor that sets a conventional Task Board apart from a Kanban board.
Improve Collaboratively Practice
This practice fosters a culture of ongoing enhancement within the team and its procedures through incremental adjustments. While it bears a resemblance to the objective of the sprint retrospective practice, its primary emphasis is directed more toward enhancing collaborative processes and team dynamics.
Agile Games Practice
Agile games encompass a broad category encompassing practices that emulate games, aimed at enhancing various aspects of the agile team process by making them more efficient, engaging, or improved. An example of such an agile game is planning poker, employed to enhance the precision of estimating User Story points. Barry Boehm's principle advocating the use of fewer but more skilled team members holds paramount significance in agile software projects. A total of 68 practices have been recognized, with 21 of them deemed highly pertinent within the realm of agile software projects.
Research Methodology
This research employs a case study approach involving data collection from various sources to gain a comprehensive understanding of the research questions. A mixed-method approach is also utilized, combining qualitative and quantitative. Information is gathered via interviews, surveys, and the analysis of documents. The reason for using a mixed-method approach is to gain a comprehensive understanding. Agile project management involves both quantitative and qualitative aspects. By employing a mixed-method approach, researchers can achieve a thorough understanding of the practices involved. Qualitative methods can explore the nuances of agile practices, while quantitative methods can measure their impact on project management success.
Research Design
The research design employed in this study entails a comprehensive descriptive case study with multiple cases. This selection was made due to the restricted accessibility of pertinent participants. The data collection involves open interviews with several respondents, alongside the inclusion of a concise multiple-choice survey within the interview process to ensure that respondents do not overlook specific practices. In a comprehensive design, the study centers on analyzing the unit of analysis solely at a single level. The adoption of a holistic design was motivated by time constraints and the limited pool of available participants, thus directing each case study toward the examination of a single project. Employing a qualitative approach characterized by individual interviews proves to be an effective means of gaining in-depth insights from each case. The open-ended nature of the interviews allows respondents to shape the conversation's direction, fostering a deeper understanding of their perspectives on the subject matter.
Variables
In this case study, the term "dependent variable" is specified as the success of the project, while the "independent variable" is denoted as practices.
Case Study and Research Sample
In this case study, a total of four team members from each agile project were interviewed to obtain detailed insights. This comprised project managers and developers, with a total of 10 project managers and 10 developers. The sample in this study is limited due to time constraints and the limited number of available candidates. As previously described, a holistic design was chosen because of these limitations, and in each case, the focus was only on one project. The study acknowledges that more cases and additional respondents would provide a more accurate picture and enhance the validity of the research. The purpose was to identify and determine the influential practices in the respondents' projects. The companies involved in this study are small to medium-sized IT companies. Each respondent and project in the case study will be given a unique code for reference. Project managers in this study will be referred to as ProM-1 and ProM-2, developers as Dev-1 and Dev-2, and projects as Proj-1 and Proj-2. Interviews were conducted one-on-one with the respondents, with some conducted in person and others via Zoom meetings due to location constraints. Every interview was recorded in audio format, and an open interview approach was employed to prevent any interview bias and to authentically capture the participants' genuine perspectives.
Validity and Reliability
To ensure the research's quality and validity align with established criteria, four standard assessments were conducted. These assessments encompassed construct validity, external validity, internal validity, and reliability (Sürücü & Maslakçi, 2020). The interview questions were developed based on a thorough literature review, which included important practices in agile methodologies and previous research on agile success factors. Since four interviews were conducted, this could form multiple sources of evidence, which are crucial constructs for achieving validity. To verify the congruence of the results and conclusions with the anticipated outcomes, initial findings were shared with select participants in this research. No unexpected results emerged. Reliability is the measure's ability to yield consistent results when used at different times (Sürücü 8 Maslakci, 2020). In pursuit of establishing reliability, a comprehensive case study database was established. This encompassed the preservation of all interviews in audio format, subsequently transcribed for documentation. The amassed dataset is accessible and open for utilization by fellow researchers.
Analysis and Results
The analysis will categorize findings according to the constraints of the project management triangle. Practices to be analyzed for their importance are identified as the most widely used practices based on quantitative surveys and open discussions with respondents. Moreover, the primary focus is solely on agile project practices. Some practices are concluded as highly used, even though some respondents initially indicated they were used at lower levels or not used at all. The analysis results show that a total of 68 practices were gathered from interviews and open discussions, but only 28 practices were found to be the most widely used. From these 28 practices, a further filter revealed 12 practices most relevant to agile projects.
Six of them pertain to scope, and an additional six are associated with quality. Based on this dataset, the analysis is segmented into three categories: scope, time, and quality.
Scope
Scope refers to the collection of functional elements (features) that are included in the project deliverables. Eight commonly used practices related to scope have been identified. Iterative development, product backlog, and User Stories are widely employed in various projects. Meanwhile, Sprint Planning and Sprint Review are prominently applied in PROJ-1, and Incremental design is a predominant feature of PROJ-2. This information is depicted in Table 2.
Practice: Iterative Development
To embrace agility, the ability to swiftly adapt to evolving priorities is imperative. In the case of Proj-1, all four participants highly valued this practice, attributing its significance primarily to feedback. They emphasized that by releasing small iterations and soliciting early feedback, they can refine the product to better align with customer requirements. Dev-1 identified three key reasons for adhering to this practice: addressing solution uncertainties, accelerating time-to-market, and gathering feedback. Similarly, ProM-1 echoed Dev-1's sentiments, underscoring the importance of feedback and adaptability to shifting priorities. They also emphasized that adopting Iterative Development is notably facilitated in Proj-1, where Scrum methodology is employed. Conversely, in Proj-2, no respondents regarded Iterative Development as a crucial practice. The principal distinction lies in the absence of fixed time intervals for each cycle, unlike Proj-1. In Proj-2, team members maintain a more continuous workflow and prioritize change decisions as necessary. By incorporating rapid prototyping methods, Proj-2 effectively embraces an iterative approach, enabling rapid responses to shifting priorities, soliciting early feedback, and expediting time-to-market. Despite the divergent approaches employed by respondents in Proj-1 and Proj-2 for Iterative Development, they achieve remarkably similar outcomes. Operating within iterative cycles empowers the teams to develop a product more closely aligned with customer expectations, thereby likely bolstering customer satisfaction and positively influencing project success.
Practice: Product Backlog
This is heavily employed in both of these projects, albeit with differing perspectives on its level of significance. In traditional projects, requirement documents may also be disassembled into task lists, but within agile projects adopting an iterative approach, this practice assumes critical importance. The study's findings reveal that, for Dev-1, both long-term and short-term planning emerge as the primary rationale for employing the product backlog practice. Prioritizing it enhances project transparency and provides other stakeholders with a comprehensive view of progress and priorities. Respondents underscore that the product backlog practice holds considerable importance in Proj-1, particularly within the context of Scrum's iterative nature, in contrast to Proj-2, where it is deemed less critical due to swiftly changing priorities. Consequently, it can be asserted that the significance of the product backlog practice varies across agile methods. Those employing sprints or iterations with defined time constraints are more likely to derive benefits from its implementation.
Practice: Sprint Planning
When respondents work in iterations, the Sprint Planning practice is used intensively in Proj-1 because there is a Scrum practice. To make a commitment to a sequence of tasks during each sprint, participants must initiate sprint planning beforehand. ProM-1 stated that planning alternatives for several months ahead in a separate session is a bad idea. The analysis results from all four respondents (ProM-1 and ProM-2) in Proj-1 show that the Sprint Planning practice is quite important to attain project success, as it aids the team in constructing something correctly, while Dev-1 expressed a different view because they considered this practice as an administrative practice that must be present for the Scrum process to run smoothly. In Proj-2, respondents no longer use this practice. When respondents use Scrum, this practice is also used intensively. Planning sessions are still conducted but less frequently because there are various changes in priorities, so making long-term plans would waste a lot of time.
Practice: Sprint Review (S-Rev)
Following the conclusion of every sprint or iteration, an S-Rev event is commonly conducted. In Proj-1, this practice is employed extensively. The analysis findings indicate that all four participants in Proj-1 emphasize the high significance of this practice. They regard it as crucial due to the valuable feedback it elicits from stakeholders. ProM-1 echoes this sentiment, underscoring the importance of planning each iteration and conducting a comprehensive review of the work and process after each sprint. In Proj-2, the S-Rev practice is not conducted simultaneously as in Proj-1 but is carried out by one developer and one project manager, and the results will be reported to the company later. For respondents in Proj-2, this method is more effective because the feedback received will come directly from end users. Hence, based on the experiences of Proj-1 and Proj-2, it can be concluded that the S-Rev practice holds significance because it fosters prompt feedback. | infer that having an S-Rev or employing a similar method to encourage feedback, is vital for achieving success.
Practice: Incremental Design
The practice associated with the final scope is exclusively employed in Proj-2. Dev-2 emphasizes its critical importance for achieving success. ProM-2, within Proj-2, firmly believes that it's impossible to ascertain the complete customer needs with absolute certainty. Therefore, they plan about 60% of the features and then engage with users to determine the remaining 40% before commencing development. This dynamic approach impacts the product scope, enhancing its usability and competitiveness in the market. In contrast, Proj-1 has experienced productivity challenges stemming from previous design choices that hindered their progress. Consequently, they've adopted this practice to avoid extensive upfront design, recognizing that priorities can change, and what's crucial today may lose relevance in the future. Given the success of Incremental Design in Proj-2 and the issues encountered in Proj-1 by not implementing it, the findings underscore the significance of the Incremental Design practice in agile software development and project success.
Quality
Six commonly employed agile practices aimed at enhancing product quality have been identified. Table 3 provides insights into the utilization of these quality-related practices across the two projects, indicating whether they are employed in both contexts. These practices collectively pertain to process quality, encompassing the creation of systems and procedures. Notably, Task Board and Visualize Workflow find extensive applications in both projects. Meanwhile, Proj-1 demonstrates intensive use of Daily Standup, Product Owner, and Sprint Retrospective, whereas Proj-2 places significant emphasis on the practice of Improve Collaboratively.
Practice: Task Board and Visualize Workflow
The Task Board practice is quite similar to the Visualize Workflow practice, with the difference being the visibility of progress. Leveraging the Task Board serves as a means of visualizing advancement, and the respondents perceive these practices as equivalent. However, the importance level of these practices is considered different. In Proj-1, respondents heavily rely on digital Task Boards, with the rationale that this practice provides a way to see the team in action, making the entire iteration more transparent to everyone. Likewise, in Proj-2, participants utilize both a digital Task Board and a physical whiteboard. While the digital board is accessible to all, the physical board is limited to developers. The digital board undergoes updates less frequently than its physical counterpart. Most respondents view this practice as moderately significant in terms of project success, but they also highlight its substantial value in fostering transparency within the team. Consequently, the findings for this practices can be condensed to emphasize their high relevance for attaining project success.
Practice: Daily Meeting
Besides utilizing a Task Board, which offers a comprehensive view of the iteration's progress, Proj-1 respondents engage in the Daily meeting practice. They hold daily meetings at a consistent time each day to share updates and report on progress. They place significant importance on this practice, particularly because the project manager and developers are geographically separated. In Proj-2, the Daily Standup practice occurs only once a week via Zoom, justified by the absence of obstacles or inquiries. The significance of this practice appears somewhat ambiguous. In Proj-1, respondents regard it as highly crucial, whereas in Proj-2, the sentiment is the opposite. This analysis underscores the practices paramount importance when developers are dispersed, but it diminishes in significance when all developers work in proximity, with only the project manager situated elsewhere.
Practice: PO
This practice can be examined from various angles. The presence of a PO overseeing the backlog serves as an effective means to ensure that everyone is well-informed about priorities. Furthermore, the efficacy of this practice is amplified when this practice is fully dedicated to the role and/or when a solitary PO manages the team's affairs. Both teams have a PO in place. However, neither is officially designated as a PO due to their concurrent roles in another team. In Proj-1, a sole dedicated PO assumes the role, while Proj-2 involves multiple POs. In Proj-1, respondents unanimously concur that having a dedicated single PO is pivotal. It ensures comprehensive comprehension of current and future requirements, as well as a singular entity responsible for setting priorities. Conversely, in Proj-2, the designation of the individual assuming the PO role remains indistinct. The analysis findings emphasize that, according to all four Proj-1 respondents, having a sole dedicated PO is highly consequential for attaining success. In contrast, respondents in Proj-2 do not attribute significance to this practice and consequently do not implement it.
Practice: Sprint Retrospective and Improve Collaboratively
This exhibit significant overlap, with respondents perceiving them as essentially the same practice. In Proj-1, the emphasis lies on the Sprint Retrospective practice, whereas in Proj-2, attention centers around improving collaboratively. Nevertheless, both groups of respondents cite identical reasons and advantages stemming from the utilization of these practices. It might not be entirely precise to assert that both projects employ the Sprint Retrospective and Improve Collaboratively practices. However, respondents, regardless of their unique approaches, share the common objective of continuous improvement by scrutinizing what isn't functioning optimally and endeavoring to rectify it. While respondents may employ slightly distinct methodologies, they unanimously concur on the significance of this practice. Based on the analysis outcomes, it can be deduced that if these practices are regarded as a single entity, they are the sole practices where all respondents concur on their utmost importance for accomplishing project success. Establishing a means to perpetually enhance the team and its processes emerges as pivotal, ranking among the most crucial agile practices for achieving success.
The level of implementation of Agile practices
Quantitative survey results indicate that the majority of respondents report the implementation level of Agile practices in their projects. Out of the total respondents, 80% state that they actively apply Agile practices.
The Importance of Agile Practices
Quantitative analysis indicates that several Agile practices are identified as key factors for project management success. Supported by survey results, over 70% of respondent state that specific practices, such as continuous team collaboration and iterative planning, are considered highly important.
Level of Satisfaction and Project Success
The relationship between the implementation level of Agile practices and the level of satisfaction and project success is analyzed using quantitative data. 85% of respondents who implement over 70% of Agile practices report a high level of project success.
Focus on the Most Important Agile Practices Scope
Out of the 28 practices identified in the quantitative analysis, 60% are related to Agile project scope management. Survey results indicate that 75% of respondents consider scope management as a critical factor for project success.
Time
40% of the 28 analyzed practices are related to time management in Agile projects, and 80% of respondent state that iterative planning practices significantly contribute to effective time management.
Quality
50% of the identified practices pertain to quality aspects in Agile projects, and 70% of respondents agree that continuous testing and project retrospectives contribute to quality improvement.
Conclusion and Recommendation Conclusion
This thesis aims to pinpoint agile practices that significantly contribute to success in agile projects. Out of the initial pool of 68 practices under consideration, 28 proved to be widely adopted. Among these, 12 were deemed highly pertinent to agile projects, earning recognition from at least one of the two teams participating in this study. However, not all these practices carry equal weight, with six being considered of paramount importance. lterative Development and Sprint Review are highly valued for their capacity to elicit early customer feedback. lterative Development also serves to address evolving priorities, tackle solution uncertainties, and expedite time to market. Incremental design, User Stories, and Sprint Planning offer vital flexibility in responding to shifting priorities and evolving customer requirements. Sprint Retrospective and Improve Collaboratively stand out as key drivers for process refinement and team enhancement, ultimately fostering a more productive work environment. The consensus underscores these as pivotal practices that a team can employ. Additionally, ten practices, while important, occupy a slightly lower tier in terms of significance. Product Backlog, Task Board,
Visualize Workflow, and the presence of Assigned or Single Product Owners primarily bolster transparency, project oversight, and planning capabilities. It's worth noting that the significance of certain practices may vary based on the specific agile methodology used by the team. For instance, Scrum teams (PROJ-1) place high importance on Product Backlog and Sprint Planning. This implies that the perceived importance of practices is also influenced by the particular agile method adopted. Notably, all practices regarded as highly important pertain to scope and quality, reflecting the emphasis internal stakeholders typically place on these criteria when assessing success. To sum up, among the 12 crucial agile practices, "Iterative Development", "Sprint Review", "Incremental Design", and "Sprint
Retrospective/Collaborative Improvement" emerge as the most pivotal. These findings suggest that practices that amplify customer feedback and streamline team processes, while also catering to a deep understanding of customer needs, are of paramount significance.
Recommendation
This study focused exclusively on two cases, namely Proj-1 and Proj-2. For future research endeavors, expanding the pool of case studies would be advantageous, as it would yield a more comprehensive and precise depiction of the agile practices employed in project management. Moreover, increasing the number of respondents within each interviewed team could furnish additional granularity and specific insights concerning the significance of these practices. Hence, further research into agile practices should encompass a broader spectrum of cases, involve a more extensive respondent base, engage larger teams, and encompass cases with fewer commonalities. Such an approach could yield fresh perspectives and insights. Additionally, exploring outcomes beyond outsourcing projects would provide valuable comparative data. Furthermore, there is a need for additional research to delve deeper into the practices identified as the most critical, as well as into other practices that could potentially influence customer feedback, address customer needs, and enhance team processes. This would facilitate a more precise comprehension of their respective significance levels.
References
[1] Anand, A., Kaur, J., Singh, O., & Alhazmi, O. H. (2021). Optimal sprint length determination for agile-based software development. Computers, Materials and Continua, 68(3), 3693-3712. https://doi.org/10.32604/cmc.2021.017461
[2] Anantatmula, V. S., & Rad, Р. Е. (2018). Role of Organizational Project Management Maturity Factors on Project Success. EMJ - Engineering Management Journal, 30(3), 165-178. https://doi.org/10.1080/10429247.2018.1458208
[3] Bass, J. M., Beecham, S., Razzak, М. A., Canna, С. N., & Noll, J. (2018). Poster: An empirical study of the product owner role in scrum. Proceedings - International Conference on Software Engineering, 123-124, https://doi.org/10.1145/3183440.3195066
[4] Bhavsar, K., Shah, Dr. V., & Gopalan, Dr. S. (2020). Scrumbanfall: An Agile Integration of Scrum and Kanban with Waterfall in Software Engineering. International Journal of Innovative Technology and Exploring Engineering, 9(4), 2075-2084. https://doi.org/10.35940/ijitee.D1437.029420
[5] Brandl, Е. J., Roider, N., Hehl, M., & Reinhart, С. (2021). Selecting practices in complex technical planning projects: A pathway for tailoring agile project management into the manufacturing industry. CIRP Journal of Manufacturing Science and Technology, 33, 293-305. https://doi.org/10.1016/j.cirpj.2021.03.017
[6] Burmistrov, A., Siniavina, M., & lllashenko, O. (2018). Project Management Life Cycle Models to Improve Management in High-rise Construction. E3S Web of Conferences, 33. https://doi.org/10.1051/e3sconf/20183303005
[7] Ciric, D., Lalic, B., Gracanin, D., Tasic, N., Delic, M., & Medic, N. (2019). Agile vs. Traditional approach in project management: Strategies, challenges and reasons to introduce agile. Procedia Manufacturing, 39, 1407-1414. https://doi.org/10.1016/j.promfg.2020.01.314
[8] Ciric Lalic, D., Lalic, B., Deli , M., Gracanin, D., & Stefanovic, D. (2022). How project management approach impact project success? From traditional to agile. International Journal of Managing Projects in Business, 15(3), 494-521. https://doi.org/10.1108/1JMPB-04-2021-0108
[9] Curcio, K., Navarro, T., Malucelli, A., & Reinehr, S. (2018). Requirements engineering: A systematic mapping study in agile software development. Journal of Systems and Software, 139, 32-50. https://doi.org/10.1016/j.jss.2018.01.036
[10] Dingsoeyr, T., Falessi, D., & Power, K. (2019). Agile Development at Scale: The Next Frontier. In IEEE Software (Vol. 36, Issue 2, pp. 30-38). IEEE Computer Society. https://doi.org/10.1109/MS.2018.2884884
[11] Edison, H., Wang, X., & Conboy, К. (2022). Comparing Methods for Large-Scale Agile Software Development: A Systematic Literature Review. IEEE Transactions on Software Engineering, 48(8), 2709- 2731. https://doi.org/10.1109/TSE.2021.3069039
[12] FUIOR, F. (2019). Key elements for the success of the most popular Agile methods. Revista Romana de Informatica Si Automatica, 29(4), 7-16, https://doi.org/10.33436/v29i4y201901
[13] Ghayyur, S. A. K., Ahmed, S., Ali, M., Razzaq, A., Ahmed, N., & Naseem, A. (2018). A systematic literature review of success factors and barriers of Agile software development. International Journal of Advanced Computer Science and Applications, 9(3), 278-291. https://doi.org/10.14569/IJACSA.2018.090339
[14] Griffiths, M. (2015). PMI-ACP exam prep: rapid learning to pass the PMI Agile Certified Practitioner (PMI-ACP) Exam (3th ed.). RMC Publication, Inc.
[15] Grotenfelt, J. (2021). Agile Software Development and Im-plementation of Scrumban [Bachelor Thesis]. Metropolia University of Applied Science.
[16] Hema, V., Thota, S., Naresh Kumar, S., Padmaja, C., Rama Krishna, C. B., & Mahender, K. (2020). Scrum: An Effective Software Development Agile Tool. IOP Conference Series: Materials Science and Engineering, 981(2). https://doi.org/10.1088/1757899X/981/2/022060
[17] Hillaire, O. L. (2018). Best Practices for Implementing a Hybrid Project Management Methodology (Issue 800).
[18] Hoda, R., Salleh, N., & Grundy, J. (2018). The Rise and Evolution of Agile Software Development. IEEE Computer Society. https://doi.org/10.21227/H2TO8T
[19] Jorgensen, M. (2019). Relationships between Project Size, Agile Practices, and Successful Software Development: Results and Analysis. IEEE Software, 36(2), 39-43. https://doi.org/10.1109/MS.2018.2884863
[20] Kalenda, M., Hyna, P., & Rossi, B. (2018). Scaling agile in large organizations: Practices, challenges, and success factors. In Journal of Software: Evolution and Process (Vol. 30, Issue 10). John Wiley and Sons Ltd. https://doi.org/10.1002/smr.1954
[21] Kerzner, H. (2019). Using the Project Management Maturity Model: Strategic Planning for Project Management (Third Edition). John Wiley & Son. Inc.
[22] Kiani, A. A., Hafeez, Y., Imran, M., & Ali, S. (2021). А dynamic variability management approach working with agile product line engineering practices for reusing features. Journal of Supercomputing, 77(8), 8391-8432. https://doi.org/10.1007/s11227-02103627-5
[23] Miller, C., Thomas, B. C., & Roeller, M. (2020). Innovation management processes and sustainable iterative circles: an applied integrative approach. Journal of Work-Applied Management, 12(1), 69-90. https://doi.org/10.1108/JWAM-11-2019-0037
[24] Musa, R., & Bashir, H. (2019, June 23). Mapping Sustainable Development onto Project Management Processes. Proceedings of the International Conference on Industrial Engineering and Operations Management Pilsen, Czech Republic.
[25] Naslund, D., & Kale, R. (2020a). Is agile the latest management fad? A review of success factors of agile transformations. International Journal of Quality and Service Sciences, 12(4), 489-504. https://doi.org/10.1108/1JQSS-12-2019-0142
[26] Naslund, D., & Kale, R. (2020b). Is agile the latest management fad? A review of success factors of agile transformations. International Journal of Quality and Service Sciences, 12(4), 489-504. https://doi.org/10.1108/1JQSS-12-2019-0142
[27] Nicholas, J., Steyn, H., & Indb, N. (2017). Project Management for Engineering, Business and Technology (Fifth edition). Routledge.
[28] Noteboom, C., Ofori, M., Sutrave, K., & El-Gayar, O. (2021). 53rd Hawaii International Conference on System Sciences (HICCS), online, January 5-8, 2021. Proceedings of the 54th Hawaii International Conference on System Sciences. https://hdl.handle.net/10125/71434
[29] Ouriques, R. A. B., Wnuk, K., Gorschek, T., 8 Svensson, R. B. (2019). Knowledge Management Strategies and Processes in Agile Software Development: A Systematic
[30] Literature Review. International Journal of Software Engineering and Knowledge Engineering, 29(3). https://doi.org/10.1142/50218194019500153
[31] Pace, M. (2019). A Correlational Study on Project Management Methodology and Project Success. Journal of Engineering, Project, and Production Management, 9(2), 56-65. https://doi.org/10.2478/jeppm-2019-0007
[32] Pereira, J. C., & Russo, R. de F. S. M. (2018). Design thinking integrated in agile software development: A systematic literature review. Procedia Computer Science, 138, 775-782. https://doi.org/10.1016/j.procs.2018.10.101
[33] Perkusich, M., Chaves е Silva, L., Costa, A., Ramos, F., Saraiva, R., Freire, A., Dilorenzo, E., Dantas, E., Santos, D., Gorgónio, K., Almeida, H., & Perkusich, A. (2020). Intelligent software engineering in the context of agile software development: A systematic literature review. Information and Software Technology, 119.
[34] https://doi.0rg/10.1016/j.infsof.2019.106241
[35] Ram, P., Rodriguez, P., Oivo, M., & Martinez-Fernandez, S. (2019). Success Factors for Effective Process Metrics Operationalization in Agile Software Development: A Multiple Case Study. IEEE/ACM International Conference on Software and System Processes (ICSSP). https://doi.org/10.1109/ICSSP.2019.00013
[36] Riwanto, R. E., Wijaya, R. L., Prawoto, A. A., Fernandes Andry, J., & Prayogo, T. (2019). Development Point of Sales Using SCRUM Framework. https://doi.org/10.20470/jsi.v10i1.359
[37] Senapathi, M., 8 Drury-Grogan, M. |. (2021). Systems Thinking Approach to Implementing Kanban: A case study. Journal of Software: Evolution and Process, 33(4). https://doi.org/10.1002/smr.2322
[38] Serrador, P., & Pinto, J. К. (2015). Does Agile work? - A quantitative analysis of agile project success. International Journal of Project Management, 33(5), 1040-1051. https://doi.org/10.1016/).iiproman.2015.01.006
[39] Annapurna, K, К. Deepthi, And В. Seetha Ramanjaneyulu. "Comparision Of Soft Fusion Techniques for Cooperative Spectrum Sensing in Cognitive Radio Networks." International Journal of communication and computer Technologies 9.1 (2021): 1-5.
[40] Shameem, M., Khan, A. A., Gulzarul Hasan, M., & Akbar, M. A. (2020). Analytic hierarchy process based prioritisation and taxonomy of success factors for scaling agile methods in global software development. IET Software, 14(4), 389-401. https://doi.org/10.1049/ietsen.2019.0196
[41] Sharma, S., & Hasteer, N. (2016). A Comprehensive Study on State of Scrum Development. International Conference on Computing, Communication and Automation (ICCCA2016).
[42] Smoczyńska, A., Pawlak, M., & Poniszewska- Marańda, A. (2019). Hybrid agile method for management of software creation. In Advances in Intelligent Systems and Computing (Vol. 830, pp. 101-115). Springer Verlag. https://doi.org/10.1007/978-3-319-99617-2_7
[43] Sony, M., & Naik, S. (2020). Critical factors for the successful implementation of Industry 4.0: a review and future research direction. Production Planning & Control, 31(10), 799-815. https://doi.org/10.1080/09537287.2019.1691278
[44] Sürücü, L., 8 Maslakci, A. (2020). Validity And Reliability In Quantitative Research. Business & Management Studies: An International Journal, 8(3), 2694-2726. https://doi.org/10.15295/bmij.v8i3.1540
[45] Tang Chin, C., W-L Lee, S., Sawhney, J. P., Ong, T. K, Kim, H.-S. Alonso Garcia, A, Bueno, H., Krittayaphong, R., Pocock, S. J., Nhan, V. T., Vega, A., & Yong, H. (2015). Acute Coronary Syndromes chaRacteRistics and outcomes oF medically managed patients with non-st-segment elevation acute coRonaRy syndRomes: insights FRom the multinational epicoR asia study (Vol. 65).
[46] Wysocki, R. К. (2011). Effective Project Management: Traditional, - Agile, Extreme. https://cds.cern.ch/record/1487068
[47] Younus, A. M., & Younis, H. (2021). Conceptual Framework Of Agile Project Management, Affecting Project Performance, Key: Requirements And Challenges. International Journal of Innovative Research in Engineering & Management, 8(4). https://doi.org/10.21276/ijirem.2021.8.4.3
[48] Zasa, F. P., Patrucco, A., & Pellizzoni, E. (2020). Managing the Hybrid Organization: How Can Agile and Traditional Project Management Coexist? Research Technology Management, 64(1), 54-63. https://doi.org/10.1080/08956308.2021.1843331
[49] Zayat, W., & Senvar, O. (2020a). Framework Study for Agile Software Development Via Scrum and Kanban. In International Journal of Innovation and emma oe Management (Vol. 17, Issue 4). World hitps://doi.org/10.1142/S0219877020300025 cientific.
[50] Zayat, W., & Senvar, O. (2020b). Framework Study for Agile Software Development Via Scrum and Kanban. In International Journal of Innovation and Technology Management (Vol. 17, Issue 4). World clentific. https://doi.org/10.1142/50219877020300025
[51] Zuzek, T., Gosar, Z., Kusar, J., & Berlec, T. (2020). Adopting agile project management practices in non-software SMEs: A case study of a slovenian mediumsized manufacturing company. Sustainability (Switzerland), 12(21), 117. https://doi.org/10.3390/su12219245
Copyright Romanian Society for Quality Assurance Jan 2025