International Journal of Advanced Engineering, Management and

Science (IJAEMS)
Peer-Reviewed Journal
ISSN: 2454-1311 | Vol-10, Issue-7; Nov-Dec, 2024
Journal Home Page: https://ijaems.com/
DOI: https://dx.doi.org/10.22161/ijaems.107.17

Impact of Agile Project Management on IT Projects

Engr. Muhammad Waqas Arshad

[email protected]

Received: 14 Nov 2024; Received in revised form: 12 Dec 2024; Accepted: 19 Dec 2024; Available online: 27 Dec 2024

Abstract— Agile project management has been more popular in a number of industries, most notably
information technology (IT), because of its flexible and iterative approach. Through a comparative analysis,
this study aimed to investigate the impact of agile project management on IT projects. It explored the
fundamental ideas and methods of agile project management and looked into how they affect the results of
IT projects. Analyzing the benefits and challenges of using agile methodology in IT projects, the research
compares and contrasts these results with more conventional project management approaches. It also
assesses the impact of agile project management on important factors like project velocity, quality, customer
happiness, and IT projects' overall adaptability. This research amied to provide IT managers with the
information they need to make informed decisions about their project management approaches by providing
specific examples and analyzing the impact of agile project management on IT projects. The goal of this
study was to improve understanding of how agile project management affects IT projects. IT managers
wishing to implement or improve agile approaches can gain valuable insights from this analysis of actual
data and comparative study. Enhancing the effectiveness, efficiency, and customer satisfaction of IT project
outcomes is the ultimate goal of this research. The main purpose of this analysis was to shed light on how
different project management approaches affect engineers' productivity, effectiveness, and efficiency in order
to improve project outcomes, efficiency, and client satisfaction in IT ventures. This research, which focuses
on the IT industry, carefully examines the essential elements for a successful implementation of Agile project
management strategies, which have shown advantages in the IT industry. The main goal of the study was to
identify the crucial success variables that affect IT project success across functional departments of selected
entities, both at the individual and organizational levels. A study using random sampling was carried out,
and a questionnaire was given to project managers, consultants, and engineers who had at least five years
of experience. The sample consisted of 200 individuals working at IBM. The research also provides
opportunities for more research, with a focus on internal organizational policies, contract structures, team
communication, and consumer engagement. While new perspectives on contract forms and the use of Agile
methodologies in quality assurance were provided, more research is necessary to completely comprehend
the influence of organizational and human factors.
Keywords— AGILE, Agile Project Management, IT Projects, Project Management.

I. INTRODUCTION The projects are integrated into business operations by

In today's corporate environment, it is critical to react to fast organizations (Brosseau et al., 2019). There are two
changing market needs in the sector of IT and the services separate entities within the IT business (Techie, 2017):
provided to subscribers. With fierce rivalry and a large (Investopedia, 2019). IT service vendors are businesses
number of operators, frequently three or more per country, which supply services to service providers, which are then
company leaders must be continually on the lookout for delivered to market customers or end-users. In essence, a IT
new opportunities and responding to changes begun by their service provider is a licensed operator who is authorized to
competitors. This circumstance forces service providers to provide IT services to people in a specific country. The IT
consider agile methods in order to handle these changes service vendor, on the other hand, is responsible for
efficiently and avoid losing market share to competitors. building the network infrastructure and supplying services

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to service providers, allowing them to lawfully offer the Business Management (BM) process, is adding
services to the general public in the country. configurations to existing systems in order to define new
Every project requires the implementation of a technique business offers. The second concept, which falls under the
(Murugaiyan, 2012). Waterfall, V-model, and agile project purview of the ADM concept, entails creating code from
management strategies are examples (Balaji. 2012). The scratch to generate whole new business solutions.
suitable approach is chosen based on the specific qualities Background
of the project that an organization wishes to undertake. The IT vendors (Techie, 2017) are looking for the best approach
agile methodology is recommended for projects that have to assure effective project delivery to IT providers, often
frequent scope changes, can be broken down into smaller known as "customers" (Investopedia, 2019). The necessity
tasks, require competent workers, and must be completed for a technique that can effectively deal with quick changes
within a specific deadline. Organizations choose project in requirements has become critical and substantial,
management methodologies depending on a number of prompting the development of Agile project management
criteria, including the type of project, unique requirements, as a solution to problem.
contractual duties, and project objectives (Balaji and
Agile project management manifesto (Beck et al. 2001) acts
Murugaiyan, 2012).
as road map for individuals who use Agile project
Projects are critical in the IT business, because service management technique, guiding them in creating projects in
delivery is primarily reliant on project execution. Because accordance with the manifesto's principles. Goncalves
the nature, scope, and objectives of projects can vary (2020) defines "agile methodology" as a set of great
substantially, project management offices within practices utilized for software development in the modern
organizations must take a professional approach to ensure world, basing his description on Beck et al.'s (2001) Agile
effective project outcomes (“Hirner et al., 2019; Balashova manifesto. Goncalves explains Agile methodology and
and Gromova, 2017; Serti et al., 2007”). Organizations can describes the Agile transformation path using Beck et al.'s
effectively deploy agile approaches that are aligned with twelve principles and four values. Since the creation of the
their unique circumstances and requirements by carefully manifesto, research on Agile methodology has evolved
examining these criteria. continuously introducing new ideas. In order to ensure
Agile project management is recognized as a novel strategy project success, each organization must carefully identify
for successfully conducting information systems the most appropriate methodologies to use.
development programs in dynamic and changing - Short History of Agile
environments (Diegmann et al., 2018). IT sector (Techie,
Agile development is a methodology that was first proposed
2017) includes many domains, one of which is IT
in the early 1990s. It was created as an alternative to the
(Balashova and Gromova, 2017).
traditional waterfall model of development. In agile, is
Information Technology (IT) services largely include developed in short cycles, or sprints, and each sprint focuses
product or project strategy, solutions, and delivery (Speta, on a specific set of features. This allows for more flexibility
2011). There is a particular emphasis in this industry on and iteration than the waterfall model. Agile has become
using agile approaches to successfully respond to quick increasingly popular in recent years, and many
changes in market needs and competition. IT projects can organizations have adopted it as their primary method of
range in size from modest to medium-sized, as well as development.
complicated projects that might last for years, such as
- Agile Mindset
transformation initiatives. The existence of a solution unit
in the DS domain is noTab since it allows for close As a result, Agile is a mindset founded on the ideas and
closeness to clients and promotes the translation of their principles of the Agile Manifesto. These beliefs and
needs into deliverable solutions. principles demonstrate how to generate and adapt to change,
as well as deal with uncertainty. The opening statement of
The IT Managed Services domain is divided into two
the Agile Manifesto encapsulates the entire concept: "By
subdomains (Kumbakara, 2008). The first subdomain is
doing it and helping others do it, we are discovering new
devoted to pure operations, with a focus on network
ways of building." When faced with uncertainties, try
management and key performance indicators (KPIs).
something you think could work, get feedback, and make
Simply said, this subdomain guarantees that the network
changes as needed. Keep the ideals and principles in mind
runs smoothly and efficiently, in accordance with set
when you accomplish this. Allow the frameworks,
metrics and performance criteria. Application Development
methodologies, and approaches you use to engage with your
and Modernization (ADM) is the second subdomain. There
team and give value to your customers to be informed by
are two key concepts in ADM. The first notion, known as

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your context. successfully.

- Agile Development Model - SCRUM
According to the Agile model, each project should be It's a technique used in agile development. Scrum is named
handled differently, and current approaches should be after the rugby strategy and believes it's more beneficial to
updated to better match the project objectives. In Agile, work in small teams than large ones. Within this method
tasks are divided into time boxes (small time intervals) to there are three categories, with their responsibilities as
provide specific features for a release. It is an iterative follows:
process, with each iteration yielding a functional build.
Each build is incremental in terms of features; the final
version has all of the features required by the customer.

Fig 1.2: Scrum Method

Fig 1.1: Agile Development Model
a) The Scrum Master holds the responsibility for team
Agile thinking emerged early in development and gained in organization, coordinating sprint meetings, and
favor over time due to its flexibility and adaptability. Some eliminating obstacles that hinder progress.
of the most well-known agile techniques (1995) are b) The Product Owner is responsible for delivering
Rational Unified Process (1994), Scrum (1995), Crystal functionality during each iteration and constructing the
Clear, Extreme Programming (1996), Adaptive product backlog.
Development, Feature Driven Development, and Dynamic c) Scrum Meeting: A scrum meeting is a short, daily
Systems Development Method (DSDM). Following the meeting where team members discuss what they have
2001 publication of the Agile Manifesto, these are now accomplished since the last meeting and what they plan
known as Agile Methodologies. to do before the next one. This type of meeting helps
- Agile Development Process Use ensure that everyone is on the same page and that tasks
There are several common development methodologies, are being completed in a timely manner.
such as Scrum, Extreme Programming, and Feature-Driven d) Product Backlog: It is an agile artefact that captures
Development (FDD). The processes involved in these what needs to be delivered in order to achieve the
methodologies are planning meetings, test-driven desired outcome. The product backlog items are
development, pair programming, stand up meetings and ordered by priority, with the most important items at
sprints. With Agile, people and the tasks their team does are the top. As new items are added, they are placed in
the focus of development. An important aspect of the Agile priority order based on their impact on the business.
development is the teams (self-organizing cross-functional) - SCRUM Process Flow
collaborating to finish a project. For example, those
a) The team works on the set sprint backlog
development teams would create their own plans to
complete a task based on using best practices for their b) The team checks for daily work
context while they keep in mind their potential failure and c) At the end of the sprint, the team provides product
crisis management should they encounter an issue or functionality
problem. Those self-organizing teams should also work
d) The product backlog is a list where all information
with other members who have different expertise as needs
is included to achieve the final-product
arise. Managers will still play a role in an agile
environment; however, managers aid in implementing - Benefits of Using the AGILE Methodology
change within an agile project by creating a group that Agile methodology is a set of practices and methods that
possesses or acquires skill sets to tackle projects encourage collaboration and flexibility in the development

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process. It has become popular in recent years because it to be more responsive to customers and improve their
helps to improve communication, speed up project overall customer satisfaction. By using the agile
completion, and reduce risks. Following are some of the methodology, organizations can increase their ability to
benefits of using agile methodology in your project. respond quickly to changes in the marketplace and provide
- On Time Delivery better service to their customers.

Organizations that adopt agile methodology achieve a Organizations that use the agile methodology often find that
number of benefits, including on-time delivery. The they are able to improve their customer satisfaction ratings.
traditional waterfall development process often results in This is because agile methods help organizations to become
projects taking longer than necessary to complete. This is more responsive to customer needs, and this responsiveness
because the traditional process involves a long and detailed can lead to improved satisfaction levels. In addition, agile
planning phase followed by a long and detailed methods help Organizations reduce the amount of time
development phase. During the planning phase, developers needed to deliver products or services, which can also lead
are required to compile a detailed list of features and specs, to increased customer satisfaction.
which can be difficult to change once the project has begun. Overall, the agile methodology is a useful way for
This can also lead to delays in the development phase, as organizations to improve their customer satisfaction ratings.
developers need time to incorporate all the proposed - Better Control
changes into the project.
Agile methods allow for better control over project
Agile methodology, on the other hand, focuses on deadlines and product quality. By working incrementally
completing projects quickly and efficiently. This is done by and continuously testing, agile techniques help developers
breaking projects down into small, manageable pieces and to find and fix errors early, saving time and money.
building them until they are completed. This approach Furthermore, agile methods promote collaboration among
allows for more flexibility in project planning and team members, which leads to a better understanding of the
development, which leads to quicker completion times. In project and an increased ability to meet deadlines. With
addition, agile methods often result in improved quality everyone working together in an open environment, the
because they allow for more rapid feedback and iteration project can move more quickly and efficiently. Overall,
between stakeholders. agile techniques offer many advantages for both the
- Superior Quality Product developers and the organization as a whole - making it a
Agile methodology is more than just a development popular choice for projects of all types.
methodology. It's a way of life, one that stresses - Improved Project Predictability
collaboration and communication, focus on customer needs The agile methodology has been shown to be an effective
and constant learning. The benefits of embracing agile are tool for improving project predictability. This allows for
clear: superior quality products that are delivered on time better planning and communication, which in turn leads to
and on budget. With an agile process in place, a more efficient and successful project. One of the key
communication between team members is key. This allows benefits of using the agile methodology is that it helps to
for seamless integration of new features and updates into the overcome the "waterfall model" mentality. The waterfall
product, resulting in a better user experience and less model is a process where a project is planned and executed
rework. An agile process allows for quicker development in a sequential manner, with each step requiring prior
times, leading to a faster time to market. This can be completion of the previous step. However, this model can
essential in the ever-competitive world of technology. be inefficient because it can lead to delays in project
By implementing an agile process, you can reduce costs milestones.
associated with developing. The streamlined workflow will
help keep your team organized and coordinated, allowing
By using the agile methodology, projects are able to move
for more accurate estimates and fewer missteps. An agile
faster and more efficiently through the stages of
process leads to higher quality products by encouraging
development. This allows for a more accurate prediction of
teams to work quickly and efficiently without
when certain tasks will be completed and ultimately leads
compromising on quality. By minimizing errors from the
to a more accurate end product.
start, you can ensure that your final product is of the highest
caliber. - Reduced Risks
- Customer Satisfaction Agile methodologies help to reduce the risks associated
with project delivery. This is because they emphasize
The agile methodology is a process that helps organizations

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communication and collaboration between team members, in order to achieve time-to-market (TTM) targets. Agile
which helps to eliminate misunderstandings and potential project management methods may be modified in order to
conflict. Another benefit of agile methodology is that it meet the needs of organizations while maintaining the
allows teams to adapt quickly to changes in the essential ideals and concepts of agile techniques. Nguyen
environment. This means that they are able to respond more (2016) emphasizes the value of relevant agile engineering
effectively to unforeseen challenges and problems. Overall, methodologies, appropriate technology and development
agile methods provide a number of advantages that can help tools, and customer involvement for agile production teams,
organizations achieve their goals faster and with fewer which is consistent with earlier research on CSFs.
risks. While there is a growing body of research exploring the
- Increased Flexibility impact of agile project management on different segments
Agile methodology has been shown to lead to increased of industry, which aims of improve flexibility,
flexibility. This is because agile encourages the use of short, collaboration, and customer satisfaction. However, there is
iterative cycles that allow for changes to be made quickly a need for a comprehensive and empirical analysis to assess
and easily. As a result, projects are able to move faster and the true impact of Agile project management on IT projects
achieve their objectives more quickly. Furthermore, e.g., how team composition interacts with agile project
because agile is incremental, it is less risky and allows for management practices. And then its subsequent impact on
corrections along the way. This methodology also leads to IT Projects is an area that requires further investigation. A
a better understanding of the problem and results in better potential negative consequence an organization may face if
solutions. they fail to adopt Agile project management timely in IT is
delayed and inefficient product/project delivery.
- Continuous Improvement
Research Gap
Agile methodologies are designed to help organizations
achieve continuous improvement. According to the In contextual terms the research papers I’ve mentioned in
National Institute of Standards and Technology, "Each previous slide, target specific region and in specific sector.
iteration of the agile methodology focuses on delivering In the light of the literature review I’ve found the following
working frequently, with a focus on customer satisfaction." gaps which were not addressed previously in detail.
This approach encourages teams to continuously assess • Since many industries are realizing the necessity
their work and make necessary changes in order to improve of agile management and embracing its practices,
the quality and efficiency of their work. I would like to see the application of similar
Agile development, according to Dipendra Ghimire, has an working on various other industrial sectors and
impact on team communication, project requirements, and possibly for other developing nations as well to see
project priorities, with more practises being followed how cultural differences may affect its
correlating with better project outcomes. Rashina Hoda effectiveness.
discusses the Rise and progress of Agile Development in a • A comparative study between Agile and traditional
research paper, providing a historical review of agile's project management to show pros and cons of
primary focus areas as well as a holistic synthesis of its each.
tendencies, their progress over the past two decades, and
• Understanding long-term effects of Agile project
agile's current position and anticipated future. Elvan Kula
management and investigating how Agile
conducted a study called Factors Affecting On-Time
practices could influence IT Projects over
Delivery in Large-Scale Agile Development, which
extended periods.
discovered that factors like requirements refinement, task
dependencies, organizational alignment, and organizational Research Questions
politics are perceived to have the greatest impact on time • Does utilization of Agile Project Management
delivery, whereas proxy measures like project size, number (APM) methodologies is advantageous for success
of dependencies, historical delivery performance, and team of IT (Operations and Services) functional
familiarity can help explain a large degree of schedule domains?
deviations.
• Which are the key factors associated with
Problem Statement implementation of APM techniques which have
Services providers in IT sector confront the issue of the most significant impact on IT projects success?
frequently changing requirements and the necessity to • Is there a correlation between effective APM and
deliver project value fast while adjusting to these changes factors like team size & adaptability, team

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performance, and learning culture? services (Speta, 2011; Kumbakara, 2008). The market has
• Is it possible to come up with a validated been thoroughly examined by Speta (2011) and Kumbakara
conceptualized model for implementing APM for (2008), who have shown that it is extremely competitive,
IT projects? with a wide spectrum of service providers, from tiny
businesses to huge corporations, competing for a
Objectives competitive advantage.
Following objectives are essential to the research: It is clear how important project management is to many
• To ascertain if the utilization of Agile organizational endeavors. The emphasis has switched from
Project Management (APM) methodologies is product-centric to service-oriented approaches among IT
advantageous for success of IT (Operations and services providers. As a result, organizations are giving
Services) functional domains? their project managers and program directors top priority
• To identify the key factors associated with because they understand the critical role they play in
implementation of APM techniques which have managing these companies successfully.
the most significant impact on IT projects success? When compared to conventional project management
frameworks, agile project management approaches include
• Is there a correlation between effective APM and
a number of techniques that have proven to be more
factors like team size & adaptability, team
effective (Onag, 2017). Because they allow staff to adjust to
performance, and learning culture?
constantly changing customer requirements, these strategies
• To come up with a validated conceptualized model are highly advised for IT-related work and developing
for implementing APM for IT projects. organizations (Doyle et al., 2005).
Research Significance
Agile project management methods have revolutionized the The timely completion of the project scope within the
field of IT project management by providing a departure allotted budget is often seen as the definition of success for
from traditional plan-based approaches. Agile, flexibility, projects under the traditional idea of project management
collaboration with customers and iterative development Even if a project is finished on schedule and within budget,
have received a lot of attention and adoption in the IT sector. it is still important to emphasize its worth. This is such that
if a project is not supplied with upfront value, market
dynamics may change and perhaps make it obsolete
II. LITERATURE REVIEW
(McGaughy et al., 2018). Let's use the development of a
According to Worldatlas in 2019, IT plays a big part in website as an example to highlight the importance of project
contributing to the global GDP. In the United States, for value. However, the project would not be deemed
example, IT are the tenth largest contributor to GDP, successful if end users had difficulty finding the necessary
accounting for 4% of the total (Worldatlas, 2019). To information quickly. Another illustration involves putting
reduce the focus, this study will look exclusively at the IT an application atop a new technology, like 5G in the telecom
component of IT, also known as "IT telecom." Two specific sector. Failure to provide the application sooner would
departments within IT telecom will be investigated i.e. IT reduce its expected value if the project is intended to be
Services Department and the IT Managed Services finished within a year but, after six months, there is a
department. pressing need for it since it has the potential to generate
IT department is an essential component that incorporates large money. Therefore, the ability to achieve the required
all IT services, from project management to rollout and outputs and benefits in line with strategic goals, regardless
delivery. It is crucial to highlight that many IT organizations of adherence to budget and deadline constraints, is the
have moved their focus from a product-oriented to a primary definition of project success.
service-oriented strategy, giving rise to the dominance of In the IT and digital industries, agile project management
the IT Services department (Williams et al., 2008). Apple, has grown significantly in popularity (“Kaur et al., 2015”).
Amazon, and eBay are currently key market participants in This is mainly because of the current digital revolution and
the IT service provider arena, with a large presence and the dynamic requirements that organizations must meet in
impact in the industry. order to complete projects. A thorough assessment of the
The operational characteristics and performance of the literature was undertaken to pinpoint the research gap and
services offered by communications service providers, on lay the groundwork for the study. This review focused on
the other hand, must be monitored by a IT department. 20% the material that was pertinent to the subject at hand and
yearly growth has been recorded in the market for IT identified the most suiTab principles to direct the

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investigation. strategy that promotes gradual modifications to an

In agreement with these authors, Goncalves (2020) organization's operations without creating havoc.
acknowledged the presence of various agile approaches, Organizations can use Scrum to improve flow, shorten cycle
many of which have similar practices, traits, and times, and boost overall efficiency in their business
philosophies. Nevertheless, each agile methodology has its processes by putting these concepts and practices into
own special techniques, jargon, and tactics when it comes practice.
to implementation. All of these approaches were compared XP is regarded as one of the most commonly used and
by Goncalves (2020), who highlighted the benefits, thought-provoking agile approaches, according to Kent
drawbacks, and best practices of each method. Beck's (2004) description. It offers a methodical strategy for
Scrum is a management and control system that handles effectively and reliably creating high-quality apps. In order
iterations and increments across a range of project types. It to develop functional applications and reduce time to
is an adaptable framework that may be used with various market (TTM), XP places a strong emphasis on active user
agile approaches. Because Scrum may increase productivity involvement in ongoing planning, monitoring, and rapid
while providing simplicity and flexibility, it has become feedback. Technical practices in agile development such as
increasingly popular within the agile technique. According the use of story cards, refactoring, automated verification
to “Al-Zewairi et al. (2017) and Margini et al. (2017)”, the and iterative development, have all been significantly
Scrum framework offers rules for using product backlogs, impacted by this methodology. Planning is the first step in
working with cross-functional production teams, involving the XP process, and at this stage, several important factors
key roles like the product owner and scrum master, and are taken into account. The project's goals are established
holding sprint retrospective meetings. Agile teams may during this phase, and the expected cost is established as
produce products with fewer problems and challenges by well. Designing a new system while staying inside the
successfully performing sprints, which are crucial to both allotted budget and achieving user expectations is essential.
Scrum and agile approaches as a whole. Gathering end-user requirements is a key step in the
analysis phase, and users are essential in defining all the
Lean software was created by Mary and Tom Poppendieck
features and expectations for the new system. The decision-
as an iterative process in 2003. They see it as a continuation
making phase of the development process is followed by the
of the lean business movement, which Toyota first applied
design phase, during which the new system's blueprint is
to lean manufacturing. Lean software adheres to the
developed. In this stage, data flow diagrams, graphs, and
following seven guiding principles in order to deliver
other visual representations of project progress are created.
complex software systems: According to “Al-Zewairi et al.
Additionally, example prototypes may be formed to obtain
(2017) and Margini et al. (2017)”, these seven goals include
client feedback that the programmer will utilize to develop
generating knowledge, ensuring quality, delivering quickly,
the product. Following development, the software must then
honoring commitments, promoting a culture of respect for
be implemented before being evaluated and having user
people, optimizing the system, and removing waste. The
input gathered. If the product doesn't satisfy customer
lean technique relies on open lines of communication
needs, it goes through a maintenance phase to fix the
between consumers and programmers and places a
problems.
significant emphasis on speed and efficiency. Lean places a
strong emphasis on the flexibility and efficiency of The Crystal process is recognized as one of the easiest and
individual or small team decision-making rather than the most effective methods for developing applications. It
use of hierarchical decision-making procedures. The goal is includes a variety of agile systems, including Crystal
to move the software development process along by making Yellow, Transparent, and others. The importance of the
decisions more quickly and intelligently. system, the size of the team, and the project's objectives are
just a few of the variables that have an impact on these
The Scrum method is used to make project conception
systems. The Crystal family of techniques places a strong
easier while emphasizing continuous execution and
emphasis on the knowledge that every project has particular
preventing the IT team from being overworked. Scrum
characteristics that call for adjustments to be made to the
processes are intended to increase team productivity, much
processes.
like scrum. The team may further boost performance by
using a Scrum board to visualize the workflow, spot A dynamic system design methodology (DSDM) arose as a
problems, and efficiently manage the flow by matching the platform for business project management in 1994 to solve
workload with phase restrictions. The foundation of the the problems brought on by the rapid advancement of
Scrum Method is a set of guidelines/procedures for technology. The method used to manage this expansion
streamlining & improving workflow. It is an evolutionary during the 1990s was frequently disorganized and lacking

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in structure. But since its origin, DSDM has grown and Rehman and Nawaz (2020), on the other hand, discovered
matured, offering a well-structured framework for answers and suggested tools for testing software created
organizing, carrying out, delivering, and reproducing agile using agile processes, allowing for the use of agile
systems and iterative initiatives (Margini et al., 2017). approaches to testing phases. Joslin and Müller (2015)
“Rajashima, Lim Bak Wee, Paul Szego, Jon Kern, and discovered inconsistent evidence, despite Kaur et al.'s study
Stephen Palmer” created the Feature-Driven Development highlighting the advantages. They found that using the
(FDD) technique. It is a method that, by first determining project management approach for services results in more
the structure of the agile model, emphasizes concept-driven, successful projects than using it for products. They also
iterative work. Every two weeks, the "plan by feature, build found that the likelihood of a project's success increased
by feature" process is used in various iterations. Due to their with the amount of project management expertise used in
functionality and portability, these features are intended to adopting the technique. Although the results are intriguing,
improve the consumer experience. it is yet unclear how they were arrived at.

To define success determinants from the perspectives of Lalsing (2012) especially addressed team size with regard
multiple stakeholders, Davis (2014) undertook a thorough to attaining successful agile project management,
integrative literature review. But he found that among the emphasizing the significance of choosing the right team size
stakeholders he looked at, there were no consistent at the outset. In agreement with Lalsing, Mohammad (2013)
perceptions of these issues. For instance, project managers emphasized that the people, especially the client and agile
used a traditional methodology in which a project's success team members, are the essence of the agile process.
was determined by its ability to adhere to time, financial, Wang (2010) discovered that education, planning, and
and scope restrictions. This meant that the project had to be active engagement in the agile community are crucial for
completed on schedule and within the allotted budget. On successful deployment. They also emphasized the
the other hand, according to project team members, importance of addressing technological implementation and
communication and ongoing learning are signs of a architectural issues. Drury-Grogan (2014) examined CSFs
successful project (Cooke-Davies, 2002). As their measure from a different angle, emphasizing the team, crucial
of success, senior management concentrated on generating decision-making, and agile team iteration objectives. This
benefits for the company. Despite the disparate perspectives supports the findings of Lalsing, Mohammad, Wan, and
and opinions of different stakeholders, Davis' research Wang, emphasizing the significance of the people aspect in
found that communication was the sole shared success the success of agile projects.
component, which is consistent with the Project Conforto et al. (2016) adopted a distinctive stance by
Management Institute's (2013) position. characterizing agility as culture as opposed to framework.
Agile professionals participated in a survey study to Their findings suggest that agility should be considered as
determine the key success factors (CSFs). Unlike Davis, a team's performance rather than a fixed process or
they were able to collect first-hand information to find key approach that must be rigidly adhered to. The stakeholders
success elements and divide them into three major involved are essential to the agile methodology's success.
categories: (1) delivery strategies; (2) agile software Along with Tam et al. (2020), the authors also found that
engineering approaches; and (3) delivery team rapid project planning and customer interaction can be used
competencies. When applying agile approaches, the authors to evaluate the performance of agile development. These
did not discover evidence to support several prerequisites. results make it more difficult to determine whether the agile
Stankovic et al. (2013) proposed two new success criteria methodology actually aids in project management.
relating to deadlines and cost after discovering that not all Project success was defined by de Carvalho et al. (2015)
of these success factors could be used in the study they taking into account variables including schedule, cost, and
conducted in Yugoslavia. To further classify the observed margin. Regardless of the methods utilized, they discovered
success elements, Chow and Cao proposed five dimensions: that project complexity positively influenced project
organization, people, process, technical, and project. success using a three-year quantitative longitudinal field
Lindsjrn et al. (2016) found no appreciable differences survey. Their study demonstrated how project management
between agile project management and traditional surveys enablers and initiatives have a favorable impact on project
when analyzing the impact of workgroup quality as a performance. In conclusion, both articles emphasized how
success element. They did note, however, that when using important PM is.
an agile methodology, the impact of teamwork quality on Kalenda et al. (2018) emphasized the difficulties in putting
total teamwork performance was more apparent, agile project management into practice, such as resistance
highlighting the efficacy of the agile methodology. to change, quick adoption, problems with consistency, and

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inclusion without agile business alignment. The writers have all agreed that organizational culture, customer
came to the conclusion that, even while adopting a involvement, and team dynamics are crucial components of
particular plan is not necessary inside an organization, the agile methodology.
process or approach should be modified to satisfy client Nasir and Sahibuddin (2011) outlined twenty-six CSFs,
demands while preserving the fundamentals of agile highlighting the need of top management backing,
methodologies. competent project managers, customer input, accurate
Itai and Shtub (2019) investigated the methods used by estimating, clear requirements, and good communication.
organizations to evaluate the outcomes of their agile project 29 success variables were discovered by Dikert et al.
management. They discovered that many projects fell short (2016). They emphasized the significance of these elements
of the objectives of the organizations and the standards by while also recognizing the need for additional research in
which they were judged successful. According to the the area.
survey, organizations still use outdated success metrics like Papadopoulos (2015) emphasized how traditional project
planned vs. real timeframes and product quality since they management has trouble responding to shifting client needs,
don't have the right tools to evaluate success using Agile necessitating the search for an alternate strategy. Agile
Project Management Framework. project management may increase client satisfaction and
Understanding client loyalty and demands is a key eventually deliver the intended project value because to its
component of the agile approach, which prioritizes flexibility in establishing needs and assuring project
providing the consumer with the entire market value. success.
According to the principles of lean software development, Papadopoulos (2015) recommended the adoption of a
any tasks that do not benefit the customer should be tailored agile methodology for larger organizations, while
eliminated. Using a prioritized set of criteria to direct the more research was required to ascertain its efficacy.
production process and segregating criteria depending on According to Pundak (2014), it is important to choose a
their market worth are two ways to do this. According to project management technique depending on the kind, size,
Jarzbowicz and Sitko (2020), this pattern fits with particular and relevance of each project because each one is unique.
design methodologies like Scrum or Extreme Programming. However, selecting a certain methodology for every project
In order to characterize the success criteria connected with may be difficult and waste time and resources.
the adoption of agile project management on a bigger scale Abdalhamid (2019) observed that agile is preferable to
than other papers, Misra et al. (2009) conducted a thorough traditional techniques because it can handle fluctuating
study utilizing a strictly quantitative technique. The authors needs and achieve faster time to market.
advocated team member empowerment, which is consistent
Agile may not always be the best option, according to
with the results of prior studies on the topic. O'Sheedy and
Sharma et al. (2012), who compared it to other software
Sankaran's (2013) work concentrated on creating an agile
development life cycles. This finding suggests that some
project management framework and identifying the crucial
organizations continue to work within a traditional
factors for every stage of conventional project management.
framework. However, the authors discovered that in terms
They agreed that more action research and practical
of productivity, performance, time to market, and risk
applications needed to be investigated.
analysis, agile initiatives typically exceed others. The
A study was undertaken by Sheffield and Lemétayer researchers' objective to use agile methodology in the
(2013b) to pinpoint crucial elements that affect project context of testing and quality assurance is aligned with the
success when utilizing an agile methodology. They fact that agile procedures are frequently used in web-based
discovered that it's critical for the project environment and and testing tools.
the selected agile approach to be in sync. In order to
Robbins et al. (2016) identified a number of critical factors
complete projects successfully, organizations should also
for success and failure in agile project delivery to ease the
decide on the right amount of software development agility.
transition from traditional to agile project management.
Critical success factors (CSFs) were the subject of Hummel These include organizational culture, team member skill
and Epp's (2015) research, and they discovered that self- level and attitude, project type and planning, team structure,
governance is a crucial characteristic of agile project teams. stakeholder involvement, and customer participation.
Additionally, they emphasized how crucial management
In order to illustrate how successfully implementing agile
participation, agile values, customer participation, and good
project management approaches can be, Paasivaara et al.
communication are at the organizational level. These results
(2018) used the research and design division of a sizable
are consistent with earlier work on consumer interaction and
company like Ericsson as their case study.
organizational culture by Tam et al. (2020b). Researchers

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Misra et al. (2010) claim that in order to successfully The research process is guided by the methodology, which
embrace agile project management approaches, outlines the processes to accomplish the study objectives. It
organizations must take into consideration a number of guarantees that the research questions are effectively
elements. Changes in organizational culture, managerial answered. Quantitative data are gathered and analyzed in
style, knowledge management strategy, and development this particular investigation. In order to collect data, the
procedures are some of these influences. This is consistent survey approach is used, which entails asking participants
with what Robbins et al. (2016) found. survey questions. The survey is carried out through a variety
It is crucial to remember that conventional models work of methods, including emails, phone calls, and in-person
well for simple projects with constant scope and interactions. The researcher decided to use these channels
specifications. Agile techniques, as emphasized by Reddy to deliver questionnaires. By putting a focus on project
and Kumar (2020), are the suggested course of action for value, this research seeks to assist the organization under
projects with unclear, ambiguous, and frequently changing examination in achieving its project goals. The quantitative
requirements or scope. Additionally, Nurdiani et al. (2019) method, which begins with quantitative data collecting and
advise implementing agile practices in a particular sequence is followed by quantitative data analysis, is then applied
to get around any difficulties that may arise when switching after the aforementioned technique has been adopted. After
from traditional to agile techniques. that, qualitative data is gathered, and qualitative data is
analyzed. The analytical outcomes from the quantitative
Only 2.5% of businesses worldwide have a 100%
step are used by the researcher to validate and explain the
completion rate for their projects, according to Rasnacis and
findings. In other words, the quantitative analysis of the
Berzisa's (2015) analysis of project completion rates. The
main data acquired by the researcher comes after the
majority of projects were either over budget, overdue, or
analysis phase. An online survey is used as the data
unfinished.
gathering mechanism for the quantitative method. The
Lebdeh et al. (2020) assert that improving collaboration suggested technique guarantees the gathering of pertinent
between various technical and management employees data, while identifying the research gap and guaranteeing
should be the solution to the integration problem when that the research project's findings add to our understanding
using agile approaches in large-scale organizations. It's of the world.
critical to have efficient communication plans during the
Researcher will base the research methodology of analyzing
planning phase of a significant IT project. In order to
the impact of agile project management on quantitative
optimize tasks and plans based on particular job
approach which shall include below steps to validate
specifications, it is therefore crucial to customize an agile
research questions and achieve its objectives.
structure before deployment for each project.
Literature Review: Conduct a comprehensive review of
existing literature on agile project management, IT
III. RESEARCH METHODOLOGY management, and the intersection between the two fields.
The literature review indicates that software development is This helps identify gaps in knowledge, theoretical
where Agile technique is most frequently used. The study frameworks, and previous research findings.
on its use in IT services, however, is scarce. Only a few of Tools demonstrations: Use SPSS to analyze and visualize
the literature review's articles address its applicability to the data collected from surveys and questionnaires This will
IT sector. This dearth of research in the IT sector points to help gather qualitative data on aspects such as productivity,
a knowledge vacuum. As a result, researchers will gain from collaboration, communication, satisfaction, and overall
the study project's findings that will add significant performance.
knowledge to the use of Agile methodology in the IT
Organizational Surveys: Questionnaire designed to survey
industry.
shall target project managers, consultants, and engineers
- Methodology with experience of 5 years at minimum within IBM of
Quantitative approach uses data and statistics to describe, population size of 200.
explain & even make predictions. It makes it possible to get Research Questions and Hypotheses: Develop specific
first-hand information from a sizable sample size and can research questions or hypotheses that guide the study. These
be used both cross-sectional and longitudinally across time. questions are focused on investigating the impact of agile
This methodology deals with issues including amounts, project management on IT projects and align them with
frequencies, amounts, causes, and processes. Even if research objectives.
surveys aren't the only tool used by quantitative researchers,
- Conceptual Framework
they are by far the most popular ones.

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According to Blomquist et al. (2016), the conceptual customer’s involvement and project delivery when
framework acts as a visual representation illuminating the implementing an AGILE Project Management Environment
relationship between independent and dependent variables. (Framework) Tailored for IT Projects.
It will be used in this study to investigate the relationships H22: A connection can be observed between project cost
between variables. Literature review revealed that many and project delivery when utilizing an AGILE Project
definitions of project success have been used by Management Environment (Framework) Tailored for IT
researchers. The literature also showed that various Projects.
combinations of variables were used by researchers. Some
- Data Collection
only paid attention to the people element, while others took
into account all factors, including the project, process, The process of gathering data used tools that were suited for
organization, and people. the topic of research, such as surveys for both quantitative
and qualitative methodologies. Quantitative approach was
Conceptualized model is shown below.
used to start the investigation. Random sampling approach
was used to calculate sample size or assuring fairness and
reduce bias. A survey (Jisc, 2020) was given to the chosen
sample in order to thoroughly evaluate the links between the
independent and dependent variables. The analysis tool
used was SPSS, which was used to analyze the data
gathered and look into causal effects. The survey data for
this research endeavor underwent both descriptive and
inferential analyses. It's vital to remember that the survey
Fig 3.1: Conceptualized Model had a cross-sectional design.
- SPSS Tool
Independent Variables A popular piece of software for social science research and
data processing is called SPSS (Statistical Package for the
• People Factor (Team Size & Adaptability, Team
Social Sciences). It offers a full range of tools for
Performance and Learning Culture)
organizing, managing, and analyzing data as well as
• Organization Factor (Management & Customer producing reports and visualizations. Researchers can enter,
Involvement, Project Cost) modify, and change data using SPSS to get it ready for
Dependent Variable analysis. This involves activities including importing data
from different sources, cleaning and recoding variables, and
• Project Success (Delivery & Value)
developing new variables based on old ones.
- Hypothesis
After the data has been generated, a variety of statistical
Following hypotheses are formulated for this research techniques and processes are available in SPSS for analysis.
study: These comprise inferential statistics like t-tests, analysis of
Hypothesis 1 variance (ANOVA), regression analysis, and chi-square
tests as well as descriptive statistics like mean, median, and
H11: A correlation exists between the size & adaptability of
standard deviation. These techniques assist researchers in
the team and project success (measured in delivery & value)
finding patterns, connections, and linkages in the data and
when utilizing an AGILE Project Management
in drawing statistical conclusions about the population
Environment (Framework) Tailored for IT Projects.
under study.
H12: An association can be observed between team
Researchers with different degrees of statistical knowledge
performance and project delivery when implementing an
can use SPSS because of its user-friendly graphical
AGILE Project Management Environment (Framework)
interface. Users can create Tabs, charts, and graphs to
Tailored for IT Projects.
present and visualize their findings.
H13: A connection can be identified between learning Overall, SPSS is an effective tool for managing data and
culture and project delivery when employing an AGILE performing statistical analysis, allowing researchers to
Project Management Environment (Framework) Tailored rigorously and methodically analyze their data and draw
for IT Projects. conclusions from it.
Hypothesis 2 - Ethical Considerations
H21: A correlation exists between management & Throughout the course of the project, the researcher made

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precautions to uphold ethical standards. The right to success criteria that offered insights into a number of
withdraw from the survey was given to participants, and independent variables. To obtain information on aspects
they were not required to give a reason. Additionally, the including team size & adaptability, team performance and
acquired data was safely preserved and not made public in learning culture, questions were developed. These replies
its unprocessed form. Prior to taking part in the study, were gathered in order to perform a thorough analysis of
participants had to give their permission. It's critical to these factors and how they affected the study's findings.
remember that every participant was older than 18.

IV. DATA ANALYSIS AND DISCUSSION

- Data Collection
With great consideration given to its design, the survey was Tab 4.3: Success Factors
used as the primary approach for gathering data in order to Participants were asked a series of questions about how they
properly answer the study questions. The survey questions saw success in the survey's final segment. With the use of
were developed to provide responses and insights related to these questions, the survey's participants were asked to
the research objectives by drawing on the knowledge provide their opinions on the efficiency of the Agile PM
obtained from the literature review. Questionnaire was approach in IT department. This component is crucial
divided into four main sections: Demographic questions because it gives the researcher important information about
were in Section 1, and the details of the Agile project were how participants perceive and use Agile project
in Section 2. Agile success elements were covered in management approach. This information will be used to
Section 3 before success perception was examined in inform the study's overall analysis and conclusions.
Section 4.
In order to collect data for the study's analysis and
Tab 4.4: Perception of Success
conclusion, a set of demographic questions were added to
the survey. The five particular questions in the demographic
section were designed to gather information about the Likert Scale was used.
participants' positions, ages, departments, and other
pertinent criteria. Because demographic questions were
included, statistical analysis was made easier and survey
respondents' responses could be thoroughly examined in
light of numerous demographic factors. Tab 4.5: 5-Point Likert Scale

- Descriptive Statistics
The survey was sent to 200 target project managers,
Tab 4.1: Demographic Questions consultants, and engineers with experience of 5 years at
minimum within IBM. Responses from 110 respondents
were received in the survey sample, meaning that everyone
The researcher gathered feedback on important issues such who participated answered every question. There were no
project management approach, project definition, and scope missing data points. This sample size, which is greater than
within the area devoted to Agile project information. In 100, can be regarded as a normal sample and allow for direct
addition, the poll asked about the three crucial success analysis. The demographic data from Section One analysis
factors as shown in the table below. This section's data showed that there were no missing data and that all survey
collection yielded important insights into certain particular respondents submitted legitimate responses. For instance,
facets of Agile project management. the variable Age had a mean of 3.69 because all 110
respondents supplied a response. This shows that most
survey respondents are over 40 years old. A kurtosis score
of -0.439 shows that the tail of the distribution is slightly
skewed to the left of the mean, while a skewness value of
Tab 4.2: Project Information 0.154 suggests that the data distribution is relatively
symmetrical. In terms of gender distribution, 95 out of 110
survey participants—or 86.4% of the sample—were male,
The researcher received replies from the section on Agile

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while 15 out of 110—or 13.6%—were female. The fact that

over 40 percent of survey respondents are clearly senior
personnel is demonstrated by the poll results. Further
confirming the idea that most workers in this field are older,
the majority of respondents who fell within the medium age
group were between 36 and 40 years old.
In terms of departmental representation, 31.8% of
respondents were from the IT Services department,
compared to 68.2% from the department of IT operations.
The IT operations department within the chosen
organizations (IBM) may be greater in size than the IT
Services department, notwithstanding the fact that the
sample was randomly chosen. The frequency and
percentage of survey respondents by department were
examined, and it was discovered that 48.2% of respondents Tab 4.8: Age
held positions such as project/program managers, while
22.7% of respondents represented program directors, a
major position in the department of IT operations. 1.8% of
the employees in the IT Services division were chiefs, and
2.7% were directors. The statistics are shown in the Tab
below:

Tab 4.9: Department

Tab 4.6: Statistics

Tab 4.10: Position

Tab 4.7: Gender

Tab 4.11: Gender by Departments

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Tab 4.12: Gender &Age

- Reliability
Based on the presented Tab, it was determined that the
data was dependable after evaluating the dependability of
both the dependent and independent variables.
Tab 4.14: Team Size/Adaptability & Project
Delivery/Value

Tab 4.13: Testing Reliability

- Correlation
By formulating hypotheses, you can assess and examine the
potential association between dependent and independent
factors. p-value is 0.007 in the Tab below, which is less than
0.01, suggesting statistical significance. This shows a
0.255-positive association between the size of the crew and
the importance of the project. The p-value in Tab is 0.000, Tab 4.15: Team Performance/Project Delivery-Value
which also denotes statistical significance. Consequently,
there is a positive correlation of 0.392 between team
communication and project value. Similar to Tab shows a
positive correlation of 0.538 between team performance and
project value with a p-value of 0.000, showing statistical
significance. The p-value is 0.000, indicating statistical
significance. This suggests a link between management
engagement and project value of 0.482, which is favorable.
The final result is shown, where a p-value of 0.001 (less
than 0.01) denotes statistical significance. This results in a
correlation coefficient of 0.312 b/w customer involvement
& project value that is showing positive link.
Tab 4.16: Learning Culture/Project Delivery-Value

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delivery/value has an R-squared value of 0.154, which

translates to a prediction rate of about 15.4%. This
percentage is likewise thought to be quite low. The R-
squared value for the association between Team
performance and project delivery/value is 0.29, which
corresponds to a low prediction percentage of about 29%.
Additionally, the link between management & customer
engagement and project delivery/value has an R-squared
value of 0.233, translating to a prediction percentage of
roughly 23.3% that is likewise considered low.

Tab 4.17: Management & Customer’s Involvement/Project

Delivery-Value

Tab 4.20: Team Size & Adaptability

Tab 4.18: Project Cost & Project Delivery/Value

Tab 4.21: Team Size/Adaptability & Project
Delivery/Value

Tab 4.19: Correlation Analysis Summary

4.5. Regression
The researcher performed a regression test as an additional Fig 4.1: Histogram Team Size/Adaptability
investigation to check the accuracy of the five hypotheses.
According to the Tab below, the association between team
size/adaptability and project delivery/value has an R-
squared value of 0.065, or a prediction percentage of almost
6.5%. This proportion is regarded as being extremely low.
The association between team performance and project

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Tab 4.25: Learning Culture & Project Delivery/Value

Tab 4.22: Team Performance

Fig 4.3: Histogram Learning Culture

Tab 4.23: Team Performance & Project Delivery/Value

Tab 4.26: Management & Customer Involvement

Fig 4.2: Histogram Team Performance

Tab 4.27: Management & Customer Involvement and

Project Delivery/Value

Tab 4.24: Learning Culture

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V. DISCUSSION AND CONCLUSION

- General Discussion
The study used a quantitative approach to its technique. Out
of 200 questionnaire’s distributed, 110 participants
completed the survey, yielding valid data with no questions
skipped or left out, according to the primary data gathering
process. A reliability test was performed to ensure the
consistency of the independent and dependent variables,
and the results supported the statistical consistency of the
Fig 4.4: Histogram Management & Customer Involvement study and its applicability for making decisions. Except for
team performance, which had a reliability coefficient just
above 0.5, suggesting lesser reliability, the Cronbach's
alpha test findings showed that all variables were
trustworthy because they all exceeded a threshold of 0.7
(Field et al., 2013). It is important to keep in mind that while
the demographic data from the survey may be important for
the organization’s, it is not a crucial component of the
research study.
In terms of demographic data, just 13.6% of survey
respondents identified as female, while 86.4% identified as
Tab 4.28: Project Cost - Descriptive Analysis
male. Participants between the ages of 36 and 40 made up
roughly 30% of the total, while those between the ages of
41 and 45 made up roughly 30.9%. As a result, more than
60% of respondents were between the ages of 36 and 45,
with 8.2% of respondents being above 50, indicating higher
organizational experience.
5.1. Analysis of Research Questions
1st Research Question
Tab 4.29: Project Cost & Project Delivery/Value Does utilization of Agile Project Management (APM)
methodologies is advantageous for success of IT
(Operations and Services) functional domains?
By analyzing how survey participants and interviews
approached this topic, the primary data analysis will shed
light on the first research question. Questions in the survey
directly addressed this topic. According to the poll findings,
39.1% of participants agreed with the assertion that
applying APM in IT Operations would be more successful
than using the conventional method, while 37.3% strongly
agreed. However, only 2.7% of respondents disagreed, and
20.9% remained undecided. We get a total of 76.4% of
Fig 4.5: Histogram Project Cost respondents endorsing the idea when we include the
percentages of those who agreed and strongly agreed,
demonstrating a high level of agreement across the dataset.

Tab 4.30: Regression Analysis Summary Fig 5.1: Is agile project management successful in IT

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operations compared to the traditional approach?

Sizable majority of respondents to the survey of 55.5%
In addition to confirming the value and effectiveness of agreed that using an APM technique can result in the
using “agile methodology” in department of IT operations, achievement of project delivery/value. Less than 1%
as previously proposed by Sjödin et al. (2020), the study's objected, 10% stayed indifferent, and 32.7% strongly
findings also help close the research gap in the field of IT agreed with this assertion. A total of 88.2% of respondents
Operations. Additionally, the findings provide insight into agreed or strongly agreed with the concept when the
the application of APM in the IT Services department, an percentages of those who agreed and strongly agreed are
area that received little focus in earlier studies by Speta added together. According to Diegmann et al. (2018), these
(2011) and Kumbakara (2008). results show an increasing belief in the efficiency of APM
technique and its favorable impact on project success,
Participants in the poll were questioned about the possibility
which is consistent with both the interview responses and
of agile project management success in IT Services
the body of current literature.
department. 29.1% of the respondents said they highly
agreed with the statement, while 37.3% said they only
agreed. In comparison, 4.5% of respondents disagreed,
28.2% did not respond, and 0.9% strongly disagreed. We
note that 66.4% of respondents were in agreement when we
add the percentages of those who agreed and strongly
agreed. In comparison to the proportion of respondents who
disagreed with the proposal, this proportion is statistically Fig 5.4: Do you agree that the project will achieve project
significant. deliverables if it is monitored using the APM method
instead of the traditional method?

Approximately 78.2% of survey participants concurred that

the project definition and framework have the potential to
Fig 5.2: APM will be Successful in IT Services if Applied? result in project success. Within this group, 59.1% said they
only agreed, and 19.1% said they highly agreed. These
results are consistent with the Tab that emphasizes the
This connection suggests that the company has already significance of the Agile Project Management
started applying APM methodology across its international Framework/Environment. According to the survey
R&D operations. The application of this practice should, respondents, training (learning culture) is one of the most
however, be done in stages, it is crucial to emphasize. In important “critical success factors” (CSFs), as shown in the
conclusion, the answer to research question 1 is yes, albeit Tab below, which is consistent with the aforementioned
under specific circumstances. These circumstances are training information.
consistent with the body of literature and advise the
organizations to start with pilot projects.
2nd Research Question
Which are the key elements associated with implementation
of APM techniques which have the most significant impact
on IT projects success? Fig 5.5: Comprehensive Training on use of Agile will have
It sought to ascertain whether the organization's practices Significant impact on implementing this methodology by
were consistent with the body of literature or if new insights team and Achieve Project Value?
could be acquired that would be useful for further study.
The statistical overview is shown below:

Fig 5.3: Using APM Methodology - Can It Achieve Project Fig 5.6: Providing Training (learning culture) to Team
Delivery/Value?

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When the survey results were statistically analyzed, it was extensively cited and warrants more research, particularly
found that 93.7% of the respondents agreed that training with regard to the people component. The results of the
(learning culture), specifically appropriate training in agile current study concur with their findings, demonstrating that
project management, is key success factor in achieving team performance shows the greatest association.
project value when using APM methodology. Wan and Wang (2010) also highlight the significance of
Respondents' answers to direct question also agree with the team competency, which is consistent with the findings of
preceding Tab and critical success factors (CSFs) Dikert et al. (2016). It is essential for organization’s to
designated as the framework, as well as the following carefully evaluate the selection of the right individuals and
examples of current literature: team size and their adaptability in order to successfully
apply APM methodology and achieve project success.
Team competence/performance was recognized by
Aldahmash et al. (2017) as one of the crucial success
elements associated with the people factor, but they stressed
Fig 5.7: Complete Methodology Implementation Plan Will the need for additional research to ascertain the relative
Significantly help Implementing APM Environment weight of each crucial aspect. Although Tsoy and Staples
Framework Tailored for IT Projects. (2020) concur that team size and performance are
important, their study lacked quantitative testing. Er
Meenakshi (2020) emphasized the value of effective
The vast majority of survey participants nearly 85.5% teamwork and communication, which points the way for
agreed that following an Agile Project Management future studies on other crucial elements.
Framework is one of the key “critical success factors”
(CSFs) when putting into practice an agile project Quantitative technique was used to cross-reference, clarify,
management technique. These conclusions are consistent and validate the findings due to the paucity of literature in
with the body of literature. the IT industry. Learning environment emerges as very
important component, closely followed by team
3rd Research Question performance and team size/adaptability.
Is there a correlation between effective APM and factors Study's findings demonstrate that the participants think
like team size & adaptability, team performance, and these three human component traits have some bearing on a
learning culture? project's ability to succeed when employing the agile
In order to assess the relationship between the dependent project management methodology. Given that there is a link
factors and independent variable, correlation analyses were but there is no straight “one-to-one mapping”, the statistical
conducted. The results unequivocally demonstrate a findings for these variables do not indicate a significant
positive association between project delivery (dependent correlation. Learning culture is considered as being
variable) and the five independent variables. Notably, essential to success in the agile process, and team
learning culture and Management/Customer participation performance emerges as a key CSF.
exhibited the strongest relationships, followed by the team The respondents emphasized the drawbacks of looking at
performance, Management/Customer participation, and each variable separately when asked to explain the reduced
team size and adaptability. correlation between project delivery as the dependent
There exists correlation b/w every variable and dependent variable and team size/adaptability as well as the moderate
variable, as shown by the significance level of p 0.01 for all correlation with team performance. They gave the example
statistical tests conducted on the variables. The above- of a team that was appropriately sized but had poor
mentioned Tab's correlation coefficient, which is greater communication and average performance, which might not
than 0.5, shows a strong relationship between team be successful. The researcher then combined all variables
performance and project delivery/value. The people related to the people component into one variable.
element, which is acknowledged as one of the crucial Unfortunately, as shown, the result showed a moderate
aspects alongside organization, process, and technical association. However, more study and research are needed
aspects in the literature, is related to variables including to determine the cause of this link.
team size and adaptability, team performance, and learning In conclusion, the research results show that there is a
culture. relationship b/w team performance, size/adaptability and
With exception of people performance, Chow and Cao's learning environment. These three factors have a range of
(2008) study found little evidence to support all people association coefficients, from high to medium to low, as
characteristics as key success factors (CSFs). Their work is shown by survey respondents' responses and corroborated

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Arshad International Journal of Advanced Engineering, Management and Science, 10(7) -2024

by the body of existing knowledge.

It is important to stress that there is a severe lack of research
particularly evaluating the combined effect of these three
variables in the literature. As a result, this study endeavor
significantly advances knowledge in the field of IT. The
study clarifies the reasons why there isn't a significant Fig 5.9: Management Involvement & Support
correlation coefficient when all variables are taken into
account, pointing to the necessity for more investigation
into and comprehension of this phenomenon.
In this research, the researcher concentrated on two
organizational element variables: management and
consumer involvement. There was some diversity in how
Fig 5.10: Management Involvement shows substantial
management engagement was seen during the interviews,
Impact on the Application of APM Methodology
with some interviewees viewing it as micromanagement
and others as governance. However, given the medium
correlation value and the correlation coefficient, it suggests According to the aforementioned graphs, a sizable majority
that most survey participants viewed management of survey participants—between 80% and 90%—agree that
engagement as governance. management interaction is a critical success factor (CSF).
Management and customer involvements have correlation The stronger correlation coefficient found for management
coefficients that are more than 0.3, showing a moderate involvement compared to other categories reflects this high
relationship between the two variables. Both relationships level of agreement.
were discovered to be favorable as well. Although Misra et The following findings can be drawn from an analysis of the
al. (2009) and Chow and Cao (2008) both acknowledged the customer involvement survey questions:
importance of management engagement as a main critical
success factor, they did not uncover a correlation. Wan and
Wang (2010), on the other hand, were able to designate both
the flexible leadership management and the customer
involvement as CSFs.
Customer involvement was recognized as the most
Fig 5.11: Customer Involvement shown promising Impact
important organization factor in Tsoy and Staples' (2020)
on Application of Agile Methodology
research. Their study took into account micromanagement,
as well as consumer involvement in governance and
support, which is compatible with the knowledge gleaned
from the interviews conducted for this research project.
Project success was regarded dependent on both
management and consumer involvement. The importance of
these two variables was underlined inside the organization
factor, expanding on the findings of Chow and Cao (2008),
even though they were not given specific focus in the Fig 5.12: Customer Involvement Achieves higher Project
literature. The following conclusions were reached based on Value When Moderated by APM Methodology
survey questions about management involvement:
Based on the survey data, around 90% of the participants
acknowledged the significance of customer participation as
a CSF, with moderately strong association. This outcome
highlights the necessity for more comprehensive
investigations into customer involvement that delve beyond
Fig 5.8: Management Involvement Using APM Method team performance to explore the reasons behind the absence
Achieves better Project Delivery/Value of a significantly positive association.
Gathering primary data was important in order to respond
to three research questions and reach the project's goals. The
relationship between dependent variables and the

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Arshad International Journal of Advanced Engineering, Management and Science, 10(7) -2024

independent variable, as described in the conceptual model, although being acknowledged as being essential to project
was validated by the quantitative data collected from the success, team performance does not show the highest
survey respondents. It is noteworthy that the approach used correlation coefficient. It is also crucial to look more closely
supported the criteria and adhered to the body of prior at how management engagement and customer involvement
research. affect bigger initiatives.
To see if dependent variable could be predicted on the basis If given additional time, the researcher might also think
independent factors, the researcher ran extra study to look about carrying out a longitudinal survey to collect data over
at the variables' regression. R-squared values, which a lengthy period, which would improve the dependability of
quantify how well dependent variable can be anticipated the results. The study also recommends that the company
from the independent variable, were obtained from the launch trial projects utilizing several agile approaches,
regression analysis for each variable. The regression particularly Scrum, to evaluate their efficacy.
analysis's findings show that team size and adaptability only The researcher draws the conclusion that Scrum is an
explains 6.5% of the variation in the dependent variable, appropriate agile project management approach for the IT
leaving it unable to account for 93.5% of the variability. A domains based on the outcomes of this study project. The
similar 15.2% of the variance is explained by team study emphasizes the value of regular standup meetings,
performance, leaving an additional 84.8% unaccounted for. small team numbers, and team competence as factors that
29% of the variability is explained by learning environment, influence project success. Additionally, the study highlights
whereas 71% is still unclear. 23.3% of the variance is the need of daily customer interaction and suggests that
explained by management engagement, leaving 76.7% management involvement be centered on governance rather
unaccounted for. Finally, 9.8% of the variance is explained than micro-managing. The independent and dependent
by consumer interaction, leaving 90.2% unaccounted for. variables were not shown to have a causal link in this study;
These findings imply that although there is a correlation hence, additional research is required to investigate the
between the variables, none of the independent variables causality and association of these variables.
can reliably predict the dependent variable, project success - Professional Contribution
under the agile project management method. In other words,
The adoption of APM technique in the IT industry is the
none of the independent variables by themselves can be
specific emphasis of this research project. The findings of
relied upon to predict the outcome of a project. This result
this study show how successful and useful the Agile
emphasizes the need for additional study in this field.
methodology has been in IT operations and services
Survey respondents expressed agreement over the departments. The research project also broadens the use of
applicability of agile approach to testing and quality Agile methodology in testing and quality assurance, which
assurance. This disparity emphasizes the necessity of has not been thoroughly investigated in the IT industry. The
further investigation to comprehend these issues in greater originality enriches the study and adds to the corpus of
depth. knowledge already in existence.
The five Critical Success Factors (CSFs) are being applied
and validated for the first time in this research study of its
sort. High correlation and regression results indicate the
value of customer interaction and team size/adaptability or
performance for the organization. The importance of team
Fig 5.13: Success if used in Testing Phases performance as a CSF was again emphasized by the survey
respondents. The organization is advised to give priority to
these CSFs, guarantee the right team size/adaptability for
Akerele et al. (2014) found that approximately 93% of
each project, actively involve clients during all project
respondents felt that agile approach can be used effectively
phases, hold daily standup meetings for efficient team
in quality assurance, notably in areas like unit testing,
performance, and ensure the team's proficiency with Agile
acceptance testing methods, and user acceptability testing.
project management techniques. It is crucial that
5.2. Present Research Recommendations management/customer’s participation be kept to
There are a number of topics that demand additional study governance and not micromanagement. The company
and research. Although only five variables were chosen for should also analyze current contracts to make sure they
examination in the current research project, it is advised that follow agile principles and think about implementing agile
future studies go even further into the people and approaches in new contracts.
organization components. It is critical to investigate why, The five CSFs for effectively implementing Agile

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Arshad International Journal of Advanced Engineering, Management and Science, 10(7) -2024

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