SILESIAN UNIVERSITY OF TECHNOLOGY PUBLISHING HOUSE

SCIENTIFIC PAPERS OF SILESIAN UNIVERSITY OF TECHNOLOGY 2023

ORGANIZATION AND MANAGEMENT SERIES NO. 188

ADVANTAGES AND DISADVANTAGES OF TRADITIONAL

AND AGILE METHODS IN SOFTWARE DEVELOPMENT PROJECTS
– CASE STUDY

Adam GUMIŃSKI1*, Katarzyna DOHN2, Enioluwa OLOYEDE3

1
Silesian University of Technology; [email protected], ORCID: 0000-0001-8250-7101
2
Silesian University of Technology; [email protected], ORCID: 0000-0002-4178-1347
3
Silesian University of Technology; [email protected], ORCID: 0009-0000-2002-3291
* Correspondence author

Purpose: The article deals with the comparison of traditional and agile software development
methodologies to evaluate their effectiveness in project management. The study aims to identify
the challenges of communication and trust that occur in project management and how these
challenges can be addressed. The literature review discusses various traditional and agile
software development methodologies, their limitations, and the importance of project
management, communication, and trust.
Design/methodology/approach: The study compares the effectiveness of agile project
management and waterfall project management Software Development Life Cycle (SDLC).
The objectives of the research were achieved by a questionnaire survey and interviews with
software development teams. The results highlight the challenges of communication and trust
in project management, and the study concludes that agile methodologies are more effective in
project management as they provide more opportunities for communication and collaboration
among team members.
Findings: The study recommends that teams working on software development should
implement agile approaches to improve their practices regarding project management.
Agile approaches offer an increased number of chances for communication, cooperation,
and feedback, all of which can contribute to the successful completion of a project. In addition,
the findings of the study suggest that future research should center on the development of
solutions to address the issues of communication and trust in project management.
Research limitations/implications: The research limitations are due to fewer sample size of
the data and the study is based on self-reported data which may not be entirely accurate.
The study also has a limited scope, and the results may not be generalizable to other industries
or project types.
Practical implications: The research proved that agile methods are challenging in IT project
teams. Still, communication and trust in project management are of great importance to ensure
effective development of IT projects.
Originality/value: The value of the research is the identification of the challenges of
communication and trust that occur in project management and how these challenges can be
addressed. The recommendations elaborated within the study to support the effectiveness of
projects’ development are dedicated to companies in an IT sector.

http://dx.doi.org/10.29119/1641-3466.2023.188.11 http://managementpapers.polsl.pl/
192 A. Gumiński, K. Dohn, E. Oloyede

Keywords: Scrum, Waterfall, software, agile, project management.

Category of the paper: research paper, case study.

1. Introduction

In recent times, there have been notable changes in the software development industry,
leading organizations to re-evaluate their approaches to project management. In the domain of
software development project management, two prominent methodologies, namely traditional
and agile, have surfaced as the primary contenders. In the pursuit of delivering software of
superior quality within the constraints of budget and time, it is crucial to comprehend the
inherent pros and cons of each methodology.
The article offers a comprehensive case study that analyses the complexities of conventional
and agile approaches in software development initiatives. The objective is to offer
a comprehension of advantages and constraints linked to each approach by scrutinizing practical
situations and consequences. The aforementioned assessment is aimed at the support of
software developers, project managers, and stakeholders in arriving at well-informed decisions
that are in accordance with the distinctive needs of their respective projects.
This case study examines the attributes of the conventional waterfall approach and the agile
methodology, analysing their effects on project planning, implementation, flexibility, client
contentment, and overall project achievement. The conventional waterfall methodology adheres
to a sequential and linear approach, while the agile methodology prioritises iterative
development and ongoing collaboration.
Through a critical evaluation of the benefits and drawbacks of each methodology, the paper
is aimed at explaining their impact on key project variables such as project schedules, cost-
benefit ratios, risk mitigation, and stakeholders’ involvement. By conducting a comprehensive
examination, the aim is to furnish practical observations obtained from practical encounters,
endowing readers with valuable expertise to proficiently traverse the software development
terrain.
The paper provides a comprehensive case study that analyses the merits and demerits of
conventional and agile approaches in software development endeavours, ultimately leading to
a persuasive conclusion. Through an examination of various methodologies in practical
situations, the paper is aimed at equipping stakeholders with the requisite information to make
well-informed choices. The capacity to implement a suitable project management methodology
can significantly impact the attainment of favourable software development outcomes in
a constantly changing industry.
Advantages and disadvantages of traditional and agile methods… 193

2. The characteristics of differences and similarities of waterfall and agile

methodology in an IT sector

2.1. Traditional/Waterfall Model

The traditional model, commonly called the waterfall model, is a static paradigm that takes
a linear, sequential approach to systems development, finishing one task before beginning the
next. The waterfall method divides projects into the following activities: requirement analysis,
design, coding, and testing. According to Pressman, these include the following activities:
communication (including project start-up and requirements gathering), planning (estimating,
scheduling, and tracking), modelling (analysis and design), construction (code and testing),
and deployment (delivery, support, and feedback) (Pressman, 2005). The phases of the model
presented by Pfleeger and Atlee are requirement analysis, system design, program design,
coding, unit and integration owner/user of the proposed system, and so forth (Pfleeger, Atlee,
2006).

Figure 1. Waterfall Model Phases.

Source: Pfleeger, Atlee, 2006.
According to Othman et al., the waterfall model entails that one phase must be completed
before the next can begin, with a high risk that errors from the previous phase will be transmitted
to the next, as verification occurs at the end or near the end of software development.
Modifications cannot be made using a waterfall development process, which is a drawback
of the conventional method. Furthermore, there is no overlap between stages in the typical
waterfall approach to development. The model can support iteration, but it only does so
indirectly (Pressman, 2005). A phase cannot be repeatedly reviewed to look for flaws after it
has been completed. Since the phase cannot be reopened, no improvements are possible.
This methodology is particularly helpful for developing structured systems because it is strictly
forbidden to change the program once it has been coded. Additionally, the waterfall approach
typically separates processes from data, so if data need to be changed, the code must also be
194 A. Gumiński, K. Dohn, E. Oloyede

adjusted (known as software coupling). This renders software unusable and makes system
upgrades difficult because all processes need to be changed in order to make any adjustments,
which can be time-consuming and expensive.
There have been new improvements made to the waterfall model that are meant to address
the shortcomings of the traditional waterfall model. The result of these adjustments is what
McConnell calls "Modified Waterfalls," an improved version of Rapid Development models.
This is according to research. Requirement analysis, design, implementation (or coding),
testing, and maintenance are all still present in the updated version of the waterfall
methodology. The overlap of phases makes the software engineering process adaptable.
This ensures that any problems with the software system are addressed early on in the
development process, saving money on post-implementation modifications. As a result,
the modified waterfall model is now widely used in many industries, particularly manufacturing
and construction, for both the management of information systems and the execution of
projects.
The waterfall model has several advantages, including structuring the work, simplifying
follow-up, clarifying objectives, improving communication, and traceability. The model also
creates a clear and precise structure, enables smooth information transfer, simplifies project
management, makes it easy to set goals, helps examine each stage's output, stabilizes a project,
and prioritizes project timelines. However, the model has some disadvantages, such as
inflexibility, limited customers’ involvement, late feedback and testing, high risk of project
failure, long delivery cycles, lack of visibility and control, limited room for experimentation,
and difficulty in managing complex projects.

2.2. Agile Methods

Agile development is based on the concept of incremental and iterative development,

in which the stages of a development life cycle are reviewed repeatedly. Software is enhanced
iteratively by identifying solutions based on user feedback (Szalvay, 2004).
Agile methodologies require a shift from command-and-control management to leadership-
and-collaboration. The organizational form that facilitates this shift needs the right blend of
autonomy and cooperation to achieve the advantages of synergy while providing flexibility and
responsiveness.
In agile development, the development life cycle is broken up into smaller portions that are
referred to as "increments" or "iterations". Each of these "increments" or "iterations" touches
on each of the conventional phases of development, as opposed to the implementation of
a single massive process model that is used in conventional software development.
The following four are among the four main agile factors, according to the Agile Manifesto:
Advantages and disadvantages of traditional and agile methods… 195

1. Early customer participation

2. Iterative design
3. Self-organizing groups
4. Change adaptation
These six techniques - crystal approaches, dynamic software development method, feature-
driven development, lean software development, scrum, and extreme programming -
are currently recognized as agile development methods (Leau et al., 2012).
Some of the agile software development methodologies are: Scrum, Lean, Adaptive
Software Development (ASD), Crystal and Extreme Programming (XP).
Agile methodology can be applied everywhere such as teaching, research and service.
Below, you find the list of agile practices:
 Product Backlog.
 Sprint Backlog.
 Daily Scrum.
 Scrum Master.
 Sprint Review.
 Sprint retrospective.
2.2.1. Scrum
Scrum is an agile methodology that uses iterative and incremental methods whose purpose
is to help development teams to concentrate on established goals and minimize the work done
on less important tasks. Scrum aims to keep simplicity in a complicated business environment.
The term comes from rugby, where it is a strategy to return a lost ball into the game by
teamwork. Scrum does not provide implementation-level techniques; it focuses on the way the
members a development team should interact to create a flexible, adaptive and productive
system in a constantly changing environment. The method was presented in detail K. Schwaber
and M. Beedle, Prentice Hall (2002). Scrum is based on two elements: team autonomy and
adaptability. Team autonomy means that project leaders establish the tasks the team must
perform, but in each iteration, the team is free to decide how to work, with the goal of increasing
team productivity. To prevent the uncertainty caused by project complexity and
unpredictability, Scrum does not suggest specific software development approaches, but rather
strategies and instruments for the management for various phases.
196 A. Gumiński, K. Dohn, E. Oloyede

Figure 2. Scrum model.

Scrum is a very adaptable paradigm that can be used for any project in any industry.
Both small and large projects can benefit from using it. The product owner, scrum team,
and scrum master are all involved in scrum processes. It also includes sprints, the smallest time
frame in which a team can assign tasks that must be completed in three to four weeks.
The sprint backlog, which comprises all the requirements for the current sprint and any potential
changes throughout development, determines the tasks for each sprint. The product backlog is
regarded as the majority of requirements and is evaluated by the product owner. It is divided
into sprints and then has a sprint planning structure that outlines various strategies for
completing a sprint on schedule. Delivering a potentially organized and error-free product is
the goal of each sprint (Abdulbaqi Badru, 2017).
2.2.2. Lean Model
Womack et al. (1990) introduced the lean concept based on many studies of the automotive
industry conducted by researchers at the Massachusetts Institute of Technology (MIT)
International Motor Vehicle Program (IMVP). This idea builds on TPDS and falls under the
more general category of lean production. They concluded that there were differences between
mass and Japanese lean producers in terms of strong leadership, teamwork, early
communication and coordination across departments, and concurrent development procedures
in addition to differences in the production processes. Lean manufacturing has been adopted by
many businesses that create huge software-intensive systems, but in order to fully exploit this
competitive advantage and squeeze out additional waste from the manufacturing processes,
lean also needs to be applied to the PD processes, Liker, J.K., & Morgan, J.M (2006).
Several businesses have begun to use some underlying LPD concepts and practices in order to
improve the effectiveness of the PD processes. Continuous improvement (Kaizen), Kanban,
concurrent engineering, inclusion of customers and suppliers, visual management, group work,
and cross-functional teams are some of the techniques utilized to achieve the goal of LPD.
However, implementing a small number of the techniques is insufficient to achieve LPD.
According to Womack and Jones (2003), the entire enterprise needs to adopt the lean
philosophy. Five categories are used to conceptualize lean thinking: value, value stream, flow,
Advantages and disadvantages of traditional and agile methods… 197

pull, and perfection. Value establishes the purpose that a product serves for a consumer and
builds business operations from there. Each process step is described in a value stream,
which classifies them according to the value added (e.g., value adding, necessary non-value
adding and non-value adding steps). Processes are organized by flow to ensure that products
move easily through the value-generating steps. Each customer calls the output from the prior
phase using the pull method. Finally, perfection requires continuous process improvement to
fulfill client expectations and has no flaws.
Studies on TPDS are often cited in literature that explicitly addresses LPD (Kennedy,
Widener, 2008). A thorough study on LPD is presented by Liker, J.K., & Morgan, J.M (2006).
They define the core and substance of LPD in a model called Lean Product Development
System using the Sociotechnical Systems Theory (STS) (e.g. Miller, Rice, 1967) and the
principles and practices of TPDS (LPDS). The foundation of LPDS is the idea that LPD is
a philosophy being adopted throughout the entire enterprise rather than a few lean principles
and practices being superficially applied to different areas of an organization.
The three main subsystems of the LPDS paradigm are process, talent, tools and technology.
13 concepts are used to define them.

Figure 3. LPDS model.

Source: adapted from Liker, Morgan, 2006.
The advantages of the Agile approach include the following:
 It's adaptable and flexible.
 It encourages creative approaches.
 It involves low costs: Adopting the Scrum approach can be cost-effective for
an organization, as it usually requires less documentation and control.
 It usually leads to better quality work.
 It improves customer satisfaction.
 It typically results in more satisfied employees.
198 A. Gumiński, K. Dohn, E. Oloyede

Despite the advantages that can be gained from using agile approaches, many businesses
are hesitant to completely abandon their standard practices. Their reluctance stems from
a number of sources, including the following:
 the agile methods drastically cut down on documentation and heavily rely on tacit
knowledge;
 the agile methods have not been adequately tested for mission/safety-critical projects;
 the belief that the agile methods are not adequate for highly stable projects;
 the belief that the agile methods can be successful only with talented individuals who
favour many degrees of freedom;
 the belief that the agile methods can only be successful with talented individuals who
favour many degrees.

2.3. The comparative analysis of agile versus traditional methodologies

A software program or information system is made to carry out a specific set of tasks.
This group of jobs that the system will carry out frequently produces results that are well-
defined and involve complicated computing and processing. Therefore, it is a difficult and time-
consuming task to oversee the entire development process in order to guarantee that the final
product has a high level of integrity and resilience, as well as user approval. To accomplish the
aforementioned "characteristics of a successful system," a systematic development approach
that may place an emphasis on comprehending the scope and complexity of the whole
development process is therefore crucial.
The majority of system developers currently use either traditional development or agile
development as their SDLC approaches. The following analyses the comparison between agile
and traditional methodologies:
1. Primary objectives: According to Boehm, predictability, repeatability, and optimization
have been a key set of goals for more traditional plan-driven techniques. While Agility
is more concerned with delivering quick value and adapting to change (Fowler,
Highsmith, 2001).
2. Size: Compared to Agile initiatives, plan-driven approaches scale to huge projects
better. However, a bureaucratic, plan-driven organization won't be very effective on
minor initiatives if it takes an average of one person-month merely to have a project
authorized and begun (Boehm, 2002).
3. Relationships with customers: Agile approaches function best when customers work
closely with the development team and when their tacit knowledge is adequate for the
entire program. This approach runs the risk of tacit knowledge gaps, which plan-driven
approaches minimize by using documentation, architecture review boards,
and independent expert project evaluations to make up for on-site client gaps (Boehm,
2002).
Advantages and disadvantages of traditional and agile methods… 199

4. Planning and oversight: Formal project management, according to Unhelkar, is crucial

to the effective conclusion of a software project. Careful planning, estimation,
coordination, tracking, and control are necessary for project management aspects that
the Waterfall model officially covered. Agility gives the planning stage more weight
than the final paperwork (Boehm, 2002).
5. Communication: While the Waterfall model prefers explicit documented information,
Agility encourages face-to-face communication (Casteren, 2017).
6. Requirements: Pure Agile practitioners do not explicitly apply formal, upfront, solution-
independent requirements engineering. The formal, cumbersome Waterfall model will
struggle to keep up with the requirements' constant change. On the other side,
plan-driven approaches can maintain even million-line systems under budget and
schedule if the design foresees and accommodates required changes (Unhelkar, 2016).
7. Development: Agility maximizes the amount of work that is not done by valuing
functioning software over thorough documentation. While the Waterfall model strongly
relies on software architecture because it is a necessary step in the development process.
8. Test: Beznosov and Kruchten claim that traditional assurance procedures include
assessment, vulnerability testing, internal and external reviews, dynamic testing, static
analysis, and design and architectural principles. These techniques are significantly
more suited to architecture-focused, well-documented waterfall development.
On the other side, agile methodologies lack the emphasis on architecture or
documentation but instead promote internal design and code review and encourage
developers to follow coding standards.
9. Clientele: Agility requires devoted, nearby, knowledgeable clients. The Waterfall model
needs customers who are sufficiently knowledgeable and skilled.
10. Developers: Agile, knowledgeable, collocated, collaborative, friendly, talented, skillful,
and communicative developers are required in agile projects (Boehm, 2002).

3. The brief characteristics of the selected company’s activities

The name of the analyzed company is Youverify, a RegTech100 company. Youverify is

a Nigerian-based technology company that specializes in identity verification and background
checks. The company’s services include identity verification, address verification, document
verification, facial recognition, and background checks. These services are designed to assist
organizations/businesses and individuals in onboarding customers, validating their identities,
minimizing the risks associated with fraudulent activities, and providing innovative solutions
to ensure trust in online transactions.
200 A. Gumiński, K. Dohn, E. Oloyede

Characteristics of the company’s main activities are listed as follows:

1. Know Your Customer (KYC) Solutions: Youverify's solutions help businesses comply
with KYC regulations by verifying the identities of their customers. They assist in
preventing identity theft, fraud, and unauthorized access to services.
2. Digital Onboarding: Youverify offers solutions that facilitate smooth and secure digital
onboarding processes for businesses. By automating identity verification, they help
streamline the customer registration and account opening procedures.
3. Fraud Prevention: The company's services are designed to detect and prevent fraudulent
activities. By analyzing data from multiple sources and conducting risk assessments,
Youverify helps businesses identify suspicious behavior and mitigate the risk of fraud.
4. Identity Verification: Youverify specializes in providing identity verification services
to businesses and individuals. They use advanced technologies like AI, machine
learning, and computer vision to verify the authenticity of identification documents and
validate the identity of individuals.
5. Document Authentication: Youverify utilizes optical character recognition (OCR) and
document authenticity checks to validate the legitimacy of identification documents
such as passports, driver's licenses, and national ID cards.
6. Facial Recognition: Their facial recognition technology enables businesses to compare
live images or videos of individuals with their photos on government-issued
ID documents. This helps confirm the person's identity during various online
interactions.
7. Risk Assessment: Youverify performs risk assessments by analyzing data from different
sources, including government databases and credit bureaus. This helps businesses
evaluate the risk associated with individuals or transactions and make informed
decisions.
8. Industry Applications: Youverify's services find applications in various industries such
as banking, finance, e-commerce, ride-hailing, telecommunications, and online
marketplaces. Their solutions help businesses enhance security, improve compliance,
and build trust with their customers.
By leveraging advanced technologies such as artificial intelligence, machine learning,
and data analytics, Youverify aims to enhance security and enable seamless user experiences in
various industries, including financial services, e-commerce, sharing economy platforms,
and recruitment.
The company has 32 employees who work in the engineering, sales, marketing, design,
and legal departments. Key values of the company include customer focus, clear
communication, transparency, and integrity. Notable clients of the analyzed company include
Fidelity Bank, Wema Bank, Bolt, and Leadway Assurance.
Advantages and disadvantages of traditional and agile methods… 201

4. The research analysis on applied project management methods

in an analysed company

4.1. The form and source of data collection

The current study aimed to compare traditional (waterfall) and agile (scrum) methods of
software development. The aim was to identify how these methods are used in software
development and their performance. The respondents were asked the size of their project teams,
the duration of past projects and other key questions related to the study.
The form was sent to 20 respondents to find out how familiar they were with the methods
shown. A set of questions was chosen to see how the candidates used the agile method (Scrum)
and traditional method (Waterfall) in different situations.
The study was about people in the field of software development. 90 percent of the
participants had at least one year of work experience and 45 percent had more than four years
of work experience while the most popular method used by the respondents is Scrum,
with 70 percent of them using Scrum very well and 40 percent of the respondents are software
engineers, 15 percent are quality assurance engineers, and the rest are either business analysts,
project managers, product designers, or scrum experts.

4.2. Communication challenges in project management

In a survey conducted by Demir, 2007, communication was on the list, which isn't usually
covered in other surveys. Smaller project groups were thought to have no trouble
communicating. But the survey results show that there is almost no difference between project
organizations with 1-10 people and those with 11-100 people in terms of ratios. Also, the results
show that communication is hard no matter what kind of organization you work for. Compared
to other types of organizations, it is a little bit higher in those that work with the government.
Half of the projects in these groups had trouble with communication. It was a little lower than
the other categories in small application projects (Demir, 2007).
In another survey conducted by Alzoubi and Gill, 2014, it was discovered that not enough
attention has been paid to communication particularly with the customers. Only 14% of the
studies that were chosen have talked about the challenge of communication (Alzoubi, Gill,
2014). In agile development, customers have to be involved in the process, and they can't be
kept in the dark about project details (Korkala et al., 2010).
The final questionnaire consisted of four main sections: the technical background of
respondents, new product development with scrum, new product development with the
waterfall model, and their personal opinions. Questions were developed using 5-point Likert
scales. In order to examine the use of software development methodologies, the Likert scale
ranged from “never” to “always” and for performance, the range was from “much worse” to
“significantly better”.
202 A. Gumiński, K. Dohn, E. Oloyede

In this current study, only 20 percent of the respondents mentioned customer satisfaction as
an advantage of agile method (scrum). This relatively low percentage could be because of poor
communication between the other teams and their customers.

4.3. Trust Challenges in Project Management

In a study by McHugh et al., (2012), it was found out that agile methods increased trust by
making things clearer, accountable, communicative, open to feedback, and sharing of
knowledge. Using agile practices made their projects more open and clearer, both within the
team and throughout the organization. For example, during the iteration/sprint planning
meeting, team members can see what tasks each person is responsible for and how much time
they will take. "Everyone hears the news at the same time, not from someone else" (McHugh
et al., 2012).
This is in consistency with the results from the survey. 30 percent of the respondents
mentioned teamwork as an advantage of working with scrum method. This relatively high
percentage has resulted because agile methods including scrum have been able to deal with the
challenges of trust in project management.

4.4. Results Achieved

When respondents were asked about the advantages of the waterfall method, 25 percent of
them said it was easier to use and probably the only advantage they know. In fact,
another 25 percent of the respondents have never worked with the waterfall method.
Out of the 8 software engineers among the correspondents, only 1 software engineer said
Waterfall was easy to use.
It was discovered that agile software development life cycle processes are superior to the
waterfall model. However, it is essential for the development team to select the SDLC that
would work in the most effective manner for the project.
The results of the questionnaire survey and interviews highlight the challenges of
communication and trust in project management. The study concludes that agile methodologies
are more effective in project management as they provide more opportunities for
communication and collaboration among team members.

4.5. Recommendations dedicated to analysed IT company

It was discovered that agile software development life cycle processes are superior to
traditional SDLC. However agile software development life cycle also has a few drawbacks.
So, it is essential for the development team to select the SDLC that would work in the most
effective manner for the project.
Advantages and disadvantages of traditional and agile methods… 203

The size of the development team, where it is located, the size and complexity of the
software, the type of project, the business strategy, the engineering skills of the team,
and any other relevant factors are some of the things that could be used by the team to determine
what SDLC they want to use. Other factors may also be taken into consideration as necessary.
It is essential for the team to take into consideration the distinctions between each SDLC,
as well as its advantages and disadvantages, before settling on one. The team needs to conduct
additional research on the company context, the requirements of the industry, and the business
strategy before they will be able to compare the candidate SDLC to the selection criteria.
The Agile approaches offer an increased number of chances for communication,
cooperation, and feedback, all of which can contribute to the successful completion of a project.
The study recommends that teams working on software development should implement
agile approaches in order to improve their practices regarding project management and achieve
higher effectiveness level of projects’ development.

5. Conclusions

1. After analysing the results of the survey, it is clear that Scrum, a type of agile
methodology, is becoming more and more popular in software development.
People in professional organizations prefer to use Scrum, for different reasons.
It was found that 95 percent of the people who took part in the study use agile methods,
and about 74 percent of them use Scrum.
2. 30 percent of the respondents said that working with the scrum method made it easier
to work as a team. This relatively high percentage is because agile methods like scrum
have been able to deal with the problems of trust in project management.
3. Scrum also has a high success rate because the process of testing is done all the way
through the product's lifecycle. It lets the product be constantly checked as it is being
made. Agile also thinks that each member of the product team should do more and be
more involved, so that people are not tied to their job descriptions. The team is also
given the power to make decisions, and most of them have a clear idea of what they will
do in their next sprint. Agile gives the opportunity to change requirements when it is
needed.
4. When it comes to relationships with customers, only 25 percent of the respondents
agreed that waterfall does a better job. Meanwhile, 75 percent agreed that scrum does
better, and 40 percent even agreed that scrum does much better.
5. Agile methods increased trust by making things clearer, accountable, communicative,
open to feedback, and sharing of knowledge. Using agile practices made their projects
more open and clearer, both within the team and throughout the organization.
204 A. Gumiński, K. Dohn, E. Oloyede

6. 30 percent of the respondents mentioned teamwork as an advantage of working with

scrum method. This relatively high percentage has resulted because agile methods
including scrum have been able to deal with the challenges of trust in project
management.
7. The research has identified the challenges of communication and trust in project
management and how these challenges can be addressed. Through a questionnaire
survey and interviews with software development teams, the study has demonstrated
that agile methodologies are more effective in project management as they provide more
opportunities for communication and collaboration among team members.

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