ABSTRACT

Agile project management methodologies have gained prominence in the field of software
development over the past few decades. This study explores the profound influence of Agile
project management practices on software development projects. It investigates the adoption of
Agile principles, their impact on project outcomes, team dynamics, customer satisfaction, and
the overall success of software development endeavours.

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 CHAPTER ONE
1. INTRODUCTION
The pressure to reduce development costs and the need to deliver effective and efficient software
demand new advances that can manage system development. The changing consumer demands
for convenience and service delivery has forced most businesses to adopt web-based services,
thus enabling them to allocate more resources in order to develop successful software. However,
most of the projects have not been successful, despite the heavy costs incurred. The software
engineering and design science communities have therefore proposed a variety of flexible
techniques, such as agile methodologies in order to respond to the challenges. The methodologies
empower the teams that develop software, amidst the challenges caused by the changing user
demands. They increase flexibility during the software development, which enables the
individuals involved to perform more efficiently. Agile methodologies have enabled businesses
to obtain software that that help them to convert the available resources into quality products,
thus maximizing their profits. They help to define a timeline for developing a software project
and to help all the members of the development team understand the workflow expectations.
Most companies have adopted agile methodology because the traditional model has inherent
restrictions, which make it difficult to adapt to the consumer needs that keep on changing. The
methodology uses an iterative process of development that enables the developers to repeat all
the three components throughout the cycle, which helps to reduce the risks and cost of capital.
The agile approach enables the members to become more active in collaborating and
coordinating amongst teams during the development process. Therefore, it is a clear indication
that agile methodology has impact on software development process because it increases
efficiency of the development teams, thus leading to high quality software.

1.1 OBJECTIVES
CUSTOMER SATISFACTION:
Agile focuses on delivering value to the customer early and frequently. By involving customers
throughout the development process and adapting to their feedback, Agile aims to ensure that the
final product meets their needs and expectations.
ADAPTABILITY TO CHANGE:

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Agile methodologies embrace change as a natural part of the development process. Instead of
resisting changes in requirements, Agile teams welcome them and adjust their plans accordingly,
allowing for a more flexible and responsive approach to project development.
CONTINUOUS DELIVERY:
Agile aims to deliver working and potentially shippable increments of the product at regular
intervals. This approach enables the team to get early feedback and course-correct as needed,
reducing the time to market and enabling the delivery of value more quickly.
COLLABORATION AND COMMUNICATION:
Agile methodologies emphasize close collaboration and open communication among team
members and stakeholders. Face-to-face interactions, frequent meetings, and regular stand-ups
promote a shared understanding of goals, progress, and challenges.
EMPOWERED TEAMS:
Agile encourages self-organizing and cross-functional teams. By empowering team members to
make decisions, Agile fosters a sense of ownership and accountability, leading to higher
motivation and productivity.
CONTINUOUS IMPROVEMENT:
Agile promotes a culture of continuous learning and improvement. Through regular
retrospectives, teams identify areas for enhancement in their processes, teamwork, and overall
performance, making small adjustments to achieve better results.
TRANSPARENCY AND VISIBILITY:
Agile methodologies emphasize transparency in work progress and project status. Visual
management tools like Kanban boards and burndown charts enable stakeholders to have a clear
view of the project's health and progress.
REDUCED PROJECT RISK:
The iterative and incremental nature of Agile reduces project risk by allowing teams to identify
and address issues early in the development process. Frequent testing and integration catch
potential problems sooner, mitigating risks and increasing project success rates.
STAKEHOLDER ENGAGEMENT:
Agile methodologies emphasize the active involvement of stakeholders, including customers,
product owners, and sponsors, in the development process. Their direct input ensures that the
project stays aligned with business objectives and customer needs.

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 CHAPTER TWO
2.0 LITERATURE REVIEW
2.1 THE EVOLUTION OF AGILE:
Agile development has transformed the way we approach software development and project
management. Emphasizing flexibility, continuous improvement, and customer collaboration,
Agile came into being in response to dissatisfaction with the linear and rigid waterfall method
prevalent in the 1990s. Agile was formalized with the Agile Manifesto in 2001, and it has been
widely adopted and adapted across different sectors since then. Despite the undeniable influence
and benefits of Agile, it has also faced criticism and challenges that warrant a balanced analysis.
THE GENESIS AND GROWTH OF AGILE
The traditional waterfall model of software development, with its linear design process, was
initially favored due to its structure and predictability. However, with technological advancement
and evolving customer demands, its limitations became glaringly evident. The model lacked the
adaptability necessary to deal with complexity and variability, often leading to missed deadlines,
inflated budgets, and subpar products.
This dissatisfaction spurred the search for alternative methodologies, giving rise to lightweight
software development methods like Scrum, Crystal Clear, Extreme Programming (XP), Adaptive
Software Development, Feature-Driven Development, and Dynamic Systems Development
Method in the mid-1990s. These methods prized adaptability over strict processes, individuals
over tools, and collaboration over contract negotiations.
In 2001, 17 software developers convened in Snowbird, Utah, to discuss these emerging
methodologies. This meeting birthed the Agile Manifesto, uniting diverse approaches under a
common philosophy that valued individuals and interactions over processes and tools, working
software over comprehensive documentation, customer collaboration over contract negotiation,
and responding to change over following a set plan.

THE MANIFESTATION AND INFLUENCE OF AGILE

Post its formalization, Agile swiftly garnered popularity extending beyond software development
to other business areas like project management, product development, and organizational

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management. Scrum, an Agile methodology, gained particular favor due to its focus on team
collaboration and iterations or “sprints” that typically last two to four weeks.
Hybrid models blending elements from various Agile methodologies and sometimes
incorporating components of the waterfall model emerged over time. These models combined
the flexibility of Agile with the predictability of waterfall as needed. Agile evolved from being
merely a set of principles for software development to a mindset influencing organizational
culture, giving rise to concepts like Agile leadership and Agile organizations that champion
adaptability, continuous learning, and the empowerment of individuals. (Fister Gale, S. (2012).
The evolution of agile. PM Network, 26(1), 28–33.)

Fig1. Illustration of Agile Evolution BY MIKE AUSTIN

2.2 PRINCIPLE AND PRACTICES

Agile methodologies emphasize flexibility, collaboration, and iterative development to deliver
value to customers. Here are the core principles and practices of Agile project management:
1. Individuals and interactions over processes and tools.

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2. Working software over comprehensive documentation.
3. Customer collaboration over contract negotiation.
4. Responding to change over following a plan.
Let’s take a look at each one in detail:
1. INDIVIDUALS AND INTERACTIONS
In the past, a lot of software teams would concentrate on having the best possible tools or
processes with which to build their software. The Agile Manifesto suggests that while those
things are important, the people behind the processes are even more so. Having the right group of
individuals on your software team is vital to success. The best possible tools in the wrong hands
are worthless. Perhaps even more important is how these individuals communicate with each
other. The interactions between team members are what helps them to collaborate and solve any
problems that arise.
2. WORKING SOFTWARE
Previously, software developers would spend ages creating detailed documentation. That was
before they even started writing a single line of code. And while documentation isn’t a bad thing,
there comes a point when you should focus on providing your customers with working software.
The Agile Manifesto places shipping software to your customers as one of the highest priorities.
3. CUSTOMER COLLABORATION
Once upon a time, contracts were king. You would draw up contracts with your customers who
would then detail the finished product. As a result, there was often a contrast between what the
contract said, what the product did, and what the customer actually required. According to the
Agile Manifesto, the focus should be on continuous development. You need to build a feedback
loop with your customers so that you can constantly ensure that your product works for them.
4. RESPONDING TO CHANGE
Can you imagine a time where you would draw up a roadmap and it would never change? Well,
in the past that’s exactly what happened. The trouble with static roadmaps is that we don’t live in
a static world. Needs and requirements are always shifting, and priorities are always changing.
That static roadmap will soon grow outdated. That’s why the Agile Manifesto suggests that a
software team should have the ability to pivot and change direction whenever they need to, with
a flexible roadmap that reflects that. A dynamic roadmap can change from quarter to quarter,
sometimes even month to month, and agile teams are able to keep up with those changes.

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2.3 BENEFITS OF AGILE METHODOLOGY
Agile project management offers numerous benefits, contributing significantly to the growing
popularity of this approach. Let's delve into these advantages:
FASTER TIME-TO-MARKET
One of the critical benefits of agile is the swift time-to-market. The iterative approach of agile
ensures that the software is developed and delivered incrementally. This allows businesses to
reap the first mover advantage and swiftly respond to market changes.
Testing & Superior Quality Product
Quality control features are integral to the agile process, leading to a superior quality product.
Regular checks and balances throughout the development cycle prevent the accumulation of bugs
and ensure the software is of top quality.
FLEXIBLE PRIORITIES
Agile supports self-organizing teams and encourages adaptive planning, allowing for flexible
priorities. This agile approach means that project managers can adjust project scope and direction
based on immediate business value, customer feedback, or changes in the market.
RISK REDUCTION
Agile project management considerably reduces the project risks. Due to regular feedback loops
and iterative releases, any potential issues are identified and mitigated early on, leading to
effective risk management.
PROJECT VISIBILITY & TRANSPARENCY
With Agile methodologies, there is a significant increase in project visibility and transparency.
This openness allows project managers, stakeholders, and agile teams to stay on the same page,
ensuring smooth communication and collaboration.
EMPOWERING THE TEAM
Agile methods empower team members, fostering an environment of shared responsibility and
ownership. Self-organizing teams encourage individual growth, leading to high team morale and
improved productivity.
INCESSANT FOCUS ON END USERS

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In agile software development, there is a continuous focus on the end-user. The use of user
stories ensures that the product delivers real value to the customer, thus driving customer
satisfaction.
HIGHER CLIENT SATISFACTION
Due to the ongoing collaboration and communication with the client, there's an inherent
assurance of high client satisfaction. Frequent delivery of functional software and the ability to
accommodate changes results in happy clients.
BETTER TASK OPTIMIZATION & PROJECT’S PREDICTABILITY
Agile teams are known for better task optimization. The iterative nature of agile makes
the project predictability better as well.
CONTINUOUS DELIVERY AND CONTINUOUS IMPROVEMENT
Agile methodology emphasizes continuous delivery and continuous improvement. This focus
ensures a relentless quest for excellence, with each iteration aiming to improve upon the last.

2.5 CHALLENGES AND CRITICISM

Certainly, Agile methodologies have their advantages, but they also come with challenges and
criticisms. Here's a summary of common challenges and criticisms faced when implementing
Agile:
CHANGE RESISTANCE.
As it is always said “Agile is a mindset that embraces change. It requires a willingness to adapt
and learn. It can be difficult for some people, but it's worth it.” In a traditional team structure,
team members are usually expected to follow orders and do as they are told. They may not be
used to thinking for themselves or taking risks. Agile, on the other hand, requires team members
to be self-directed and to be willing to experiment and fail. Agile teams also need to be highly
collaborative. They need to be able to work together effectively to solve problems and deliver
results. This can be challenging for people who are used to working in silos or who are not
comfortable sharing ideas.
LACK OF TRAINING.
In the fast-paced world of business, it is more important than ever for organizations to be agile.
But many organizations are falling behind, failing to provide their employees with the training
they need to be successful in an agile environment. Agile principles and practices are based on

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the idea of continuous improvement. This means that organizations need to be constantly
learning and adapting in order to stay ahead of the competition. But without adequate training,
employees are unable to effectively implement agile principles and practices. Training is not just
a one-time event as is the case in the majority of organizations. It's an ongoing journey of
learning and development. Sure, certifications are important, but they're just the beginning. The
real magic happens when you put your knowledge into practice and get feedback from a coach or
mentor. That's where the real learning happens. That's why it's so important for organizations to
invest in coaching and learning and development programs. They're the key to building a
workforce that's constantly growing and evolving.
INADEQUATE TOOLS.
The agile world is a vast and ever-changing landscape, with new tools and methodologies
popping up all the time. But not all agile tools are created equal, and some organizations may not
have the budget or resources to invest in the right ones. The challenge for many organizations is
finding the right tool for their needs. This can be especially difficult if they don't have the budget
or resources to invest in a comprehensive solution. But there are a number of affordable and
easy-to-use tools available that can still help teams adopt an agile mindset and approach.
LACK OF COMMUNICATION.
Agile is a communication-driven framework that relies on the free flow of information between
all stakeholders within the Agile team and outside the Agile team. When communication is
effective, it allows teams to quickly adapt to change, identify and mitigate risks, and deliver
high-quality products that meet the needs of users. However, when communication is ineffective,
it can lead to problems such as delays, cost overruns, and dissatisfied customers. Agile is all
about transparency, inspection, and feedback. By sharing information openly, identifying
problems quickly, and improving constantly, Agile teams can achieve their goals faster and more
efficiently.
UNREALISTIC EXPECTATIONS.
Agile is not a magic bullet. It is not a silver bullet that will solve all of your organization's
problems. However, it can be a powerful tool for improving your organization's ability to adapt
to change, deliver value to customers, and create a more collaborative and innovative work
environment. Agile can be a powerful tool for organizations that are willing to commit to it and
make the necessary changes. However, it is important to remember that agile is not a one-size-

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fits-all solution. What works for one organization may not work for another. The key is to find a
way to adapt agile to your specific needs and culture.
LACK OF BUY-IN FROM SENIOR MANAGEMENT.
Agile is a revolutionary approach that has the potential to transform businesses. But like any
revolution, it requires the support of the people in power. If senior management is not on board
with agile, it can be difficult to implement its practices. Senior management must be willing to
let go of traditional control mechanisms and embrace a more collaborative approach. They must
also be prepared to invest in training and resources, as well as to make changes to the company's
culture. If senior management is not on board, it can be difficult to implement agile practices.
However, with the right support, agile can transform the way businesses work, leading to
increased productivity, innovation, and customer satisfaction. Management's reluctance to let go
of control and empower agile teams can be like a heavy anchor, weighing down the team's
performance. Partial support, such as "everything is approved except," is like a ball and chain,
hindering the team's ability to move forward. Agile teams need full autonomy to succeed.
LACK OF TRUST.
Agile is like a dance. It requires the team to move together in unison, with each member trusting
the other to do their part. Without trust, the dance becomes clumsy and disjointed. Trust is built
on communication and transparency. When team members communicate openly and honestly
with each other, they build a foundation of trust. When stakeholders are transparent about their
needs and expectations, they build trust with the team. Stakeholders need to trust that the team is
working in their best interests and that they will be kept informed of progress. When
stakeholders trust the team, they are more likely to be supportive and provide valuable feedback.
But when trust is not present, the team struggles to collaborate and stakeholders will not make it
easier for the team to work and put more pressure on them. Team members may be hesitant to
share ideas, and they may be reluctant to ask for help. They may also be more likely to blame
each other for mistakes.
BUREAUCRACY.
In the world of business, bureaucracy is like a heavy anchor that can weigh down even the most
successful organizations. When too much bureaucracy is present, it can be difficult to make
decisions, innovate, and respond quickly to change. This can be especially true for organizations
that are trying to implement agile practices, which require a high degree of flexibility and

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collaboration. Reducing bureaucracy can be a challenge, but it is essential for organizations that
want to be agile and competitive. By taking steps to reduce bureaucracy, organizations can free
up their employees to focus on what they do best: delivering value to customers.
TECHNICAL DEBT.
Technical debt is like a mortgage on your product. It's the cost of taking shortcuts in the
development process, and it can come back to haunt you later. Shortcuts are often taken in agile
projects due to pressure from management or a lack of understanding of agile practices. If we
take a closer look at the reasons why teams take shortcuts, we will find that they are often due to
the same challenges that we mentioned earlier, such as lack of trust, unrealistic expectations,
bureaucracy, and lack of communication. If you have a lot of technical debt, it can be difficult to
adopt agile practices, which are all about flexibility and responsiveness.
CULTURAL ISSUES.
Culture is important for the success of Agile practice. It is a way that people and teams work
together. It includes the values, beliefs, and norms that guide how people interact with each other
and with the work they do. Agile culture is characterized by collaboration, transparency, and
continuous improvement. It is a culture that values the individual and their contributions, and
that encourages experimentation and learning. Some organizations are like old battleships.
They're slow to turn, and they're not built for speed. They're designed to take a beating and keep
on going. But in today's fast-paced world, that's not enough. Agile organizations are like
speedboats. They're adaptive and responsive. They can change course quickly and adapt to new
challenges. They're built for speed and innovation.

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 CHAPTER THREE
3.0 METHODOLOGY
3.1 QUANTITATIVE RESEARCH METHODOLOGY
Because quantitative methods are based in scientific discovery, the “notion among scholars that
the traditional scientific method is the best, if not the only, legitimate way to conduct scholarly
research” prevails (Gerdes & Conn, 2001, p. 1). So, the scientific community has developed
clear guidelines and procedures for implementation of quantitative methods. Quantitative, similar
to the word quantity, implies using numerical data. So, quantitative methods rely on experiments
and surveys to collect measurable data such that statistical processes can be applied (Creswell,
2003). A major advantage of quantitative methods is that the results are usually generalizable to
larger populations. The following paragraphs will discuss experimental and non-experimental
design methods.
3.1.1 EXPERIMENTAL DESIGN.
The experimental design is conducted in a laboratory setting which controls for variability
(Brown & Lord, 1999). The primary benefit of an experimental design is that it may lead to
causation. When one variable acts on another it may be deduced that the resulting state is caused
by the action. Experimental methods provide an environment in which the unique characteristics
or qualities of variables may be studied and their contribution may be measured. Laboratory
settings are environments that lessen potential bias that occurs in natural settings where variables
act as parts of a whole system. When working within a system it becomes difficult to isolate
individual contributions and measurements for some variables. But, experimental methods have
been criticized for removing the variable from its natural setting where it may not react the same
way. Experimental designs have the potential to bias variable action by reducing or stopping the
interaction among other variables.
3.1.2 NON-EXPERIMENTAL DESIGN.
Non-experimental designs include observation, survey, and other related methods of collecting
numerical data that do not involve laboratory settings. The measurement of processing time,
supply chain efficiency, product supply and demand, and price elasticity lend themselves to
quantitative methods. An example, supply chain processing which was traditionally viewed as a
linear process was measured during its transition to Internet-based ordering (Keskinocak &
Tayur, 2001).

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Surveys are used to collect information about variables from participants in a population.
Surveys have been used to collect political poll behaviors, marketing research, and a variety of
other useful information. External validity is improved when data are collected using field
surveys. External validity implies that the results will generalize to a larger population because
the findings are applicable across different settings and participants (Egan, 2005). Surveys
include using questionnaires or structured interviews for data collection. Quantitative methods
used structured interviews which repeat the same questions without deviation to each participant.
Structured interview questions aim to maintain consistency and avoid bias. Surveys are
instruments that collect data which makes statistical calculations possible. Statistics make use of
sampling to infer results to a larger population. Surveys can be cross-sectional which collect data
at one point in time or longitudinal which collects data over time. Fink (as cited in Creswell,
2003) identifies four data form collection instruments: self-administered questionnaires,
interviews, structured record reviews, and structured observations. Survey development and
validation is beyond the scope of this paper, but it is important to understand that surveys must
have reliability and validity to be considered a feasible instrument. Most surveys have been
tested for validity which means that significant and useful scores can be derived from the
instrument. In other words, the instrument is measuring what it intended to measure. Validity is
comprised of content validity (measurement of intended purpose), predictive validity (correlation
with other results using the same instrument), and construct validity (measurement of constructs
or concepts) (Creswell, 2003). Surveys must also be reliable which means that the results are
repeatable and that retests provide stable responses.
3.2 QUALITATIVE RESEARCH METHODOLOGY
Qualitative methodologies are used to analyze and evaluate non-numerical information.
Quantitative studies try to understand intangible evidence, such as emotion and behavior.
Qualitative methods are applicable to studies that involve relationships between individuals,
individuals and their environments, and motives that drive individual behavior and action.
Berrios and Lucca (2006, p. 174) claimed that qualitative methods provide for a “better
understanding of human development.”
Qualitative methods do not impose rigid rules and procedures similar to quantitative
methodologies. Qualitative methods derive the research process from the data itself. One process
will usually lead to development of the next step. Qualitative methods allow “richness of the

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personal experience” by providing in-depth information in the natural language of the
experience. This allows data categorization by witnessing the experience in its natural setting,
disallowing preconceived hypotheses, and using critical researcher judgment (Berrios & Lucca,
2006, p. 181).
Gerdes and Conn (2001) suggested that qualitative methods allow looking at the “whole rather
than the parts”. Gerdes and Conn (2001) also claimed that hypothesis testing, as specified in
quantitative research methods, may be testing the wrong questions. It was asserted that “it is far
better to have an approximate answer to the right question than to have an exact answer to the
wrong question” Gerdes and Conn (2001, p. 184). This statement may offend quantitative
researchers, but it does stress the significance of stating the proper research question when
committing to a quantitative method. Qualitative methods permit flexibility and procedure
change because the process emerges from patterns found in the data. The following paragraphs
will briefly describe major qualitative methodologies.
3.2.1 NARRATIVES.
Narrative research involves asking individuals to share stories about their lives and deriving
meaning from the experiences mentioned (Creswell, 2003; Berrios & Lucca, 2006). The aim of
the narrative approach is to combine the story’s chronological events with that of the researcher’s
personal experience. Narratives may be supplemented with historical investigation, use of
documents, and media sources. Speaking about counseling, Berrios and Lucca (2006, p. 178)
stated, “The oral histories offered by prominent figures constitute a valuable contribution to the
history of the profession.”
3.2.2 PHENOMENOLOGIES.
Phenomenology is not a research method that provides formal rules and guidelines for inquiry.
Phenomenology is more of a mental mindset which searches for meaning through perception.
Phenomenology asserts that experience is more than what the “physical senses can apprehend’
(Budd, 2005, p. 45). Experience is understood through perception, intuition, and cognition. It is
believed that the world has no meaning except from our consciousness and that our
consciousness has direction and purpose. Budd (2005) claimed that phenomenology explained
intentionality because our perceptions have direction. The researcher becomes a participant by
using self perceptions of the world in the phenomenological approach. Phenomenology is never
considered finished because each individual is a living being whose life is in progress.

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Phenomenology can also be accomplished through sharing narratives. Kuper (2005, p. 120)
claimed, “Narratives can become media for expressing, processing and sharing contents,
structures and experience of implicit knowing-acting.”
3.2.3 ETHNOGRAPHIES.
The ethnographic methodology involves a researcher collecting observational data of an intact
cultural group in their natural setting over time (Creswell, 2003). Ethnography has been
described as the study of human cultures and producing a “descriptive work from such research”
(Rudkin & Deo, 2006, p. 21). Ethnography uses non-numerical, context specific data which can
not be reproduced (Rudkin & Deo, 2006). But, ethnographic studies need not be confined to
observational information alone. Ryan and Bernard (2006) constructed an ethnographic decision
model which was able to predict at least eighty percent of the studied behavior. The decision tree
was built based on small sample interviews (20 to 60 persons) and then tested on an independent
sample. The model consisted of five steps: (1) select the behavior to be studied and select a
convenience sample, (2) select the decision criteria, (3) use the data from steps 1 and 2 to build a
hierarchical decision model, (4) test the model on an independent sample, and (5) validate the
model by asking individuals why they acted the way they did (Ryan & Bernard, 2006). The
model was most successful when using decisions that called for a “yes” or “no” answer and “if-
then” statements. The model contributed to understanding human behavior and human choice
selection. One of the criticisms of ethnographic studies is that they are not based on
representative samples. But, it has been argued that most people are not average; therefore, the
stories and interviews collected by ethnographic studies present reality (Gilmore, 2002).
3.2.4 GROUNDED THEORY.
Grounded theory is a method in which one step of the process predicates the actions of the next
step. The researcher does not exhaust the literature before conducting research as in quantitative
methodology. The literature is consulted as part of an iterative process of data collection
(Goulding, 2005). The aim of grounded theory is to derive theory based on emerging patterns
from the views of study participants (Creswell, 2003). In such a situation, the data analysis
determines the next step of the process rather than predefined rules and procedures. The
researcher need to conduct several survey waves or interviews as more information is needed
based on the results of earlier data collection. Creswell (2003) asserted that two primary
characteristics of grounded theory are that there is a constant data comparison with emerging

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categories from the collection process and sampling of different groups to highlight similarities
and differences among data. Data reduction is derived from the perspective of the researcher
based on experience, reading, and research. The researcher is an active participant in the process
who introduces self bias. As many methodologies predefine sampling populations, grounded
theory researchers select informants that are most likely to provide early information which is
used to further define sampling populations and survey questions.
Opponents to grounded theory claim that researchers have preconceived bias about the study
subject, the knowledge produced is not applicable in the real world, and data coding may be
subjective and sway the outcome of the study (Selden, 2005). One example of an alternative
outcome was revealed by Herek, Janis, and Huth (1987) when recoding quantitatively driven
comparative analyses on groupthink.
3.3 MIXED METHODS RESEARCH
The mixed methods approach collects and uses quantitative and qualitative data in the same
study. Many researchers believe this is a new methodology, but quantitative and qualitative data
have been collected by researchers for many years. The combination of the two methods is a
recent event. Creswell and Clark (2007, p. 5) defined mixed methods research as follow:
Mixed methods research is a research design with philosophical assumptions as well as methods
of inquiry. As a methodology, it involves philosophical assumptions that guide the direction of
the collection and analysis of data and the mixture of qualitative and quantitative approaches in
many phases in the research process. As a method, it focuses on collecting, analyzing, and
mixing both quantitative and qualitative data in a single study or series of studies. Its central
premise is that the use of quantitative and qualitative approaches in combination provides a
better understanding of research problems than either approach alone.

Hurmerinta-Peltomakl and Nummeia (2006) claimed that using one method alone would only
provide a small view of the whole picture when studying complex issues. Mixed methods
provide information on different levels of understanding. When methods are combined,
qualitative methods may provide in-depth understanding of the variables that lead to quantitative
numerical findings. Mixed methods may also be used for triangulation or to improve the validity
of research (Hurmerinta-Peltomakl & Nummeia, 2006). It has been proposed that triangulation
should test for consistency of methodology rather than reaching the same results using different

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data sources or approaches (Rocco, Bliss, Gallagher, & Perez-Prado, 2003). Mixed methodology
is also used to lessen bias as researchers have accepted that all processes have underlying biases.
Mixed method studies may start with qualitative methodology to define research questions or
acquire subject familiarization. The researcher is able to more accurately interpret research
finding by gaining a greater understanding of the research subject. There are no prescribed
processes or rules for combining quantitative and qualitative methodologies. But, Creswell
(2003) has categorized six mixed method variations of data collection and analysis. First, the
sequential explanatory strategy collects and analyzes quantitative data followed by collection and
analysis of qualitative data. Second, the sequential exploratory strategy collects and analyzes
qualitative data followed by collection and analysis of quantitative data. Selden (2005, p. 117)
claimed, “A qualitative analysis may build on qualitative and quantitative data, but mainly on the
former. Qualitative research hardly uses quantitative data.” Third, the sequential transformative
strategy provides for data collection and analysis of either type of data before combining the data
during the interpretation phase of the study. This methodology is guided by a theoretical
perspective. Fourth, the concurrent triangulation strategy collects data concurrently and tries to
“confirm, cross-validate, or corroborate findings within a single study” (Creswell, 2003, p. 217).
Fifth, the concurrent nested strategy collects both data types concurrently and embeds one
methodology within a more predominant method. The researcher may address different questions
from the hierarchical question ladder when applying this methodology. Sixth, the concurrent
transformative strategy collects each type of data concurrently and combines the findings during
the analysis phase of the study.
3.4 CASE STUDIES.
Case studies allow in-depth understanding of participants, events, behaviors, and feelings that
occur during specific experiences and specific timeframes. Yin (as cited in Woodside and Wilson,
2003, p. 493) stated, “A case study is an empirical inquiry that investigates a contemporary
phenomenon within its real-life context; especially when the boundaries between phenomenon
and context are not clearly evident.”
Woodside and Wilson (2003) used several methods which allowed triangulation. The
triangulation model included direct observation of the case by the researcher in its natural
environment, asking questions of participants for clarification and interpretation, and analysis of

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written documents to clarify and substantiate findings. Such processes and methods lead to a
deep understanding of the mental model possessed by participants (Woodside & Wilson, 2003).

3.5 SAMPLE SELECTION

The altered and unaltered processes were evaluated using a controlled case study in a similar
manner as in [44]. Controlled case study is an approach that combines different aspects of case
study, experiment and action research [45] [46]. It involves carrying out a project aimed to
deliver a software product to client(s) while constantly collecting metrics [45]. In this case
some of the experimental features in our project were the randomly selected team members and
the random assignment of process to each team. The action research features involved the
weekly meetings to assess the project status, to make adjustments were necessary and to
guide teams so that they remained true to the process. The project instance provided the case
study setting for the study. Metrics related to efficiency, quality and cost effectiveness of the
process were collected for each process throughout the execution of the project. The
shortcomings addressed were (1) the lack of an architectural design in some agile processes;
and (2) the inadequately detailed user stories i.e. poor user requirements.
Three agile processes, namely Feature Driven Development (FDD), SCRUM and Extreme
Programming (XP) were tailored. As a measure of control and for comparison, data was
gathered on the tailored processes and the untailored processes which were carried out by
different sets of student teams. Detailed requirements and architectural design were added to
the processes that lacked them. Thus detailed requirement steps were added to Feature Driven
Development, SCRUM and Extreme Programming, while architectural design step was added
to Extreme Programming.
The controlled case study was conducted in an academic environment, using students enrolled
in a software development course. The students were randomly assigned to development teams.
Each team was then randomly assigned one of the unaltered agile method or a tailored agile
method. The agile methods used were (1) Feature Driven Development (FDD), (2) Feature Driven
Development tailored with detailed requirements (FDD_DReq), (3) Scrum (SCRUM), (4) Scrum
tailored with detailed requirements (SCRUM_DReq), (5) Extreme programming (XP),
Extreme programming tailored with detailed requirements (XP_DReq), and Extreme
programming tailored with architectural design (XP_AD). Teams were required to develop

18
the same software product using the method they were assigned. All teams used the same
programming language for development. The students were trained with respect to their assigned
process and given written guidelines. In addition weekly meetings were held to coach team in
terms of their assigned process. All groups were given the same product requirements. Product
development lasted for five weeks, using one week sprints. The teams were asked to develop the
software product using the development method they were randomly assigned. Weekly meetings
were held with each team. The primary purpose of these meetings was to determine progress
made, the plan for the coming week, and to evaluate and correct any deviation from the prescribe
process. Data was gathered on the process on a weekly basis and the software artefacts
generated. Several metrics were used to evaluate the processes. Emphasis was placed on the
defect metrics of the code since these were objective and factual measures and the alternative time
measures were self reported and therefore subject to bias and memory. Efficiency was
measured using rate of change from version to version and defects per effort (effort measured in
lines of code and function point). Product quality was measured in terms of number of defects
and defects per line of code. Cost effectiveness was measured in terms of lines of code per person
month and lines of code per function point. The metrics were then analysed, and used to identify
the most efficient process, the process that produced the highest quality product and the most cost
effective process.

19
 CHAPTER FOUR
4. DISCUSSION AND KEY FINDINGS
Discussion and Key Findings The agile methodology has a significant impact on software
development, with regard to attitude of the developers. The methodology results in a high positive
affect level among the developers because it can be introduced and incorporated into the existing
knowledge of the team members (Mazni,Sharifah-Lailee & Azman, 2011). It is important for the
management to support training programs in order to enhance decision-making process, which in
turn leads to continuous improvements within the organization. The sharing of activities in the
team influences positive emotions among the members, thus motivating them to fulfill the
requirements of a project. The flexibility in the adoption of new methods results in positive mood
and a feeling of happiness during development activities. The positive affectivity of the
methodology increases the ability of the team members to be more innovative and creative in
solving different tasks of the project. Creativity and innovativeness are important in solving
complex problems and challenges because they help a person to develop alternative and
appropriate ways. This shows that the development process will be effective and efficient, thus
leading to high quality software. The simple and practical agile documents also motivate the team
members because they can simultaneously complete the task, which reduces the burden caused by
additional documentation activities (Mazni, Sharifah-Lailee & Azman, 2011). The review of
literature shows that agile methodology increases collaboration and ownership during software
development process. The customer, scrum master, and development team work collaborate on a
daily basis (Mark, 2014). The scrum meetings conducted daily enable the developers to organize
the completed and future work in order to address the challenges. The team demonstrates and
discusses the product directly with the customers and other stakeholders. The project reflection
meetings allow the developers and customers to regularly reflect on the successes and failures of
the project. The daily standup meetings enable them to exchange important information and
continuously implement improvements (Reliable Software Resources Inc, 2011). This shows that
the methodology provides the teams and stakeholders with the opportunity to engage in every stage
of development. The involvement of customers in all the developmental steps enables them to
collaborate with the developers (Zolyak, 2013). The inspiration of seeing a functioning product
also increases the stakeholders’ engagement, which in turn increases their trust in the ability of the
team to develop high quality software because they have chance to see the tangible results. The

20
use of agile methodology enables the teams to develop software of high quality (Maruping &
Viswanath, 2009). The teams gather customer requirements at the initial stage of software
development. They struggle to understand the customer needs well to enable them develop
software that complies with those requirements. However, the customers’ needs usually change
over the period of software development because they may not understand their needs clearly at
the start. They are also likely to identify additional requirements or change their views about the
initially stated needs, thus requiring the developers to make appropriate changes that comply with
their needs. Agile software developers are usually aware that the customer requirements are likely
to change during the development process, which enable them to have appropriate measures in
place in order to manage the changes effectively when they occur. The frequent changes in
requirements increase flexibility of the teams, which enable them to respond effectively. Flexibility
to different changes enables them to develop high quality software in accordance to customer
requirements (Fergis, 2012). The methodology helps the developers to break down the project into
different manageable units, which enables them to focus on developing high quality software. The
teams can also improve software quality because the method enables them to conduct tests and
reviews in every stage. They use the findings to determine and fix the defects in good time, thus
leading to development of quality software. For instance, XP methodology enables the teams to
produce different iterations that help to speed the process. They can test the product before
proceeding to the next iteration in order to determine their compliance with the customer needs.
The noncompliance with the customer requirements enables them to change their measures in
order to achieve a high satisfaction level. The XP methodology includes the users in the
development team, thus enabling them to contribute their perceptions and views concerning the
project. Their inclusion in the development team helps to achieve quality product. They can
introduce new requirements or change the previous ones during testing to enable the teams include
them in the next iteration. The impact of agile methodology on software development is evident
in the manner it reduces costs required for the project. The teams usually test the product against
the customer requirements in every stage (Fergis, 2012). This enables them to detect the defects
before proceeding to the subsequent iterations, thus reducing the resources incurred in the
implementation process. This aspect of agile methodology enables the business organizations to
reduce the cost incurred in software development, thus maximizing their profits. The methodology
also emphasize on the business values, which enable the teams to deliver quality software based

21
on the owners needs and priority. For instance, lean software development focuses on waste
elimination by assisting the developers to determine important system characteristics and deliver
them in small proportions. This helps to reduce the time and capital required to develop software,
thus contributing to project success without any constraint on budget. Lean software development
focuses on the need of project leaders to recognize the small teams and individuals (Peter, 2001).
It enables the leaders to provide training programs and include the member in decision-making
process in order to obtain effective results. The methodology therefore increases the efficiency and
effectiveness of software development by encouraging good decisions. The recognition of
members’ opinions and views contribute significantly towards the success of software project.
They contribute important ideas and opinions that help to develop quality software within a short
period of time. The control modes employed by the leaders also play an important role in
determining the level at which the use of agile methodology will enable the teams to cope with
changes. It is common for the customers to change the initial requirements during the process of
development and this requires a high level of motivation from the teams. The motivation can only
be achieved through good leadership skills that understand and recognize the team members.
Highly motivated teams can easily comply with the changing customer requirements, thus leading
to quality software that meets the needs of the project owner. This shows the important aspect of
agile methodology in software development. Effective communication is necessary to develop a
strong teamwork that will help obtain effective results. Communication enables the team members
to build strong relationships that contribute towards the success of a project. Similarly, agile
development also helps to realize software success because it enables the stakeholders and teams
to communicate effective (Minna, Haikara, 2008). The method improves communication between
the employees who work on the same project. Effective communication increases the morale of
team members because they gain trust and respect from each other. They understand the goal of
effective communication by sharing information with each other, thus enabling them to achieve
project success (Amber, 2010). Information sharing is important in realizing quality software
because it provides the important ways of addressing the changes that may occur in the process.
The collaboration between the team and project owner shows the importance of communication in
achieving project success (Payson, 2014) .The customers participate in the development process,
which enable them to communicate their ideas and views concerning the product success and
failures. The effective communication between the stakeholders and the developers ensure that

22
important information is available for software development, thus enhancing the process and the
results.

CHAPTER FIVE
5. CONCLUSION
Agile is an important tool for software development because it provides many benefits to the
teams and project owners. The methodology addressees the common project drawbacks,
including schedule predictability, scope creep and costs. It develops high positive affect among
the developers because it can be incorporated into their existing knowledge. The management
style employed in the development process motivates the team members, which enable them to
work effectively and accomplish the project tasks. The motivation increases their creativity and
innovativeness, which contribute new ways of addressing the project problems effectively in
order to deliver high quality software. The method provides different iterations, during which the
developers can make appropriate changes based on the customer needs. The teams collaborate
with the stakeholders during the process, thus enabling them to determine the successes and
failures of the project in order to respond to them in good time. The control modes used by the
leaders during the process enable the developers to cope with the changing needs of customers,
thus leading to project success. The project success, which usually results in quality software
shows that agile methodology has positively impact on software development because it reduces
the costs incurred. Agile methodology enables the developers to detect and respond to the defects
early enough, thus reducing the implementation costs. This helps to accomplish the main
objective of businesses, which is to maximize profits by employing various measures that reduce
the operation costs. Therefore, it would be important for them to adopt this methodology in order
to develop software that meet their changing needs.

23
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