AGILE PROJECT MANAGEMENT IN NON-SOFTWARE SECTORS DURING TURBULENT TIMES

International Journal of Software Engineering & Applications (IJSEA), Vol.10, No.1, January 2019
DOI: 10.5121/ijsea.2019.10104 51
AGILE PROJECT MANAGEMENT IN NON-SOFTWARE
SECTORS DURING TURBULENT TIMES
Nabeel T. Alsohybe1
and Nashwan Sabrah2
1
Department of Information Technology, Sana’a University, Sana’a, Yemen
2
The School of Business, Lebanese International University, Sana’a, Yemen
ABSTRACT
Scholars have viewed Agile Project Management APM as a prominent solution for software and non-
software innovative institutions to cope with its unstable environment. APM has been tested in the software
field and proven to be successful. Since 2015, there is ongoing war in Yemen that negatively affects most
sectors including the business and microfinance sectors. Social Fund for Development SFD, the
microfinance industry leader in Yemen, sought solutions for enhancing the Microfinance Institutions MFIs
capabilities during the current environment turbulence. This research investigates any possible advantages
in adopting APM in the microfinance sector, out of software domain. A qualitative method was used to
conduct the research. three microfinance pioneers were selected and 11 professionals from all
management levels were interviewed. In addition, three workshop discussions with 22 members of product
development teams were held. The study found that adopting APM would help these MFIs to enhance their
resilience by bridging the identified gaps and challenges.
KEYWORDS
Agile Project Management, Traditional Project Management, Product development, Social Fund for
Development, New Product Development.
1. INTRODUCTION
Since the 60s, many firms in different business domains use New Product Development method
NPD for their products innovation [1]. The objectives of NPD process are to help in 1) identifying
business opportunities through envisioning, 2) developing new products, and 3) to deliver
products to the market [2], [3].
Furthermore, turbulent business environment or market dynamism increases the business
uncertainty which challenges organization resilience to sustain its original level of performance or
achieve new stable one [4]. Also, a Project Management Institute PMI study showed that the lack
of organizational capabilities to respond effectively to its environment changes- lack of agility, is
the common characteristics of the low performer organizations which causes a high rate of
projects failure and money losses [5]. Therefore, firms call for new development model [6], [7].
Recently, there has been growing interest in APM as a lightweight and flexible way of managing
the software development projects through short iterative cycles [8]. Moreover, literature views
APM as a prominent solution for the agility challenges that face the traditional NPD firms in
software and non-software domains [9]– [11].
Since the beginning of 2015, Yemen entered a political conflict that became a major regional war
crisis. As a result, this war made the Yemeni business environment unstable and more
challenging, negatively affecting MFIs operation performance [12] Causing them to encounter
high financial losses [13] which added to their challenges in responding to their customer's
demand [14]– [17].

52
Although MFIs are important tools for combating poverty and improving the well-being of many
poor people, literature indicates that Yemeni MFIs face challenges in responding to their
customer's demand [15], [17]. 22% of MFIs’ potential customers, Small and Medium Enterprises
sizes SMEs did not find loans that were appropriate to their needs. In addition to that, 38% of
borrowers claimed that loans size was not enough [17]. Moreover, Alshebami and Kandare [15]
listed the lack of innovations, and customer-driven products as the main MFIs challenges [15].
Jakobi et al. [18] in their study of “Understanding National Culture’s Influence on Product
Innovation Approaches” calls researchers for more investigation in the field of project
management agility within microfinance context which had less attention from the academic
studies [18]. Furthermore, only a few academic studies have been done in the area of Agile
project management within the NPD context outside the software development industry [19].
This paper is based on a case study of three Yemeni MFIs constricted as a response on a call from
the microfinance industry leader in Yemen SFD, who sought solutions for enhancing the MFIs
capabilities to cope with current environment turbulence. All selected institutions are supported
by SFD, involving in developing new microfinance products.
The Paper sough answer to the main question: How could APM help MFIs during current
turbulent time?
To answer this question, this paper presents a set of advantages identified through interviews and
workshops from three MFIs. The paper focuses on challenges experienced in relation to several
management levels and the possible APM interventions to overcome these challenges. The actual
implementation of APM are not included in this paper.
2. THEORETICAL BACKGROUND
This section covers the concepts of New Product Development, Agile Method, and Resilience.
2.1. Innovation Process- New Product Development NPD
The product development process is seen from its top level as a set of activities applied by people
who are involved in the product development function to 1) envision, 2) develop, and 3) deliver a
product to the market [2], [3].
In microfinance industry, M. Brand [20] suggested a four- stage process of product development:
1) evaluation and preparation, 2) prototype design and development, 3) pilot testing, and 4)
product launch. In addition, CGAP [21] training manual and Wright et al [22] article, described a
Five-Stages process model: First, Evaluation and Preparation. Second, Market Research. Third,
Concept/Prototype Design. Fourth, Pilot Testing. Fifth, Product Launch and Rollout.
Moreover, scholars recognized project management as a process within the product development
to organize work and optimize high levels of innovation [3], [23] where the NPD methods
represent the macro-process and the project management approach is the micro-process within the
product development process [24]. Furthermore, two main types of project management have
been recognized by literature that have been adopted by firms’ management within its NPD
Model for several business reasons: 1) Traditional Project Management TPM and 2) Agile Project
Management APM [23], [24].
According to Sutherland and Ahmad [25], the traditional project is typically organized as several
steps of grouped activities where the work is moving sequentially through each step, and when
changes are needed in a previous step, then that step and all following steps are sequentially re-

53
executed. TPM starts with heavy planning activities to come up with a project’s detailed plan by
predicting all individuals’ tasks required to complete the project. The downwards sequence of
work movement known as the waterfall approach [25].
Furthermore, NPD projects that adapted TPM are seen by scholars as plan-driven method start
with heavy planning efforts then strict to the plan during the whole project. This method is
working well under the condition of predictable and stable environments, where this condition is
not available for many firms due to the unstable environments. As a result, many firms involved
in developing products in a dynamic market are faced with several challenges in their projects
which can be summarized as lack of 1) the ability to adapt, 2) the ability to accelerate, and 3) the
ability to cope with the complexity and uncertainty [10].
2.2. Agile project management APM
Agile project management APM is known among software and non-software professionals as a
lightweight and flexible way of managing software development projects through short iterative
cycles [8]. Moreover, according to Ovesen [10], the word “Agile” in the English language is” an
attribute often associated with animals like the big cats. Like being alert and responsive. Also,
well-coordinated and quick when it comes to movement” [10]. Furthermore, Agile software
development, Agile product development, Agile project management, or Agile Methods are terms
commonly used by researchers in the field of software development [26].
Figure 1 Agile Value. Source: adapted from [27].
Therefore, APM is a software development concept represents a philosophy and a mind-set or a
way of thinking that elaborated by applying certain practices that links to agile core values, see
Figure 1, and principles described in the Agile Manifesto [28] in terms of becoming strategically
capable to respond to change, to balance flexibility and linearity, to encourage innovation, and to
strengthen organizations in a changing and uncertain environment [29].
According to Highsmith [29], APM process usually starts by creating a simple business case or
product vision which has enough description to start the project. Based on the product vision and
the team knowledge, team Speculates the product specifications. The second step of APM process
is to go through short iterations to develop the product, and during these iterations, the uncertain
requirements evolved as new knowledge that can be gained through the team experimentation and

54
collaboration with customers and stakeholders. Based on these experiments, the team continually
incorporate adaptive actions into the next iteration. Finally, the project ends when the result
satisfied the customers [29].
APM represented by several methods that recognized as an agile method such as Scrum
Framework, and Extreme Programming XP [30]. These methods become widely accepted
because of their usefulness, easiness, and maturity characteristics [31].
Moreover, Robert G. Cooper and Sommer [32] mentioned that Scrum is the most applicable
method to be used in non-software products. Thus, this research paper will only go through
Scrum explanation later-on in this chapter and uses Scrum as APM’s representative for this study.
Section 2.5 provide brief information about Scrum.
2.3. Comparison between Traditional and Agile Methods
There are some conditions that make APM a recommended approach over TPM and conversely,
for example when the market environment is dynamic, the APM is recommended. While if the
market is stable and predictable then TPM is the better [34]. Table 1 summarizes the conditions
that drive the decision towered using APM or TPM; adapted from [34].
Table 1 Conditions that drive the decision towered using APM or TPM
2.4. Adopting APM in Non-Software Organizations
Conforto et al [19]. connected a study to investigate the possibility of adopting APM out of
software domain. Six management practices and ten agile enablers factors were used in their
study. They have been extracted from several Agile studies to assess 19 companies. There were
48 responders to identify the presence of APM practices and the enablers in companies from
different industry sectors [19].
Conforto et al [19], defined APM practices as a group of management practices that clearly
differentiate the use of the APM approach from other approaches. In addition, APM Enablers are
the critical factors that, if any, will make the use of APM practices, tools, and techniques
favourable. Some of these critical factors can include, but not limited to, people competencies,
team characteristics, structure, organizational culture, and available resources, uncertainty of
technology, and market characteristics [35] which are summarized in Table 2.

55
Table 2 AMP enablers.
*Adapted from [19]
Additionally, Sommer et al. [7] investigated seven manufacturing companies in a variety of
industries and identified several challenges that drive these seven industrial companies to
implement Agile/ NPD hybrid processes, and in return six of these companies gained substantial
performance benefits from it [7].
After that, R. Cooper and Sommer [32] expanded the explanation of the Agile/ NPD hybrid based
on the same cases and summarized the benefits as the following:
 Fast response to changing product or customer requirements
 Reinforce pro-active and effective voice-of-customer (VOC)
 Deals with the resourcing issue such as dedicating team members
 Process Acceleration and productivity enhancement [32]
2.5. Scrum framework
Scrum is regarded as one of the process models adhering to the agile manifesto. Takeuchi &
Nonaka first mentioned the concept of Scrum in relation to development as early as in 1986 to
describe the similarities between the strategy used in Rugby and product development in several
companies in Japan – both are adaptive, quick, self-organizing, and have few rests [11]. Jeff
Sutherland with Ken Schwaber announced Scrum as a formal process at OOPSLA'95 [33]. The
Scrum emphasis is on an empirical process rather than on a defined process as well as emphasizes
self-organizing teams [33]. In contrast to other agile methods, Scrums are intended to be a project
management approach through the development process [30].
According to the official Scrum Guide, projects in Scrum framework managed by a self-
organizing and cross-functional team called the scrum team which contains three roles; 1) Product
owner role, 2) Development team role, and 3) Scrum-master role [33]. Scrum framework
includes five formals and Time-boxed ceremonies called events which means these events are
predefined and locking the activity into specific time period illustrated in Table 3 [33].

56
Table 3. Scrum ceremonies summary.
Source: Summarized from the official Scrum Guide [33]
In addition to that, the Scrum framework includes three official tools called artefacts used to
represent the work which is the backlog, the definition of done – DOD, and Burn-down chart [33]
Also, there is unofficial artefact called The Task Board or the Scrum Board, that scrum teams are
commonly used [10]. The Task Board is a visual communication tool that mainly helps to
visualize the project tasks details and status by using post-it notes and a whiteboard [10].
2.6. Resilience and performance
In turbulent times like in nature crisis time, business environment inherently becomes unstable
where organizations need to cope with such turbulence and the changes inherent [4]. Therefore,
business environment turbulence can demonstrate as demands and customer’s requirement
changes, market direction changes, and tools and technology changes which requires a new
business management way because previous business strategies and practices would no longer be
aligned with the actual environment which involved high ambiguity due to a lack of enough
market information [36], [37]. Also, the high competition level may affect firm’s market position
and influence the need for change and adapt [10].
Another important challenge is operation disruptions or unexpected disturbances that affect firm’s
supply chain operation or firm’s performance [4], [37].
Therefore, the responsiveness strategy for the customers’ need in terms of providing value to the
customers through products innovation, and the lead time to market strategy are the suitable
strategies required to cope with market changes and to obtain better performance and resilience in
turbulent times [4], [10], [37].
Carvalho et al. [37] argued that agility and resilient are two separate concepts; where agility is
being able to respond to changes very quickly, while the resilience is the ability to recover after a
disturbance; the combination of both concepts leads to better performance [37]. In contrast,
McCann et al. [38] found a strong correlation between the two concepts, agility, and resilience. In
addition, Wieland and Marcus [4] argued that resilience is the ability of a supply chain to cope

57
with changes which formed by two dimensions or component: 1) agility as reactive strategy to
rapidly respond to change by adapting the initial stable state, and 2) robustness as proactive
strategy to resist change without adapting the initial stable configuration where robustness
requires predictions of change prior to occurrence [4]
Therefore, according to Wieland and Marcus [4], achieving agility dimension can occur by
achieving: 1) Visibility for better identification of changes, and 2) Speed for a faster response to
changes
Moreover, Wieland and Marcus [4] empirically proved that communicating, and cooperating for
sharing information with suppliers, customers and other stakeholders have a positive effect on
visibility and speed as well as the resilience overall, in addition improving agility contribute to
enhancing firms’ responsiveness to their customer by providing more customer value as an
essential performance measurement that would be gained through different aspects but mainly: 1)
conformance to customer specifications and 2) conformance to customers’ satisfaction [4].
3. RESEARCH METHODS
This study is primarily based on the qualitative case study method. The qualitative study research
is used when the problem needs to be explored through studying individuals to obtain their
understanding regarding a phenomenon or an issue where the phenomena cannot be separated
from its context [39], [40]. Qualitative research is also used when quantitative measures and
statistical analyses do not fit the problem [39], and thus, to investigate a phenomenon in a real-life
within its context where behaviour controlling is not required, and quantitative measures are not
mature yet [19], and the qualitative case study approach is considered as a suitable one according
to Creswell and Yin [39], [40].
The institutions in this study have been selected based on the following criteria: 1) most recently
have been involved in developing new financial products, 2) willing to provide the required
access to all relevant data and individuals, and 3) showing interest on the research subject. The
institutions are identified through an official SFD list of registered MFIs. Due to the war
circumstances in Yemen and the budget and time limits of this research work, this study limits the
potential cases to those institutions located in the Capital of Yemen, Sana’a to partially fulfil the
accessibility criterion condition. The researchers interviewed 11 employees from different levels
of management, see Figure 2, and conducted three workshops with 22 participants who are
involved in product development project recently.
Figure 2. The interviewees job positions

58
Since this study is based on qualitative methodology, triangulation was used for the collection of
the primary data. The term Triangulation refers to the combining of several research methods in
order to overcome the weaknesses of a single-shot approach [41]. By considering Yin [40]
recommendations, the researchers take into their consideration to reduce the threats regarding the
study validity and reliability during all study stages. Table 4 summarizes the validity and
reliability strategies of this research based on [40]
Table 4. Summary of the study validity and reliability strategies
Therefore, the current study’s data collection is triangulated by using semi-structured interviews
[39], and workshop discussions [42]. According to Ørngreen, R., and Levinsen, K. [42],
workshops become part of the research design and the data collection, that can be artful if they
were combined with other empirical methods. The second data source is based on literature
reviews and case study documents review that includes process manuals, project files, and
internal policies.
An interview guide is used, where its questions have been linked to the current study objectives
and model as well as a pilot test conducted with one Yemeni MFI. The interviews were digitally
recorded, transcript and saved using Atlas-Ti application. Data analysis started, after reviewing
transcripts with participants, by quotation and coding process conducted using Atlas-Ti for each
case. Second, conducting cross-cases comparative analysis, identifying the overall themes and
consulting the literature for drawing the results. See Table 5 for more information about the
interview guide.
Table 5. Summary of the interview guide
Reference Objective Main interview questions
[6], [10],
[4], [37]
Assessing External
forces and the need for
agility
 What are the external forces that have
affected your institution during the current
crisis and war?
 How would you describe the demand for
microfinance products during the war?
[19], [10],
[6]
Assessing the product
development process
 Have you participated in the development of
innovative or complex products recently? If
yes? Can you mention the latest products?

59
 How do you develop your products? Briefly
explain the development process in your
institution? Please
 Regarding the products you mentioned to me
earlier - what are the most important
problems or challenges you faced in those
projects?
[4], [37] Assessing the
institution’s resilience
 What has helped you to survive? What has
negatively affected your ability to
withstand?
[10], [4], Assessing the
suggested solution
 Do you think there is a need to change your
project management method? And why?
 What are the most interesting practices in
APM, according to what you have seen in
the workshop?
3.1. Case Overview
Cases profile information shown in Table 6. all cases are focusing on providing Islamic loans
products, and only case 1 has additional products which are micro-saving and money transfer. By
comparing the performance indicators, case 2 is the lowest performer with Operational Self-
Sufficiency OSS=41%, Financial Self-Sufficiency FSS=30%. Also, only one institution is
following a written process guideline which is case 1.
Table 6. Cases profiles overview
4. RESULTS
For this paper, the authors reanalysis each case and provide another point of view of the main
study result by re-categorizing its finding result. The reason for that is providing more focused
result regarding this paper’s scope. As a result, all institutions are not aware about APM but in
response to the current turmoil, two of them start to adapt several ad-hock practices that improved
their agility. Therefore, after Scrum fundamentals presentation, and during the workshop

60
discussion most participants from these two institutions, claimed that their current practices were
close to Scrum practices. In the following analysis and discussion, these new practices were
considered. The following list present the main categorization aspects that challenges the
institutions for effectively respond to current environment pressure as well as the possible APM
interventions to overcome these challenges and obtain better resilience and performance.
External challenges:
1. Mainly change in demand and competitive landscape, enforce microfinance cases to
newly adopt a market responsiveness strategy.
Internal challenges:
1. Low Visibility mainly of project requirements, process visibility, and goals and tasks
priority
2. Difficulties to speed up the progress mainly in meeting project deadlines since teams are
dissatisfied due to the high workload and suffered from long overtime hours.
3. Low innovation capabilities mainly in dealing with project’s complexity.
Recommended APM practices:
1. Using visual tools such as a whiteboard, sticky notes, and drawing to communicate the
project plan.
2. Using the iterative planning approach.
3. Updating the project plan in a fixed and short time period such as weekly or biweekly.
Most of the investigated institutions have a good chance to succeed in adopting APM, but five
main enablers have been recognized as the less presented factors which are:
1. Organizational structures are not a project-oriented structure.
2. Partial NPD process formalization is not existing.
3. Supplier/partner are not involved in all stages
4. Project team dedication time for the project is lower than 75% - the recommended time.
5. Team are not locating at the same room
5. ANALYSIS AND DISCUSSION
Current war crisis has caused several market changes that threaten the business continuity of the
investigated institutions. by exploring the external environment forces that affect the operation of
study cases to bring insight into the external pressures that the studied cases faced during the
current crisis. Then, investigating the strategies of the studied cases to deal with these pressures
to determine any alignments between the external pressures and institution strategies that can
make the need for agility a rational idea.
In all cases, the external pressure drives the institutions to change their strategies to be more
responsive regarding the market need. The study shows that more than 15 different type of
challenges exist. These challenges include issues related to the external environment from the
perspective of market changes, and issues related to the resilience capabilities. As mentioned
before, this paper specifically focused on the agility component of resilience model and related
challenges from the perspective of product development agility. Within this framing the main
challenges are analysed and discussed.

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5.1. External Challenges - That Drive the Need for Agility
The themes of the external pressures come from the decline of people's income, security, and
safety issues, which causes changes in demand and competition level in some areas and products.
This study found a rise in the level of competition between the MFIs, contrary to what was
expected, since the literature indicated that the level of competition in most of the microfinance
markets is low [43], [44]. The reason for this change in the competition level is due to the crisis
attributes as what the interviewees pointed to, such as they are looking for the safe and the low-
risk areas, the damage to many good customers and the entry of commercial banks to compete in
one of the microfinance products. Therefore, MFIs started to compete in the low-risk areas and
around the good clients. Also, the good financial return from the social money transfer maybe
encouraged the commercial banks to enter the market. Therefore, all cases adopt newly several
strategies to cope with these external forces.
The main strategy seen to cope with changes in demand and competition level was responding to
the market changes through products innovation. Also, two cases adopt contingency plan as the
main strategy to cope with any disruption for their operations. Table 7 summarizes the external
challenges themes.
Moreover, innovating new products by modifying existing ones or adjusting some products
features has been used to respond to market changes, which allowed the institutions to generate
more revenue and retain its important clients. interviewee 1-p3: “80% of our revenues in this year
came from new products”. Furthermore, all cases avoid developing totally new products in terms
of new to the market. Interviewee 1-p3: “We rely very heavily on market surveying for the
categories of clients who we normally work with. It means it is very dangerous when you are in a
country of conflict and war it is difficult to start a new product offered to a new category”.
Noticeably, business environment turbulence that causes changes in demands and market
direction requires a new business management approach because previous business strategies and
practices would no longer be aligned with the actual environment which involves high ambiguity
due to a lack of enough market information [36].
Table 7 External challenges – agility need
5.2. Internal challenges
By asking the interviewees about the main challenges or problems they faced recently in their
projects, the interviewees identified several obstacles that recently challenge development
projects progress. In Case 1, the interviewees highlighted challenges in acquiring the necessary

62
market information. Due to the unavailability of updated market studies, the institution faces
difficulties in conducting such study by itself because of the geographic fragmentation of the
targeted groups where each targeted area has different requirements and the need to obtain many
security permissions which highly increase the project cost since the alternatives are limited. In
Case 3, the interviewees refer to several challenges such as understanding current development
process as only few key persons are responsible and any changes in the plan should be approved
by them. In addition, the team faced several failures in designing innovative products due to the
lack of understanding the sharia low requirements since the sharia comity usually involved in the
last stage of the projects.
Moreover, the lack of having shared understanding of projects goals and tasks priority between all
departments that involved in the projects impedes the projects progress in Case 1. Interviewee 1-
p5: “The most important problem is not to sense the importance of the project or what we do. As
we face some difficulties with some departments. Also, due to the lack of full-time work in the
project, so we must work outside the working hours and sometimes to late times at night. This
may require doubling the working hours”.
Furthermore, in all cases, teams struggle to meet projects deadlines and suffer from work
overload as well as the long overtime hours. Table 8 shows themes category and the internal
challenges Comparison.
Noticeably, all cases mainly innovate new products by modifying old ones and avoid any
opportunities that required totally new innovative products. The innovation capacity limits,
requirements ambiguity, demotivated team, and lack of several stakeholder involvements seen as
main aspects that leads to limits their innovation capabilities.
Table 8. Comparison of the internal challenges
Challenge Category Case 1: The Bank Case 2: The
Program
Case 3: The
Foundation
Low Visibility - Increases in the
cost of acquiring
the necessary
market
information
- No Shared
understanding of
project goals and
tasks priority
- No product
development
specialist
- No development
guide
- Process
invisibility.
- Can't easily
change project’s
plan
-Lack of -
stakeholders
involvement
Difficulties to speed up
the progress
- Meeting project
deadlines-
currently suffering
from work
overload and the
long overtime
hours
- Meeting project
deadlines-
currently suffering
from work
overload
- Meeting project
deadlines-
currently
suffering from
work overload
Low innovation
capabilities
Some Innovative
and complex
projects failed in
its last stage: due
to low
Avoid complex
product innovation
due to its capacity
limits
Some Innovative
projects failed in
its last stage: lack
of stakeholders’
involvement

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Challenge Category Case 1: The Bank Case 2: The
Program
Case 3: The
Foundation
requirements
accuracy, lack of
stakeholder
involvement
- Team
demotivated -
due to team
allowances
below the market
average. Work
by command
5.3. APM possible intervention
In response to the market turbulent, all cases adapt the strategy of responding to the market
demand and competition changes by innovating new products as the essential strategy that helps
the institution to resist the turbulence. In addition to that, it requires a new business management
way and practices too, aligned with the new strategy and the actual environment [36]. Interviewee
2-p2: “I think that following a systematic mechanism will make the process take longer and we
are now in an emergency situation and we need a quick intervention and the current mechanism
provides this, I think it is the most appropriate. But in the long term, we need to work on both
sides, but at the moment speed is important”.
In two of the investigated cases, the development teams start new ad-hoc practices and adapt
current process for obtaining better flexibility. For example, Case 1 has a well-documented guide
for product development, but the team must bypass or add practices based on the project’s nature,
interviewee 1-p8: “Some changes are made, and the manual is sometimes overridden by the
nature of the project. We may see that some steps are not necessary and are bypassed. And
sometimes some steps are added that we see necessary even if they are not mentioned in the
manual we created, we would innovate them”. On the other hand, Scrum framework only
provides a skeleton of the development process which contains a set of rules that control certain
activities and allows firms and the self-managed team to include various processes and techniques
to obtain better adaptation to different types of projects in the dynamic environment [10], [33].
According to several studies, APM can be adopted out of software field which help institutions
cope with the environment changes and provide better customer response [19], [45]. This study
found that it is a possibile for the investigated MFIs to adopt APM and gain benefits in terms of
maintaining their performance and resilience.
This study used Conforto et al. [19] model to identify the APM practices and enablers gaps which
only considers the most six important practices from 98 practices related to APM and the most 10
important enablers from 41 enabler factors related to APM; which this study finding limits to
these most important practices and enablers according to Conforto et al [19]. By comparing the
APM enablers existing between the three cases, see Figure 3, case 1 has eight enablers out of ten
that are close to the APM enablers that required to favour the use of APM practices, tools, and
techniques. Also, case 2 has seven out of ten enablers, and case 3 has six out of ten enablers.

64
Figure 3. Comparison of the enabler factors
Thus, case 1 and case 2 are the most likely institutions to succeed in adopting APM while case 3
is a less likely institution to succeed. This result can partially explain why case 1 and 2 are most
likely to manage their projects with flexibility.
Moreover, this study investigated the existence of the most APM practices according to Conforto
et al. [19] And by comparing the APM practices gaps between the three cases, the practices of
case 2 are the closest practices to APM practices since five practices out of six are Partially APM
while case 1 has only three practices close to the APM practices and case3 has only one practice
close to the APM practices.
For providing more insight about how APM could contribute to overcome with the findings of the
internal challenges, gaps in practices and enabler aspects linked to the internal challenges and
literature explanations’ evidences have been provided. As a result, using visual artefacts, applying
the iterative planning approach and updating the project plan either weekly or biweekly, having
project-oriented structure, partially standardizing the NPD process, dedicate the core team’s time
for more than 75% to one project, and locating team at the same room are the main factors that
contribute to helping institutions to overcome innovation projects complexity by helping teams
collaborate among themselves and share knowledge and expertise, which adds to their knowledge
and innovation [10]. Also monitoring and updating the project plan weekly or bi-weekly
following the iterative planning approach will contribute to accelerating development speed [10].
As an example, Figure 4 provide a visual summary of the gap in practices for all cases by using
simple median and percentage calculation based on a scale from 0 to 4 where zero reflect Not
Agile practices and four reflect Fully Agile practices.
Figure 4. Result’s summary of the gap in APM practices

65
Additionally, when core teams dedicate full time or more than 75% to one project, they will
participate in increasing project progress [32]. Also involving customers, suppliers, and other
stakeholders in all development stages will help to obtain faster feedback which helps in
accelerating project speed [19]. Moreover, by adopting APM, overtime can be reduced by nearly
two thirds in one year [46].
Furthermore, using visual artefacts, applying the iterative planning approach, and having a
dedicated team will help the team to concentrate on the high priority customer requirements and
only do work that adds value for the customer [19] which contributes to increasing the product
quality and the customer satisfaction [47].
Therefore, when there are lacks market studies and much uncertainty that hinder teams’ ability to
understand the requirements, APM can help when applied at early stages or “fuzzy front end” of
the innovation process stages such as finding an opportunity and envision stages. And by starting
with a simple vision and executing these stages through multiple sprints- iterations- that allow
high customer involvement, multiple tests, and the use of visual methods, which enable teams to
overcome with the problem using trial and error approach [48].
From the perspective of the resilience theory, having the required visibility for better
identification of changes and speed for a faster response to changes can be achieved by
communicating and cooperating for sharing information with suppliers, customers, and other
stakeholders [4]. APM contributes to improving visibility and speed mainly by using visual
artefacts, applying the iterative planning approach, and involving customers, suppliers, and other
stakeholders in all development stages that will help in improving communication, collaboration
and information sharing as well as accelerating development speed [10].
Thus, for achieving better resilience and customer response this study recommends that the
institutions in this study need to conceder several APM practices and enablers. Table 9 provides
themes’ summary of the cases’ agility gaps linked to internal challenges theme and possible APM
values.
Table 9. Main agility gaps linked to the internal challenges

66
6. CONCLUSIONS
This paper presents a series of challenges related to product development during turbulent times
in three MFIs in Republic of Yemen. As well as identifies several rooms of improvements that
APM could help in. Generally, this research work has been focusing on introducing APM to non-
software institutions in Yemen as a potential solution for these institutions to cope with the
current environment turbulences and improve their performance.
Moreover, this study was conducted with only three MFIs in Yemen due to the time limits,
further research for testing the framework is required with more MFIs or with other service
institutions. Also, conducting action research is recommended too.
In addition, this study did not discuss and did not investigate the application of APM on the risk
management practices. Since the risk management is recognized by the literature as an important
aspect in institutions resilience [4], further research may be needed to investigate if APM can help
in improving the institution's ability to manage/mitigate the surroundings risks during crisis times.
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AUTHORS
Nabeel T. Alsohybe, is working as an Associate Professor at the Faculty of
Computer and Information Technology, Sana’a university, Republic of Yemen. He
received his BS degree in Computer Science from San Jose State University, MS
degree in Telecommunication Systems Management from National University, and
PhD in Organization and Management, Information Technology Management from
Capella University, USA.
Nashwan Sabrah, Holding a Master degree in Business Administration, Lebanese
International University, Sana’a, Yemen, 2018. Scrum-Master, open source advocate
and the co-founder of http://nvf.ngo foundation.

AGILE PROJECT MANAGEMENT IN NON-SOFTWARE SECTORS DURING TURBULENT TIMES

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