UNDERSTANDING THE CHARACTERISTICS, BENEFITS AND CHALLENGES OF AGILE IT PROJECT MANAGEMENT: A LITERATURE BASED PERSPECTIVE

International Journal of Software Engineering & Applications (IJSEA), Vol.10, No.5, September 2019
DOI: 10.5121/ijsea.2019.10502 25
UNDERSTANDING THE CHARACTERISTICS,
BENEFITS AND CHALLENGES OF AGILE IT PROJECT
MANAGEMENT: A LITERATURE BASED
PERSPECTIVE
Godfred Yaw Koi-Akrofi1
, Joyce Koi-Akrofi2
and Henry Akwetey Matey3
1,3
Department of IT Studies, University of Professional Studies, Accra
2
PMO Department, Vodafone Ghana
ABSTRACT
The objectives of this study was to bring out the understanding of the concept of agile IT project
management; what it is and what it is not. It was also aimed at comparing the pros and cons of both agile
and traditional methods of IT project management in a typical industry setting; the challenges of going
purely agile, and so on. It is purely a review of literature of peer reviewed papers sourced mainly from
Google Scholar. It was revealed that agile outweigh the traditional methods in terms of benefits, but its
implementation poses a lot of challenges due to a number of issues, paramount among them being
organizational culture and empowerment of the project team. This has resulted in a number of industries
sticking to the traditional methods despite the overwhelming benefits of agile. In another school of thought,
the combination of the two paradigms is the way forward.
KEYWORDS
Project Management, Scrum, Agile, Software, Traditional
1. INTRODUCTION
Seventeen individuals gathered at The Lodge at Snowbird Ski Resort in Wasatch Mountains in
Utah on February 11-13, 2001 to speak, ski, relax and attempt to discover common ground —
and, of course, eat.. What emerged was the Manifesto of Agile Software Development (Retrieved
on 16/06/2019 at https://agilemanifesto.org/history.html).
Since the Agile Manifesto was released in 2001, agile approaches to software development
projects have evolved significantly. According to many, particularly the writers of the manifesto,
agility will become even more essential owing to the recognized reaction to modifications, while
Bennekum and Van Hunt (in [1]) even argue that agile thinking is essential to 21st century
achievement. Agile is a methodology in software application creation that anticipates the need for
flexibility and applies a level of pragmatism to completed item delivery. Agile needs a cultural
change in many businesses because it focuses on the smooth delivery of individual pieces or
components of the software and not the entire implementation.
Agile project management (APM) is the outcome of the agile crusade for software development.
APM is based on a 1986 document published for the Harvard Business Review by Hirotaka
Takeuchi and Ikujiro Nonaka entitled "The New Product Development Game." In this article, the
writers used rugby sport as a metaphor to describe the advantages of self-organizing teams in

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innovative product development and distribution [2]. Agile did not gain so much momentum until
Jeff Sutherland and Ken Schwaber mentioned the first agile software development technique at
the 1995 OOPSLA convention. After the rugby word that defines how teams form a circle and go
to the ball to get it back into play, they called their fresh technique Scrum. At Easel Corporation
in 1993, they first implemented this technique. In their book Agile Software Development with
Scrum in 2002, Schwaber and Beedle wrote about their experiences, followed in 2004 by
Schwaber's book Agile Project Management with Scrum, which included the job Schwaber had
done with Primavera [2]. They discovered that traditional design methods were not appropriate
for empirical, unpredictable and non-repeatable procedures while evaluating popular software
development procedures [3].
Shane Hastie [4] describes how Agile differs from traditional techniques by focusing much more
on team work, collaboration, and self-organization. One of the key to Agile's achievement is
confidence, which must be present between the leader and the team as well as between the team
members themselves. Some of the writers of the manifesto (Andrew Hunt, Arie Van Bennekum,
and Jim Highsmith) also indicated in an interview with Bowles Jackson that the agile strategy is
helpful for all kinds of projects and beyond. Asked directly if agility can be implemented outside
IT projects, Hunt further claims that the agile strategy has little to do with software; instead, it is
all about acknowledging and implementing feedback.
Van Bennekum adds that agile is holistic and applicable in company and life everywhere – he
utilizes it as a notion wherever he is and for whatever he does. In every project facing uncertainty,
the third co-author, Highsmith, thinks it is essential to use agile practices and principles.
However, their foresight and efforts have not been confirmed by the exercise. Berger and
Beynon-Davies [5]reviewed studies that examined the agile strategy in the last century and
discovered that by 2009, almost all of them concentrated exclusively on IT projects; that year,
one paper studied the agile strategy in product development projects.A year on, Doherty[6]
studied agility initiatives in the field of e-learning, while Gonzalez [7] looked at the agile
approach to intellectual property setting-up and management. In summary, only three out of
thirty-three papers did not talk about IT projects [8, 9]
Despite the popularity of and much talked about agile IT project management, the traditional
methods of IT project management are still being used by many companies. The question is then
asked “Is agile IT project management implementation in firms just a mere talk or there are real
challenges or problems to its full implementation?” This work in tends to deliberate on some of
these issues to know the way forward from a literature based perspective.
The objectives of this study are therefore:
1. To help readers understand the concept of agile IT project management
2. To help IT project management practitioners understand the benefits of agile IT project
management over other methods from a literature point of view
3. To help IT project management practitioners understand some of the challenges and
problems associated with the full implementation of agile IT project management in firms
from a literature point of view
4. To offer practical suggestions on how to maintain the momentum of agile IT project
management full implementation in firms to make it a success after its introduction since
2001.

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In the end, the study seeks to contribute to the general body of Knowledge in IT or IS project
management, with agility in perspective.
2. LITERATURE REVIEW
2.1 What is Agile project management?
Agility,from the English Oxford living dictionaries, simply means “moving quickly and easily”.
Applying this same definition to project management, depicts or reveals the sharp move away
from the traditional project management methodology like the waterfall, where we have a number
of steps or processes to go through, one after the other till the last process is finished or executed
before the project ends. These processes are such that one has to be done or finished before the
next process can begin, which in most cases delay projects and also impedes the easy flow of the
project. This write up focusses on software engineering or software development as an IT project,
which is a deviation from all other project management fields like construction, and so on. In
Agile project management, emphasis is placed on the earliest possible time to build the software
and how easily the software is built for the customer as opposed to strict sticking to processes and
complexity of designs and implementation procedures which in most cases result in delays.
According to Vikash Lalsing, Somveer Kishnah and Sameerchand Pudaruth [10], agile project
management is a conceptual software engineering framework in which software is constructed
within a comparatively brief span of time and has several iterations that result in stable software
release. Agile is based on a set of values, according to the Agile Manifesto [11], focusing on
client value, iterative and incremental implementation, intense cooperation, tiny integrated teams,
self-organization, and tiny and constant improvements. Agile management is often said to work
best with tiny teams. The perfect agile project team is tiny, collocated, communicate face-to-face
on a daily basis and has an optimal team size that does not exceed nine individuals, according to
Bustamante and Sawhney [12]. Agile management is often said to work best with tiny teams..
There are many distinct approaches to applying agile methods today, but underlying all the
distinct agile movements are some fundamental ideas that turn traditional methodologies on their
heads.The Agile Manifesto is a declaration articulating four (4) main values and 12 principles that
software developers should use to guide their job according to the authors. The four key
principles indicated in the "Manifesto for Agile Software[3] are:
(1) Individuals and interactions over processes and tools: With agile, the focus is on
harnessing the skills of individuals into a formidable team resulting in constructive
interactions for quick and easy delivery of projects. The focus shifts from the strict adherence
to processes and tools as is the case for traditional methodologies.
(2) Working software over comprehensive documentation: With agile, the focus is on a
software that works rather than focusing on elaborate documentation.
(3) Customer collaboration over contract negotiation: With agile, partnering with the
customer is key to delivering quality software to the satisfaction of the customer than just
insisting on contract terms, where deliverables are limited strictly to contract terms, and there
is no room for flexibility.
(4) Responding to change over following a plan: With agile, there is a lot of flexibility, where a
plan is not sacrosanct, but can be altered anytime there is the need for a change.

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Again, the 12 principles articulated in the Agile Manifesto are:
1. Satisfying customers through early and continuous delivery of valuable work:
Customers are satisfied with quality and early delivery of deliverables. Early delivery of
deliverables does not mean quality is compromised.
2. Breaking big work down into smaller tasks that can be completed quickly:Tasks come
together to form a project, and in this particular case, tasks are mostly deliverables that
represent portions of the main project that can be deployed for use independent of the
other tasks in executing process or yet to be executed.
3. Recognizing that the best work emerges from self-organized teams: Teams are small in
size, and each member has a responsibility to ensure the success of the team. A team
knows that the failure of one means the failure of the team. Jobs do not overlap in a team,
and so failure to do one’s job means a break in the link, and for that matter a looming
failure awaiting the team. A team is not a group where one or two people will be doing
the job on behalf of all the others, and all of them sharing in the success in the end, but
pushing blame on the doers when there is failure. Agility places more emphasis on team
work for excellent delivery where individual skills are harnessed.
4. Providing motivated individuals with the environment and support they need and
trusting them to get the job done: The team members in an agile environment must be
well motivated individuals who receive all the support they need to deliver quickly and
effectively. Trust is key, and so the team members must trust themselves to deliver
together in the first place, and the leader must also trust the team to deliver. Agility will
not thrive in an environment where there is no trust.
5. Creating processes that promote sustainable efforts: Sustained efforts are needed to
carry on to the end, and so the processes that are put in place must be agreed by all.
Ground rules must be set by the team and must be agreed by all to ensure ownership of
processes.
6. Maintaining a constant pace for completed work: Agility requires constant pace so that
projects can be delivered within the shortest possible time. This is key, and without it,
there is nothing like agility.
7. Welcoming changing requirements, even late in a project:Customer sophistication in
terms of requirement changes is one of the main reasons why agility was given birth to.
To deny customers of requirement changes in the course of the project delivery is like
going back to the traditional methods of project management, and not agile project
management employed.
8. Assembling the project team and business owners on a daily basis throughout the
project: Constant monitoring on progress is essential to finishing the project quickly.
This is because, with the daily constant meetings, all the challenges and problems can be
ironed out quickly to allow for progress.
9. Having the team reflect at regular intervals on how to become more effective, then
tuning and adjusting behavior accordingly: Regular team reflections will ensure that
inefficiencies are weeded out as quickly as possible to ensure success at the end of the
day.

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10. Measuring progress by the amount of completed work: Progress is best measured by the
amount of completed work so that strategies can be put in place to ensure the amount of
work uncompleted are completed on time. Progress should not just be measured in the
issues cleared, the number of change requests effected, and so on.
11. Continually seeking excellence: This is the way to go for agile IT project management;
not being satisfied with excellence. Striving to do it better every opportune time is key.
12. Harnessing change for a competitive advantage: Agility should bring about change in
the firm that goes a long way to give the firm an edge over its competitors in the industry.
Just as there are many kinds of projects, there are several distinct approaches to how agile
methods can best be applied. Scrum, extreme project management, adaptive project management,
and dynamic method of project management are some of the most significant ones. Of these,
Scrum's overall model is most frequently used [3]. We take a close look at two of the techniques:
SCRUM and Dynamic Systems Development Methodology (DSDM).
2.2 SCRUM as a technique of Agile Method
A Scrum is merely an agile, lightweight method for managing and controlling software and
product development in fast-changing settings in terms of agile project leadership [3]. We should
be clear about what Scrum isn't. Agile is Scrum is a prevalent misconception, and while Scrum is
indeed agile, it is not the only technique employed for implementing agile principles. Scrum is
just one of many agile product development methods. Other techniques include XP, Crystal,
Driven Development feature, DSDM Atern, and so on [2]. All these techniques are in accordance
with the Agile Manifesto and its related principles. A useful metaphor would be to think of Agile
as an ice cream, while Scrum, XP, Crystal, etc. are all just distinct flavors, such as chocolate,
strawberry, vanilla. All of them are agile; they are good, and many can be combined [2]. Scrum
therefore, is simply an agile technique of delivering iterative and incremental products using
frequent feedback and collaborative decision-making.
Agile project management Scrums are deliberately iterative, incremental procedures based on a
team-based strategy. Given that systems are generally developing today in fluid settings and
quickly changing environments, one of the main reasons for using an iterative method is to assist
manage the chaos that may result from conflicting interests and needs within the project team.
Iterative procedures are also used to assist improve communication, maximize collaboration, and
safeguard the team from disruptions and impediments. Overall, the objective is to produce a
product faster than traditional techniques.
2.2.1 Overview of SCRUM
The Scrum model consists of three main parts: roles, processes and artefacts [3].
a. ROLES
The product owner
According to Jeff Sutherland [13], the product owner:
Defines the product characteristics or features, and also determines the release date and
content
Is responsible for product profitability (ROI)

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Prioritizes market value-based characteristics
Can change or alter the features and priorities every 30 days
Accepts or rejects outcomes or results of job
Basically, the product owner is a functional unit manager who understands what needs to be done
to allow the project and how the construction sequence should advance [3].
The SCRUM Master
The Scrum Master is the role that a team leader project manager has traditionally assumed. This
individual is accountable for several factors, the most significant of which is perhaps the
enactment of Scrum values and procedures and the removal of obstacles [3]. According to Jeff
Sutherland (2005), the Scrum Master:
Ensures full functionality and productivity of the team
Enables close collaboration across all tasks and roles and removes obstacles
Shields the team from external intrusions
Ensures follow-up of the method or process. Calls for daily scrum, iteration review and
meetings planning
The SCRUM team
Typically, the Scrum team is a cross-functional team consisting of five to ten individuals working
full-time on the project. The team is self-organizing, which has been interpreted in different ways,
but most often implies that the role of leadership or management within the team is not fixed or
permanent and changes or varies in process at the moment based on the requirements of the
specific iteration (known as a sprint). It is essential to note that team affiliation or membership
changes only between sprints.According to Jeff Sutherland [13], the Scrum team:
Is Cross-functional, seven plus/minus two members
Selects the objective of iteration and specify the outcomes of the job
Has the right to do all within the limits of the project rules to achieve the objective of
iteration
Organizes itself and its work
Demos work results to the Product Owner
b. PROCESSES
The Scrum process has ﬁve major activities: the kickoff, the sprint planning meeting, the sprint,
the daily Scrum, and the sprint review meeting.
The Kickoff
Similar to the sprint scheduling conference or planning meeting, the kickoff meeting is organized
with the main distinction being that the group defines the high-level backlog for the project and
the main project objectives or goals.
The sprint planning meeting
The sprint scheduling conference or planning meeting is a meeting at the start of each sprint
between the Scrum team, the Scrum master, and the product owner. These meetings are made up
of two components, which can take up to one day.

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PART 1: 2 Major activities:
1st activity: The product backlog is defined by the group, which is basically a list
of project demands or requirements.
2nd
activity: The group determines the sprint objective or goal, which is the
sprint's official outcome(s).
PART 2
The focus of the job is on establishing the sprint backlog in the second portion of the
session or meeting.
The Sprint
The sprint can start once the sprint scheduling or planning meeting has taken place. In a
traditional project, sprints vary from stages or phases in that sprints are restricted to a month-long
iteration process in which the product's functionality is further developed.
Another differentiating factor is that no external influence should be permitted to interfere with
the Scrum team's job during a sprint. This has several potential consequences with the most
significant being that during a sprint it is not possible to change project demands.
Every sprint starts with a regular Scrum session or meeting in many projects, but not all. This
meeting, typically no longer than 15 minutes in duration, is conducted daily between the Scrum
master (who chairs the conference) and the Scrum team. Each member of the squad responds
briefly to three issues in this session:
(1) What have you done since the last Scrum?
(2) Until the next Scrum, what are you doing?
(3) What's preventing you from working?
While it may not be obvious, the daily Scrum is not a problem-solving session and is not really
intended to be a way to gather data about who is behind timetable or schedule (or what). Instead,
the aim of the daily Scrum is both to monitor the team's progress and to allow team members to
commit to each other and the Scrum master so that work can continue as expediently and
unimpededly as possible. At the end of each sprint, the sprint evaluation meeting takes place. The
functionality produced during the sprint is shown to the product owner during the conference.
Perhaps the most distinctive characteristic of this conference from a traditional conference on
project management is that it should be informal and not distracting team members [3].
c. THE ARTEFACTS
This include the product backlog, the sprint backlog, and burn down charts.
Product backlog
The Scrum Product Backlog is simply a list of all things to do within the project in the simplest
definition. It replaces the artifacts of the traditional specification criteria. These items can be of a
technical nature or in the form of user stories, for example, they can be user-centric. The Scrum

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Product Backlog owner is the owner of the Scrum Product. The Scrum Master, the Scrum Team
and other stakeholders are help contribute to have a comprehensive to - do list.
Working with a Scrum Product Backlog does not imply the creation and use of other artifacts by
the Scrum Team is not permitted. A summary of the different user roles, workflow descriptions,
user interface instructions, storyboards, or user interface prototypes could be examples for extra
artifacts. These artifacts, however, do not substitute the Scrum Product Backlog, but complement
its content and detail it.
During the Sprint Planning Meeting, the Scrum Product Owner utilizes the Scrum Product
Backlog to define the team's top entries. Then the Scrum Team determines which objects during
the coming sprint they can finish.
Each Scrum Product Backlog has certain properties that distinguish it from a simple to - do list:
An entry in the Scrum Product Backlog always adds value to the customer
Entries in the Scrum Product Backlog are prioritized and ordered accordingly
The level of detail depends on the entry position in the Scrum Product Backlog.
All entries are estimated
Scrum Product Backlog is a living document
The Scrum Product Backlog does not contain action items or low-level activities.
(Retrieved on 09/06/2019 at https://www.scrum-institute.org/The_Scrum_Product_Backlog.php)
Sprint backlog
The Sprint Backlog is a collection of Product Backlog products chosen for the Sprint, plus a
product Increment delivery schedule and a Sprint Goal achievement schedule. The Development
Team's Sprint Backlog is a forecast of what functionality will be in the next Increment and the
work required to deliver that functionality to a "Done" Increment. The Sprint Backlog shows all
the job identified by the Development Team as needed to achieve the Sprint Goal. It involves at
least one high priority process improvement recognized at the past Retrospective conference to
guarantee continuous improvement. The Sprint Backlog is a plan with sufficient detail to allow
the Daily Scrum to understand changes in progress. The Sprint Backlog is modified by the
Development Team throughout the Sprint. During a Sprint, only the Development Team can alter
their Sprint Backlog. The Sprint Backlog is a highly visible, real-time picture of the work planned
by the Development Team during the Sprint, and it belongs to the Development Team alone.
(Retrieved on 09/06/2019 at https://www.scrum.org/resources/what-is-a-sprint-backlog)
Increment
The Increment is the amount of all the Product Backlog items that were finished during a Sprint
and the value of all prior Sprints increments. The new Increment must be "Done" at the end of a
Sprint, which means it must be in useable condition and meet the definition of "Done" by the
Scrum Team. An increment is a body of inspectable, done work that ends the Sprint with
empiricism. The increment is a step toward a vision or goal. The increment must be in useable
condition regardless of whether the Product Owner decides to release it (Retrieved on 09/06/2019
at https://www.scrum.org/resources/what-is-a-sprint-backlog)
Burn down charts
In contrast to traditional project management, Scrum deliberately focuses on job performed by
using burn-down charts. There are three kinds of burn-down charts frequently used:

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o the sprint burn-downchart documenting sprint progress,
o the release burn-down chart documenting release progress, and
o the product burn-down chart documenting general project progress.
A burn down chart's objective is to provide data in a way that is simple to understand. As such,
each task is typically depicted by time (the display grid's x-axis) and length (y-axis). For example,
the total backlog hours remaining in the sprint per day would be represented by a typical sprint
burn down chart as an estimated amount of time left in the sprint [3].
Typically, the exceptional job is often on the vertical axis in a burn-down chart, with time along
the horizontal. Predicting when all the work is done is useful.. The Development Team updates
the Sprint Burn Down in the Daily Scrum and plots the rest of the day's job. For the following
primary reasons, a burn down chart is almost a "must" instrument for a Scrum squad:
monitoring the project scope creep
Keeping the team running on schedule
Comparing the planned work against the team progression
(Retrieved on 09/06/2019 at https://www.visual-paradigm.com/scrum/scrum-burndown-chart/)
2.3 Dynamic Systems Development Methodology (DSDM) as a technique of agile
method
DSDM is an agile technique focusing on the entire lifecycle of the project. DSDM (officially
known as the Dynamic System Development Method) was established in 1994 after RAD (Rapid
Application Development) project executives sought more governance and discipline in this fresh
iterative manner of working. The success of DSDM is due to the philosophy that "any project
must be aligned with obviously specified strategic goals and concentrate on delivering actual
company benefits early or quickly." They went out with eight principles to support this
philosophy, enabling teams to keep focus and attain project goals.
The eight Principles of DSDM are:
Focus on the business need
Deliver on time
Collaborate
Never compromise quality
Build incrementally from firm foundations
Develop iteratively
Communicate continuously and clearly
Demonstrate control
DSDM is vendor-independent, includes a project's entire lifecycle and offers best practice advice
for project delivery on time, in-budget delivery, with demonstrated scalability to tackle projects
of all dimensions and for any business sector.

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The DSDM promotes the use of a number of established standards or practices, including:
Facilitated Workshops
Modelling and Iterative Development
MoSCoW Prioritization:MoSCoW is a technique for helping to comprehend priorities.
The term MoSCoW itself is an acronym derived from the first letter of each of four
prioritization categories (Must have, Should have, Could have, and Won't have). This is a
method widely used in agile software development methods such as Scrum, Rapid
Application Development (RAD) and DSDM, where a date is set to concentrate on the
most significant demands. The MoSCoW method is a priority technique used in
leadership, business analysis, project management and software development to achieve a
common knowledge with stakeholders on the significance they attach to the fulfillment of
each requirement ; it is also known as MoSCoW priority analysis or MoSCoW analysis.
Although all demands are crucial, priority is given to early delivery of the biggest and
most immediate company benefits. Initially, developers will attempt to implement all the
Must have, Should have and Could have specifications or requirements, but the Should
and Could specifications or requirements will be the first to be withdrawn if the shipping
schedule or delivery timescale appears to be threatened. Compared to solutions such as
High, Medium and Low, the simple English significance of priority classifications has
significance in getting clients to better comprehend the effect of prioritizing.
The categories are typically understood as:
"Must have" Requirements marked as "must have" are critical to the present time box of
delivery to make it a success.If even one requirement is not included, the delivery of the
project should be regarded a failure (note: requirements can be downgraded from Must
have, by contract with all appropriate stake holders;for instance, if fresh demands are
considered more essential). MUST can also be considered an acronym for the Minimum
Usable SubseT.
Should have Requirements characterized as Should have are essential but not needed for
delivery in the current delivery time box. While Should have requirements can be as
essential as Must have, they often aren't as time-critical or there may be another way to
meet the necessity so it can be held back to a future delivery time box.
Could have Requirements characterized as Could have are desirable but not necessary,
and may enhance user experience or customer satisfaction with low development costs.
These will usually be included if time and resources permit.
Won't have (this time)Requirements characterized as Won't have have been agreed by
stakeholders as the least-critical, lowest-payback items, or not appropriate at that time. As
a result, Won't have demands or requirements for the next delivery time box is not
scheduled or programmed in the timetable or plan. Won't have criteria for integration in a
subsequent time box are either dropped or reconsidered. (Note: the word Would like to
have is sometimes used; however, the use is inaccurate, since this last priority obviously
indicates that something is outside the scope of delivery).
Time boxing: Time boxing allocates to each planned activity a fixed time period, called
a time box. Many approaches to project management use time boxing. It is also used for
individual use in a lower time frame to tackle private duties. A time box is a specified

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period of time during which a job has to be achieved in agile software development. Time
boxes are frequently used to handle the risk in developing software. The task of
development teams is constantly to produce a releasable software enhancement or
improvement, time boxed to a particular amount of weeks.
DSDM is designed to be easily tailored to traditional methods such as PRINCE2 ® or to
complement other Agile approaches such as Scrum. DSDM is the backbone of Agile PM ®
(Agile Project Management Accredited APMG) examination. This is the leading Agile Project
management technique in the world and is increasing year after year in popularity.
2.4 Main differences between Agile and Traditional Methods
Agile is different from Traditional methods in many ways. The differences according to Hoda,
Noble, and Marshall [14] are seen in the following areas: the development model, the focus of the
project, the management of the project, Customer involvement, Developers, Technology, Product
features, Testing, and Documentation. Table 1 below shows the comparative chart between Agile
and Traditional methods:
Table 1: Comparative chart between Agile and Traditional methods
Source: Adapted from Hoda, Noble, and Marshall [14]
Realistically, in an IT project management environment, change requests as a result of frequent
changes in customer requirements do occur, but this is not encouraged in traditional methods. In
traditional methods, a lower phase or process group in the development life cycle has to be
completed before moving on to a higher phase. This means that once requirements gathering and
analysis is done, there is a very slim chance of changing requirements later in the development
process, especially in the executing phase. This is resolved with agile methods. With agile
methods, the focus is on the customer, and so requirements are welcomed and worked on
periodically to ensure the satisfaction of the customer at the end of the day.
Aljaž Stare [9] also came out with four main differences between Agile methods and Traditional
methods after an extensive research on agile methods. The differences are captured in the
following headings:
• Requirements and specifications
• Project scheduling
• Team work, and
• The client’s collaboration.

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With Agility, the project team alone is not responsible for preparing requirements/specifications;
it is the responsibility of both the client and the project team (www.agilemanifesto.org).
Requirements are done in more detail at the start of the iterations, but are also considered and
defined at the start of the whole project [15]. It includes an evaluation of functional significance
[16], and revision or changes can be made upon the call of the clients or the project team
members [17]. Moreover, in the project planning phase or later in the iteration planning phase, the
least important features are eliminated [16].For traditional methods, almost the opposite of the
above descriptions do happen; requirements are prepared by the project manager or team (but it
must be emphasized that the project team gets most of the information from interactions with the
client, and so it is not as if there are no collaborations between the team and the client. It is in the
extent of collaboration and the preparation of the requirements document that the client is seen
less), requirements are done at the very beginning of the entire project, requirements revision is
not encouraged, even though can be done if it is of high priority necessity, but can only be
effected with a change request, and lastly, all features are taken care of right from the beginning
of the project to the end.
Traditional methods employ tools and techniques like the Gantt chart, Microsoft project, Critical
path method, and so on to do project scheduling, where a project is normally broken down into
several activities and arranged in order of importance depending on the dependencies, and
executed in that order. In this case, overlapping is normally discouraged since an activity would
have to be performed before another activity can be performed depending on the dependencies.
With agility, the project is split into brief iterations which normally last no longer than eight
weeks (Beck and Fowler in [18];[19]). The scheduling is actually done at the beginning of the
project, while the scheduling of the iteration details is done by the team at the start of the
iterations [20, 21]. Tactics for execution, assignments and performers are determined by the self-
organized team [17, 20, 22], and before the alternatives or solutions are established, test processes
are created [15].
With team dynamics, the traditional methods have the project manager, who is the CEO of the
project delivery team, the subject matter experts which include the technical lead, and the other
members like the change management specialist, public relations officer, and so on. The project
and the whole team are managed by the project manager, and the project delivery or execution is
done by the subject matter experts. On top of the project manager is the programmes manager or
project owner, and on top of the programmes manager is the Steering committee or the Sponsor.
These levels of authority also show escalation levels for issues resolution. With Agility, the team
is accountable for the product's achievement on the market and not only for the project's efficient
implementation, and constructive confrontation is a frequent way to find fresh thoughts and to
solve problems [23]. Team members work in pairs [15, 19, 22), and they meet every day to
discuss job outcomes, thoughts, issues and identify everyday duties [19]. Team members discuss
and learn from their own errors on a regular basis, and following each iteration, the team will
address the adequacy of the necessary assessments, methods and techniques, job errors and
possible future improvements [20, 21].
Traditional methods do not have a representative of the client throughout the process groups; the
client features most at the initial stages of the project, and is seen less after the initiation phase.
With Agility, for further data, the client's representative is accessible 24/7 [17], one is a regular
member of the team and participates actively every day [15]. The client representative
Participates in test procedures implementation [16, 22], tests intermediate outcomes on a regular
basis and reports insufficiencies and mistakes to the team [15], and proposes modifications (extra
work and price, added value) and participates in their assessment.

37
Still on the differences between the traditional view and the agile perspective, Dybå and Dingsøyr
[24] came out with a number of the quite different from the others discussed. Their work is
summarized in Table 2 below:
Table 2: Differences between Traditional view and Agile perspective
Source: Adapted from Dybå and Dingsøyr [24]
The Traditional view adopts single-loop learning in the sense that the structure is fixed; there is
no attempt by anyone to change the structure. The objective is to fix problems within the present
organizational structure so that the system will function better. This makes the Traditional view
rigid. The project manager has to work within prescribed structure or process; in other words, the
project manager has to adapt to the existing structures and processes. On the other hand, the agile
view is flexible, and employs double-loop learning.Double-loop learning is concerned with
understanding the basis for the tasks being completed, rather than a more efficient process for
completing them. It however, does not put aside entirely the existing structures and processes.
Again, Traditional view employs logical positivism, which argues that the only meaningful
philosophical problems are those which can be solved by logical analysis. In other words, a
scientific method or process must be in place to be used by project managers to undergo systems
development or IT project management, rather than John Dewey’s pragmatism which views or
looks at knowledge as arising from an active adaptation of the human organism to its
environment (The agile way).

38
Table 3 below shows the angle Sridhar Nerur, RadhaKanta Mahapatra, and George Mangalaraj
[25] looked at the differences between Traditional and Agile Methods. The sub headings from
which the differences were struck are good headings that can be used effectively to explain the
advantages of both Traditional and Agile methods against each other, as well as the disadvantages
against each other positing them in a particular context. These advantages and disadvantages are
described in detail in the ensuing sections.
Table 3: Critical differences between Traditional and Agile Methods
Source: Sridhar Nerur, RadhaKanta Mahapatra, and George Mangalaraj [25]
2.5 Challenges and disadvantages associated with Traditional Methods and Benefits
of Agile Methods
There are a number of challenges and disadvantages with traditional methods of systems
development like the “waterfall” that make the benefits of agile development methods stand tall.
Some of these disadvantages and challenges are outlined and discussed below:
i. Monolithic and slow [26].
ii. Process management is based on the volume of requirements: the higher the
functionality of the requirements, the longer the delivery time of the project and the
lower the flexibility and productivity of the process [26]. It is heavily dependent on
initial requirements. However, if in any way these demands are defective, the project
will be doomed.
iii. Management principles also contribute to multiple scheduling issues or problems,
such as timely delivery, as it is difficult to predict the precise amount of job engaged
at the planning phase of the project [26].

39
iv. The enormous effort needed during a traditional project's scheduling stage is often so
comprehensive that half (or more) of the project's funds are spent before any
development job starts [3].
v. Definitions of specifications or requirements are often so labor-intensive and
prolonged that the project specifications have shifted or changed before
implementation starts [3]
vi. It is often rigid and resistant to change.
vii. Only at the end is the entire item or product tested. If mistakes or errors are found
late in the process, the remainder of the project may have been impacted by their
presence.
viii. The plan does not consider the changing or evolving requirements of a client
throughout the entire project cycle.
In contrast to the above, Agile has the following advantages:
i. It makes it possible to make modifications after the original scheduling phase. It follows
the changes in customer demands or requirements.
ii. Adding characteristics/features to maintain the product up-to-date with the industry's
recent innovations is simpler.
iii. Project priorities are assessed at the end of each sprint. This enables customers to add
their feedback in order to finally get the product or item they want.
iv. The end-of-sprint testing guarantees that the mistakes or errors in each cycle are captured.
v. Agile practices give people some motivation to cooperate more than traditional
techniques [27].
2.6 Challenges and disadvantages associated with Agile Methods
Despite the many advantages of Agile and the fact that the agile wave is still on, there are still
some challenges implementing agile in organizations today. Most organizations cannot disregard
the agile wave, but the implementation of agile methodologies is likely to present several
difficulties for those steeped in traditional systems development. Some of the known
disadvantages of agile development are as follows:
i. This dynamic methodology is not suitable for processes that require a complex decision
making of formal planning such as construction, manufacturing, military, health care
system among others.
ii. As the initial project does not have a definitive plan, the final product can be grossly
different than what was initially intended.
There are three main reasons why Agile Methods fail in practice:
• Insufficient experience with agile methods: Agile looks simple, but requires a lot of
experience in so many disciplines, especially social and managerial, to success in its
usage. This is what many project management practitioners fail to understand. In terms of
skills and experience of the team, Agile is rated high as compared to low experience of
the traditional methods.
• Little understanding of the wider organizational change needed: Adopting Agile requires
a complete shift from and sometimes the curtailment of the status quo, and this is
understanding is not too clear to managers
• Philosophy or culture of the company in contradiction with agile principles: Any form of
culture of an organization in contradiction to the Agile culture will not augur well for the
thriving of Agile projects. In terms of company culture, Agile thrives better in a low

40
management control environment as opposed to a highly management control
environment for traditional methods for project management [28].
In other literature, from a practitioner point of view, there are 5 main disadvantages of Agile
methodology:
• Less foreseeability:Developers are unable to quantify the full extent of required efforts
for some software deliverables. This is principally true for larger products at the start of
the development life cycle, and eventually leads to frustrations.
• More Time and Dedication:Testers, clients and developers must communicate with each
other on an ongoing basis. This includes countless face-to-face discussions because they
are the best way to communicate. Everyone engaged in the project must cooperate
closely.Daily consumers need to be accessible on each stage for timely testing and sign-
off so designers can mark it off as full before moving on to the next function. This may
guarantee that the item meets the expectations of the customer, but it is burdensome and
time consuming. This requires more time and energy from all involved.
• Greater Developer and Customer Demands:These principles involve close cooperation
and comprehensive participation of users. Although it is an engaging and rewarding
mechanism, it requires a great dedication to guarantee achievement throughout the
project. Customers must be trained to assist in product development. Any absence of
customer involvement will affect the quality and achievement of the software.
• Lack of documentation required:Because software requirements are explained just in
time for development, there is less comprehensive documentation. This means they don't
understand the information of certain characteristics or how they need to conduct when
fresh employees join the team. This generates problems and misunderstandings.
• Project falls off track readily:To get started, this technique requires very little planning
and assumes the requirements of the consumer are constantly evolving. You can see how
this could restrict or slow the agile model with so little to go on. Then, if the feedback or
communication from a consumer is not evident, a developer may concentrate on the
incorrect development areas. It also has the capacity for creeping scope and becomes an
ever-changing product (Accessed on 26th
August, 2019 at https://www.inc.com/adam-
fridman/the-massive-downside-of-agile-software-development.html).
Despite the popularity of the agile wave [11] the rate at which software projects are failing is still
alarming. According to the Standish 2009 Chaos Report [29], the average success rate of all IT
projects is 32 percent, 44 percent were challenged and the failure rate is 24 percent. The success
rate of the project has declined from prior years, with only 32 percent being effective or
successful, delivering them on time, on budget and with all the functionalities needed. 44% of the
projects were questioned or challenged, meaning that either they were delivered late, over budget
and/or with fewer originally planned functionalities. The remaining 24% of IT projects failed and
had to be cancelled before completion and have never been used. In addition, according to Scott
W. Ambler [30], achievement or success levels for agile projects are 60% effective, 28%
challenged, and 12% failures. The success rate for Agile projects is 83 percent for small teams
(less than eleven people), 70 percent for medium-sized teams (between eleven and twenty-five
people), and 55 percent for large teams (more than twenty-five people). Based on these statistics,
it is evident that agile team size directly affects the project's success rate.
Implementing agile technology comes with a lot of challenges for any organization. Employing
the model of Sridhar Nerur, RadhaKanta Mahapatra, and George Mangalaraj [25], we discuss the
challenges one after the other:

41
i. Management and organizational challenges
This is categorized into the following sub headings: Organizational Culture, Management Style,
Organizational Form, and Management of Software Development Knowledge, Reward Systems.
If the management style is that of command-and-control as against leadership and collaboration,
it will be very difficult for the organization to switch to agile development easily and quickly.
The culture of an organization is the way of life of the organization (spoken and unspoken), and if
the way of life of the organization is the mechanistic (bureaucratic with high formalization) as is
the case for traditional system development, it will be very difficult for the it to adopt the organic
(flexible and participative encouraging cooperative social action) in the case for agile systems
development. Lack of management of software development knowledge can also pose a
management or organizational challenge to the adoption of agile technology. This is because for
the success with agile, one has to be abreast with even the management with the traditional
methods, and the benefits with which agility comes to the table.
ii. People
People challenges is categorized into the following: Effectively working in a team, high level of
expertise, customer relationships — commitment, understanding or knowledge, closeness or
proximity, trust, respect. When it comes to team dynamics with agile systems development, a
number of questions do arise. Some of these questions are: what is the recommended size of the
team to achieve high performance and excellent communication? What should be the level of
expertise of the team members? How professional is the team when it comes to dealings with
customers? As has already been established, research work by Scott W. Ambler [29] suggests that
the smaller the team size, the higher the success rate of agile projects. Again, the findings stated
in a study conducted by Ancona and Caldwell's [31] reveals that team size could have a direct
effect on group efficiency and communication. Communication — either the absence of it, or
miscommunication — is one of the root causes of project failure. Large teams are vehicles of bad
communication inherently. This is based on the amount of geometrically, not linearly, growing
channels of interaction [32]. There are three communication channels for a three-member team
and ten for a five-member team, twice the amount of people. But a six-member team has as many
as fifteen channels of communication. This is calculated by the communication channel
complexity (N x (N - 1) / 2), where N is the number of persons in a team.The expertise of the
agile team is crucial to the success of IT projects. Agile systems development depends so much
on team cohesion, and so lack of a good team will spell doom for the projects undertaken by the
team. A good team communicate well with each other and focus on goals and results. Everyone in
the team contributes their fair share and they offer each other support. Team members are diverse
and they have good leadership. They are organized and they have fun. Agile teams should have
good attitudes towards customers because agile methods are customer centered as against
traditional methods where customers only come in at the initial stages of the project management
life cycle. The problem with very technical people is the difficulty in communicating effectively
with customers. Communicating effectively and informally with customers to gather evolving
requirements is a “must have” attribute if one wants to work in an agile team.
iii. Process
With agile systems development, processes are no longer the strict adherence to stage by stage
procedures and elaborate documentation and governance processes, but a flexible approach to
project delivery. This makes agile simple and yet a discipline which requires knack. Lack of these
expertise in itself is enough for agile to be rejected. Agile changes from process-centric to a
feature-driven, people-centric approach. It is short, iterative, test-driven development that

42
emphasizes adaptability, and managing large, scalable projects. Another issue is in the selection
of an appropriate agile method.
iv. Technology (Tools and Techniques)
This challenge is related to the suitability of current technology and instruments and fresh skill
sets — refactoring, configuration management, and so on. It is very difficult, in fact almost
impossible for an organization to change its technology, tools and methods to a new one when the
current one they are using is working perfectly and achieving great results for them. This is why
most organizations find it difficult to adopt agile after using the traditional methods for a long
time and working perfectly for them. Coupled with the new skill sets that they have to acquire
even makes them reluctant the more.
CONCLUSION
Pedro Serrador and Jeffrey K. Pinto [33]evaluated the impact of agile use in organizations on two
aspects of project success using a data sample of 1002 projects across various sectors and nations:
effectiveness and general stakeholder satisfaction with organizational objectives. They also
examined the moderating impacts of factors such as perceived quality of project vision / goals,
complexity of the project, and experience of the project team. Their results indicate that both
dimensions of project success are positively affected by Agile methods.
With all that have been discussed so far in this work relating to the benefits of both the traditional
methods and agile methods and the their disadvantages, coupled with some empirical proofs, as is
the case in the work of Pedro Serrador and Jeffrey K. Pinto [33], and industry information, it is
clear that Agile methods are gaining and enjoying more popularity among industry players due to
the overwhelming benefits over the traditional methods. Despite this, traditional methods
continue to be the easy choice of many industries when it comes to IT projects and systems
development because change is a difficult thing, and moreover a change that has to do with a total
re-orientation of the status quo and the development of new skills all together. Some of these
skills has to do with working effectively in small teams, being focused all the time, frequent
reporting, presentation skills, customer involvement skills, understanding and ability to capture
requirements quickly and also ability to modify requirements quickly, ability to take decisions
quickly, ability to work without supervision, and so on. These re-orientation and skills gap
normally do prevent industries to go all out for agile. Again, qualitative research with interviews
with PMP and Prince2 and Agile communities revealed that for agility to be successful, two
factors have to be addressed organizationally: organizational culture and the empowerment of the
project team [34].
In another school of thought (views resulting from an interview with 5 selected seasoned or
experienced IT programme managers), the way forward or the future is about harnessing and
connecting the strengths of the two (Traditional and Agile).
As much as there is a need to churn out Products quickly, it is also very essential to deliver
without chaos. Business Objectives for every Product require monitoring to ensure value delivery.
Keeping focus does not mean use of strict Waterfall approach. A balance can be maintained by
delivering Overall objects in sprints. The end goal can be delivered piece meal in a continuous
cycle until total objects have been realized.
Furthermore, the question “why do we want to go agile?” is more important than just looking at
the benefits of Agile, and wanting to implement it. Every organization should thoroughly
consider why they need to be agile, how agile they really need to be, and what kind of agile

43
projects they need to be? They can begin discussions and planning to decide the correct agile
methodology after answering these questions [28].
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