Multi-Dimensional Success Factors of Agile Software Development Projects

Abstract

This paper focuses on providing a multi-dimensional view of success factors in agile software development projects. This paper starts by surveying the literature for the success factors of agile software development projects. Therefore, it surveys the success factors that were published in research papers, articles, and technical reports related to actual agile projects. For facilitating the understanding of the success factors, the researchers classify them into five categories: organizational, people, process, project, and technical. In addition, the researchers classify the success factors into main success factors where each main success factor is decomposed into a set of sub success factors. This classification helps in reaching to a multi-dimensional view of success factors and makes them more applicable. Then, the researchers propose an approach for evaluating the adherence of these success factors in the agile projects. The proposed approach can be used to reveal the current state of the success factors as an introductory step to enhance their adherence.

Full text

International Journal of Computer Applications (0975 – 8887)
Volume 118 – No.15, May 2015
23
Multi-Dimensional Success Factors of Agile
Software Development Projects
Nagy Ramadan Darwish
Department of Computers and Information Sciences
Institute of Statistical Studies and Research
Cairo University
Cairo, Egypt
Nancy M. Rizk
Arab Academy for Science Technology & Maritime
Transport
Cairo, Egypt
ABSTRACT
This paper focuses on providing a multi-dimensional view of
success factors in agile software development projects. This
paper starts by surveying the literature for the success factors
of agile software development projects. Therefore, it surveys
the success factors that were published in research papers,
articles, and technical reports related to actual agile projects.
For facilitating the understanding of the success factors, the
researchers classify them into five categories: organizational,
people, process, project, and technical. In addition, the
researchers classify the success factors into main success
factors where each main success factor is decomposed into a
set of sub success factors. This classification helps in reaching
to a multi-dimensional view of success factors and makes
them more applicable. Then, the researchers propose an
approach for evaluating the adherence of these success factors
in the agile projects. The proposed approach can be used to
reveal the current state of the success factors as an
introductory step to enhance their adherence.
Keywords
Success Factors, Agile Methods, Agile Projects, Software
Development projects.
1. INTRODUCTION & BACKGROUND
Software is a necessity and used in many industries and
organizations with different disciplines. However the number
of successful software projects is few comparing to the total
number of software development projects. Figure 1 illustrates
the percentage of successful, challenged and failed software
projects from year 2004 to year 2012 resulted from CHAOS
manifesto [1].
Fig 1: Project resolution results from CHAOS research
from years 2004 to 2012
From the figure, we find that around 60% of the projects were
challenged or failed through years 2004 to 2012 and this
considered as high percentage of failure. Therefore, many
researches proposed many substitutes and efforts in software
development process. A booming trend in software
development is the agile methodology. It provides more
flexibility in software development process such as quick
delivery, simple phases, concerning on changes of
requirements and also strong communication between
developers and customers. All these factors are strongly
contributes to a successful software development process [2].
The word agile means the ability to move easily and quickly
[3]. An adaptive agile method in software development
indicates that agile method provides the flexibility to adapt to
changes over time. The key intent of agile solution delivery is
to provide value to an organization in increments, which are
adjusted and built over time into a scalable solution [4].
Agile was introduced to overcome the problem of waterfall
methodology in early 90’s. Agile is an iterative
approach to software development using shorter and
lightweight development cycles and some different
deliverables [2]. Highsmith,2010 described agile methods,
that its formula of success is deliver today, and adapt
tomorrow[5]. Agile software development manifesto was
developed by the agile alliance group, to state for: [6] We are
uncovering better ways of developing software by doing it
and helping others do it. Through this work we have come to
value:
"Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on the right,
We value the items on the left more."
Agile methods are based on 12 main principals as defined by
the agile manifesto [7]. The life cycle phases in agile software
development start with project initiation which is creating the
project team, plan the requirements
and resources needed. Second phase is to release the
deliverable by iteration process in time box form. Each
time box consists of plan, developed and reviewed process. It
will have specific time to be deliverable. This
iteration process will take place until all the requirements
are coped and agreed by both customers and the project team.
Then, the project is closed [2].
Agile software development processes include Scrum,
Extreme Programming (XP), Open Unified Process
(OpenUP), agile instantiations of Rational Unified Process
(RUP), and Agile Modeling (AM) [8]. There are many more
methods than the previous ones but those are the most
common in agile methods[9]. Agile methods provide more
advantages than traditional methods; agile methods break
tasks into small increments with minimal planning, they
involve efficient and face to face communication with

International Journal of Computer Applications (0975 – 8887)
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customers making the customer an active point in the
development process. “Stand ups” are a brief session where
team members report to each other what they did the previous
day, what they intend to do today, and what their roadblocks
are, and finally specific tools and techniques are often used to
improve quality and enhance project agility [10].
However not only choosing the suitable agile method is the
key success factor in software development but there are
many success factors that contribute to the agile methods in
order to raise the percentage of success of the software.
The Critical Success Factor (CSF) approach for identifying
and measuring an organization’s performance was first
developed by Rockhart (1979) and later on refined and
became well- established [10]. CSF is defined by Bullen and
Rockhart (1981) as ‘‘the limited number of areas in which
satisfactory results will ensure successful competitive
performance for the individual, department or organization.
CSF’s are the few key areas where ‘things must go right’ for
the business to flourish and for the managers goal to be
attained’’ [11]. That was a definition for the critical success
factors in general but in this paper we will study the success
factors for agile software development projects.
In this paper we are going to survey the literature for the
success factors of agile methods in software development,
classify them into dimensions then into main success factors
and sub success factors to reach a narrowed number of
success factors to be more understandable and applicable.
This process is illustrated in figure 2. In order to evaluate the
adherence of these success factors in the agile project we
proposed an evaluation approach that conducted a
questionnaire and the methodology of analyzing this
questionnaire, also an algorithm was written and a flow chart
was drawn to explain the proposed approach.
The rest of the paper is organized as follows: section 2 covers
related work, section 3 covers the surveyed success factors,
section 4 covers the proposed success factors framework,
section 5 covers the proposed evaluation approach, section 6
covers the conclusion and future work, and finally the
references can be found in section 7.
2. RELATED WORK
There are many related work found in literature and we can
classify them according to the research methodology
performed. One based on case study or questionnaire analysis,
two based on literature survey, and third based on
comparative study with another research.
 For the comparative based study we surveyed only
one paper. [12] The paper presented a literature
survey of critical success factors that impact
software projects. Forty-three articles from the years
1990 to 2010 were analyzed to develop a list of
critical factors that specifically affect the success of
software projects. The method of content analysis
and frequency analysis was adopted. Twenty-six
critical success factors were found to be related to
software project success. The study suggested that
organization or project manager is attentive to
control the top five critical factors to drive towards
project success since the percentage of frequency of
occurrences for each is more than 50%. It found that
the factors of clear and frozen requirements,
realistic estimation of the schedule and budget, and
a competent project manager are the five most
critical success factors of software projects.
Fig 2: process of narrowing down the success
factors
 For the literature based study we surveyed two
papers, one book and two IEEE articles. The book
[13] mentioned the key success factors for agile
methods software development, it mentioned that
most critical success factors depend on the point of
view of the project manager so it advised the project
managers to pick the success factors that will bring
more return on investment and implement them.
The article [14] was talking about the failure factors
of the agile software and we get the opposite as
success factors. The other article [15] was talking
specifically about the people factors in software
development and how this factor can lead to the
success of the project. The papers [2] and [16]
surveyed the literature for the critical success
factors in agile methods and mentioned them. Only
paper [16] classified the factors under three
categories; technical, organizational, and people;
and developed a framework for these factors.
 For the case study based we surveyed seven papers.
Paper [17] presented an investigative study of the
main factors that affect IT projects success in Saudi
Arabian public organizations. A two-phase
approach has been adopted combining qualitative
and quantitative research methods. Phase 1,
performed a qualitative approach using semi-
structured interview method was used to collect and
analyze the data, and the findings of this phase
proposed seventeen factors. Then, in phase 2, a
quantitative approach using questionnaire method
was used to assess and validate the outcomes of
phase I. The results of the questionnaire confirmed
the importance of those seventeen factors, and the
critical success factors of IT projects in Saudi
Arabian public organizations to be found are:
project management, project team competency,
communication management, top management
support and commitment, strategic planning,
training and education, partners and suppliers
management, and stakeholders management.
 Paper [18] used views of skilled and experienced
project managers to explore the contribution of
success factors and management approach to project
success. This study used a sample of 519 project
managers with experience leading or working on IT
projects and employed a two phased research
approach by employing a frequency analysis of
project manager preferences for the entire sample
followed by a Q analysis to evaluate and group a set

International Journal of Computer Applications (0975 – 8887)
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of critical success factors and provided an
explanation for those critical success factors.
 Paper [19] investigated two agile software
development teams in an open source organization
based on an explorative research design. The focus
was on the empirical identification of success and
failure in the application of agile methods in teams
with open source background, structure and
characteristics and in comparison with the literature
findings. The findings are currently induced from
the interview data. They included four success and
two failure factors.
 Paper [25] applied the twelve agile development
principles, and adaptive project management life
cycle model to case study of J group, it identified
the critical success factors of running Scrum as
follows: 1) building learning organization and a
self-managing group with Scrum; 2) professional
agile development and release capability; 3) explicit
the process of project management. J group as a
pioneer Scrum agile software development
practices, realizes the productivity of significant
promotion and cost reduction, accelerates the
product to the market, improves customer
satisfaction and achieves a more transparent
development process and higher predictive
capability. The study aims to improve the success
rate of the running Scrum.
 Paper [20] A five-round Delphi study was
conducted to determine the degree to which the
Team Software Process (TSP) can address the
identified critical success factors for software
projects. Three high-reputation and high-caliber
experts participated in this study. Our results found
agreement among the experts that the TSP provided
the ‘Best Practices’ for addressing 14 critical
success factors. The experts also agreed that the
TSP provided a ‘Very Good’ framework for
addressing 4 critical success factors. Our findings
further suggested that 6 critical success factors were
addressed by the TSP at a ‘Good’ level; only 1
critical success factor was addressed to a limited
degree and none of the critical success factors were
addressed at the ‘Fair’ level.
 Paper [21] aimed to identify and assess the critical
success factors for projects in Ghana, The study is
an exploratory approach, utilized a survey method
to collect data on project management practices of
Ghanaian organizations. Results of the study
indicated that the critical factors that contribute to
the questionnaire and applied knowledge creation
theory to analyze the open source software
community to find the critical success factors of
agile software projects improvements.
 Finally paper [10] performed quantitative survey
among Agile professionals, gathering survey data
from 109 Agile projects from 25 countries across
the world. Multiple regression techniques were
used, both at the full regression model and at the
optimized regression model via the stepwise
screening procedure. The results showed that only
10 out of 48 hypotheses were supported.
3. SUCCESS FACTORS
The Critical Success Factor (CSF) approach for identifying
and measuring an organization’s performance was first
developed by Rockhart (1979) and later on refined and
became well- established [10] . CSF is defined by Bullen and
Rockhart (1981) as ‘‘the limited number of areas in which
satisfactory results will ensure successful competitive
performance for the individual, department, or organization.
CSF’s are the few key areas where ‘things must go right’ for
the business to flourish and for the managers goal to be
attained’’ [11].
That was a definition for the critical success factors in general
but in this paper we will study the success factors for agile
software development projects. We will survey the literature
for critical success factors or success factors and list them all.
Many researches in the literature classify the success factors
into categories concerning technicalities, project, people,
organization…etc. The categories are not the same in every
research, so we preferred not to classify the success factors.
The collected success factors are summarized in table1.
Table 1. Success factors for agile projects
#
Success factor
Publication
1
Clear requirements and
specifications
[22],[16],[15],[20],[13]
2
Clear objectives and goals
[22],[12],[14],[16],[20],[1
3],[24],[1]
3
Realistic schedule
[22],[12],[20],[13],[24],[1
]
4
Support from top
management
[2],[14],[20],[13],[17],[24
],[1]
5
Effective project
management skills
[22],[13],[17],[23],[24]
6
User involvement
[22],[13],[2],[12],[15],[12
],[20],[13],[17],[24],[1]
7
Effective communication
and feedback
[22],[2],[13],[16],[13],[17
],[23],[24]
8
Corporate culture
[2],[12],[14],[15]
9
Simplicity in process
[2],[22],[13]
10
Time allocation
[2],[12]
11
Team size
[2],[21]
12
Active testing
[2],[15]
13
Code review
[2]
14
Team Environment
[12],[21]
15
Team Capability
[12],[22],[14],[15],[21],[2
0], [13],[17],[23],[24]
16
Project Management
Process
[12],[22],[16],[20],[13],[1
7],[1]
17
Project Definition Process
[12]
18
Delivery Strategy
[12]
19
Project Nature
[12]
20
Project Type
[12]
21
Realistic budget
[22],[20],[13],[24],[1]
22
Familiarity with
Technology
[22],[13],[17]
23
Minimum change in
requirements
[22],[2],[13]
24
Risk management
[22],[16],[13],[17],[24]
25
Configuring the necessary
[14].[1]

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tools and infrastructure
26
Using advanced
technology
[14],[16],[17],[24]
27
Selecting proper agile
method
[13],[12],[24].[1]
28
Accurate estimates of
project resources
[16],[24],[1]
29
Good reporting of project
status
[16]
30
Ability to handle the
project's complexity
[16]
31
Stakeholder politics
[16],[24]
32
Commercial pressures
[16]
33
Team distribution
[15]
34
Decision time
[15]
4. PROPOSED SUCCESS FACTORS
FRAMEWORK
After surveying the literature for the success factors in agile
methods or software development we will come up with our
proposed success factor framework depicted in Table 2. The
proposed success factors framework classifies the collected
success factors into 5 dimensions; organizational, process,
project, people and technical. Under each classification we
have main success factor and sub factor(s). We may have
main success factor with no sub factors because we didn’t find
suitable sub success factors from the literature. We have to
note here that the classification and the division of main and
sub factors are from the authors point of view.
A. Organizational factors
The Organization has a great effect on the success of the
project. The culture can influence many things in the agile
software development. We can see from the framework in
figure 1, that corporate culture includes support from top
management in the agile software development process, it can
affect how the user is involved into the software development
process and finally it determines the environment where the
team of the software development operates.
 Corporate culture
 Support from top management
 User involvement
 Team Environment
B. Technical factors
Technical factors are factors that have an impact on how a
project operates and are related to the software, technology or
hardware used within the project development process [18].
We mentioned two main factors which are selecting proper
agile method according to the project conditions and
constraints, and usage of advanced technology in the project
 Selecting proper agile method
 Configuring the necessary tools and
infrastructure
 Using advanced technology
 Familiarity with Technology
C. People factors
The success of a software development project is often related
to people factors. Human resources factors are also
hypothesized as important factors for the success of agile
software development projects [12].
Under this dimension we have the user involvement and team
capability main factors and below each one of them we have
other sub factors, e.g. under the team capability there are the
effective skills required to manage the project, the ability of
the team, project manager to handle the project’s complexity,
perfectly manage the decision time required, and effective
communication and feedback with the user or within the team
for each task required.
 User involvement
 Handling commercial pressures
 Stakeholder politics
 Team Capability
 Effective project management skills
 Ability to handle the project's complexity
 Decision time
 Effective communication and feedback
D. Process factors
Process factors are those related to the tasks process or
functions of the project itself e.g. testing and reviewing the
code of the software, reporting of the project status , and risk
management. Below is our main and sub factors classification
of the process success factors.
 Project Management Process
 Minimum change in requirements
 Simplicity in process
 Good reporting of project status
 Project Definition Process
 Risk management
 Time allocation
 Accurate estimates of project resources
 Active testing
 Code review
E. Project factors
Project factors are those concerned with the project of agile
software development from setting clear objectives and goals,
determining project type and nature, setting the project
schedule, estimating realistic budget, and specifying clear
requirements and specifications.

International Journal of Computer Applications (0975 – 8887)
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Table 2. Proposed framework for success factors of agile projects
 Clear objectives and goals
 Project Type
 Project Nature
 Realistic schedule
 Realistic budget
 Team distribution
 Team size
 Clear requirements and specifications
5. PROPOSED EVALUATION
APPROACH
In this section we are going to propose an approach for
evaluating the adherence of the success factors in agile
projects. We are going to propose an adapted questionnaire
then describe the data analysis should be used to get results of
the questionnaire that evaluate the adherence and existence of
the success factors in agile projects. The data analysis of the
questionnaire includes analysis of one success factor, or all
success factors. An algorithm and a flow chart were provided
for implementing the proposed approach and evaluating the
success factors in an agile project.
A. Questionnaire Structure
A survey method should be used to gather data. The
target population should be agile approach projects.
The questionnaire is inspired and adapted from [10] and
[17]. There are three sections in the questionnaire:
 SECTION A on the project demographic data, and
agile project information. This section sought data
on the age or longevity of existence of the
organizations, form of organization, nature of
ownership, organizational structure, respondents’
function, name of the project, size of the project in
terms of time, budget and number of team members,
staff strength, and agile method used. Estimated
number of questions in this section is 10 questions.
 SECTION B on success factors existence in the
project environment. In this part we have five
dimensions of the success factors (organization,
people, process, project and technical) and under
each dimension we have the main success factors
and their sub factors. A 5-point Likert scale is used
to reflect the level of existence of the sub factors
and the main factors. Estimated number of questions
in this section is 33 questions (note: we would
consider the main factor to be an independent
question for the sake of double checking the
answers of the respondent).
 SECTION C for additional comments, where
respondents are invited to enter any feedback or
thought on a free text area.
A proposed form of the questionnaire is going to be
like figure 3.
Dimension Main Success Factors Sub Success Factors
Support from top management
Team Environment
Handling commercial pressures
Stakeholder politics
Effective project management skills
Ability to handle the project's complexity
Decision time
Effective communication and feedback
Minimum change in requirmeents
Simplicity in process
Good reporting of project status
Risk management
Time allocation
Accurate estimates of project resources
Active testing Code review
Project type
Project nature
Realistic schedule Team distribution
Team size
Clear requirements and specifications
Selecting proper agile method Configuring the necessary tools and infrastructure
Using advanced technology Familiarity with technology
Technical
Corporate Culture
User involvement
Team Capability
Project management process
Project definition process
Clear objectives and goals
Realistic budget
Organizational
People
Process
Project

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Fig 3: Proposed Questionnaire form
B. Data analysis
After distributing the questionnaire over the
organizations that adopt agile methods projects and
collecting the data, data analysis should be applied
in order to get the results of the degree in which
each success factor exists in each project under
survey.
To calculate the degree of existence of one factor
we calculate the summation of corresponding value
of each sub-factor and then obtain the results as
follows
- Zero – (1* no of sub-factors) the result is
very poor,
- (1* no of sub-factors) - (2* no of sub-
factors) the result is poor
- (2* no of sub-factors) - (3* no of sub-
factors) the result is good
- (3* no of sub-factors) - (4* no of sub-
factors) the result is very good
To calculate the degree to which all success factors
exist in the project, we calculate the summation of
the corresponding values for all of the success
factors and then obtain the results as follows:
- Zero – (1* no of success factors) the result
is very poor,
- (1* no of success factors) - (2* no of
success factors) the result is poor
- (2* no of success factors) - (3* no of
success factors) the result is good
- (3* no of success factors) - (4* no of
success factors) the result is very good
To get the average existence of the success factors
in the project we calculate the summation of the
corresponding values for all of the success factors
and divide it over the number of questions in
section-B and also obtain the results as the previous
part.
C. Algorithm and flow chart for applying the proposed
approach
The proposed approach for the evaluation of the adherence of
success factors in agile project is being depicted using an
algorithm as in figure 4 and the flow chart in figure 5. The
algorithm and flow chart demonstrate mainly the data analysis
of the questionnaire including analysis of one success factor,
or all success factors. An algorithm and a flow chart were
provided for implementing the proposed approach and
evaluating the success factors in an agile project.
Fig 4: Algorithm of the proposed evaluation approach
Section A: Company data and project information
Q1:
Q2:
Q..
Section B: Success Factors
Dimension a (Organization)
Choose the correct existence level Very Poor Poor Not Exists Good Very Good
(Main Success factor) Corporate Culture
Sub factor1: Support from top management
Sub factor2: Team environment
Section C:
Additional Comments or Feedback

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Fig 5: Flow chart for the proposed evaluation approach
6. CONCLUSION & FUTURE WORK
In this paper we attempted to review the important factors for
the success of agile software development projects. We have
presented a conceptual framework illustrating five dimensions
of success factors of agile projects ,the main success factors
and the sub success factors under each dimension to reach for
a narrowed number of success factors for more
understandability and applicability. And finally proposed an
approach for evaluating the adherence of the success factors in
an agile project providing data analysis method, and the
algorithm and flow chart for performing or implementing the
approach. Since we only provided a theoretical approach so
we need to practically implement it on many agile software
development projects in the future, and also some statistical
studies can be performed to minimize the number of success
factors to reach for the critical success factors.
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