Agile Software Development Projects Research Articles

Early Estimation in Agile Software Development Projects: A Systematic Mapping Study

Estimating during the early stages is crucial for determining the feasibility and conducting the budgeting and planning of agile software development (ASD) projects. However, due to the characteristics of ASD and limited initial information, these estimates are often complicated and inaccurate. This study aims to systematically map the literature to identify the most used estimation techniques; the reasons for their selection; the input artifacts, predictors, and metrics associated with these techniques; as well as research gaps in early-stage estimations in ASD. This study was based on the guidelines proposed by Kitchenham for systematic literature reviews in software engineering; a review protocol was defined with research questions and criteria for the selection of empirical studies. Results show that data-driven techniques are preferred to reduce biases and inconsistencies of expert-driven techniques. Most selected studies do not mention input artifacts, and software size is the most commonly used predictor. Machine learning-based techniques use publicly available data but often contain records of old projects from before the agile movement. The study highlights the need for tools supporting estimation activities and identifies key areas for future research, such as evaluating hybrid approaches and creating datasets of recent projects with sufficient contextual information and standardized metrics.

What helps Agile remote teams to be successful in developing software? Empirical evidence

Software development firms have specific goals but today's dynamic business environment, especially regarding the use of remote teams, presents great challenges due to uncertainties and multiple risks. This study investigates the facilitators of the success of Agile software development projects delivered by remote teams. We employ a conceptual research model founded on the technology-organization-environment (TOE) framework. The study contributes to the literature by exploring how remote teams affect the success of Agile software development projects. Partial least squares structural equation modeling (PLS-SEM) analysis of the data collected from 198 IT professionals revealed that perceived pressure from government, job performance, and team satisfaction are significant in explaining these projects’ success.

Perceived impact of agile principles: Insights from a survey-based study on agile software development project success

ContextAgile methodology has emerged as a fundamental framework guiding software development projects, emphasizing values and principles for achieving successful project outcomes. Despite the widespread recognition of the importance of agile principles, there remains a gap in empirical research investigating their actual impact on agile project success. ObjectiveThis research aims to examine the relationship between agile principles and project outcomes and provide empirical evidence supporting the importance of agile principles in achieving success in agile software development (ASD) projects. MethodA total of 298 Agile project practitioners participated in an online survey between August and September 2023 to test this study's research model using the partial least square structural equation modeling (PLS-SEM) method. ResultsWe find a significant relationship between adopting agile principles and project success, with regular delivery, technical excellence, team member proactivity, and customer collaboration showing the highest impact on Agile project success. However, process simplicity was found not to be significant in the study. ConclusionsOur analysis verifies the importance of Agile principles and suggests areas for further study to successfully understand their impact on Agile projects. The findings contribute to the ongoing discourse on agile principles and their impact on software development project success, opening avenues for future research and the refinement of agile methodologies. These insights could assist organizations in optimizing Agile practices and decision-making, leading to more successful and efficient software development projects.

Navigating social debt and its link with technical debt in large-scale agile software development projects

Agile methodologies have emerged as transformative paradigms in the ever-evolving software development landscape, emphasizing iterative development, customer collaboration, and adaptability. As the scope and complexity of projects and organizations expand, applying agile principles within the context of Large-Scale Agile Development (LSAD) encounters distinctive challenges. The majority of challenges encountered in LSAD, technical and non-technical, are attributed to the accrual of social debt. However, a conspicuous gap remains in understanding and addressing social debt in LSAD. This study aims to fill this void by investigating social debt in LSAD through an in-depth industrial case study with a leading Nordic company specializing in telecommunications software and services and focusing on producing secure 5G network solutions. The study investigates the causes of LSAD’s social debt and examines its impacts on secure 5G telecom software development. By addressing these objectives, this research sheds light on a critical aspect of LSAD’s social debt, caused by 3C challenges(communication, coordination and collaboration), social confines challenges, community smells challenges, and organisational social challenges in the telecom sector that have been underrepresented in the existing literature.

A systematic literature review on characteristics of the front-end phase of agile software development projects and their connections to project success

ContextSoftware development of new products and services often involves a front-end phase where user needs are analysed, costs and benefits are estimated, and initial plans are created. GoalThis study aims to learn more about how the introduction of agile software development has affected practices and outcomes related to cost and benefit estimation in this front-end phase and to understand better what would improve this phase. MethodWe identified, reviewed and aggregated the results from 42 relevant research articles by searching literature databases and snowballing relevant articles. ResultsThe front-end phase of agile was found to be, on average, similar and just as comprehensive as that of non-agile software development. This may be unfortunate, given the finding that more successful agile software development is connected with less detail in cost estimation and planning-related activities. A less comprehensive front-end phase may be especially beneficial for low-risk agile software development. ConclusionThe results of this review suggest that agile principles, so far, have had a limited influence on the front-end phase. We recommend more flexibility and context-dependency in how the front-end phase of agile software development is conducted, including less comprehensive estimation and planning activities for low-risk software development contexts.

Causes and Mitigation Practices of Requirement Volatility in Agile Software Development

One of the main obstacles in software development projects is requirement volatility (RV), which is defined as uncertainty or changes in software requirements during the development process. Therefore, this research tries to understand the underlying factors behind the RV and the best practices to reduce it. The methodology used for this research is based upon qualitative research using interviews with 12 participants with experience in agile software development projects. The participants hailed from Austria, Nigeria, the USA, the Philippines, Armenia, Sri Lanka, Germany, Egypt, Canada, and Turkey and held roles such as project managers, software developers, Scrum Masters, testers, business analysts, and product owners. Our findings based on our empirical data revealed six primary factors that cause RV and three main agile practices that help to mitigate it. Theoretically, this study contributes to the body of knowledge relating to RV management. Practically, this research is expected to aid software development teams in comprehending the reasons behind RV and the best practices to effectively minimize it.

Agile software development projects–Unveiling the human-related critical success factors

ContextInvestment in information technology is associated with better business performance when its implementation is successful, but it has high costs in case of failure, especially for large software development projects, which typically have the highest failure rates. Agile methodologies emerged with the expectation of reducing the risk of software development project failure. ObjectiveThis research aims to answer the following question: What are the human-related critical success factors for agile software development projects to succeed? The research model comprises four explanatory variables (team capability, customer involvement, psychological safety, and team autonomy) and one dependent variable (success of agile software development projects). MethodA questionnaire-based survey was carried out, resulting in 177 valid responses. A Partial Least Squares (PLS) analysis was performed to test the theoretical model. ResultsThe findings indicate that team capability and customer involvement have the strongest effects on the success of agile software development projects. The results also show that psychological safety is a significant indirect success factor and that team autonomy appears to have a competing dynamic with psychological safety on the other two factors. ConclusionTo the best of our knowledge, this is the first study to examine the direct impact of psychological safety and its indirect effect, mediated by team capability and customer involvement, on the success of agile software development projects. The mediation, moderation, and direct effects are studied, offering theoretical and practical insights.

Integrating Generative AI for Advancing Agile Software Development and Mitigating Project Management Challenges

Integrating Generative AI for Advancing Agile Software Development and Mitigating Project Management Challenges

Compiling Requirements from Models for Early Phase Scope Estimation in Agile Software Development Projects

Inadequate early scope estimation is a common problem in software projects, leading to failures in meeting project requirements. Agile projects usually do not concentrate on a comprehensive requirements analysis and specification before the start of the project, making scope assessment difficult. This paper presents the methodology for facilitating a more accurate early estimation of project scope, based on requirements information gathered in various forms (requirements models and textual descriptions) during the requirements workshop. The requirements from different sources are compiled into one list and reconciled, since they are prepared by a number of participants in the requirements workshop using different notations (UML diagrams, SysML models, Story map) and may have differences in the vocabulary. Reconciliation encompasses the unification of vocabulary, as well as the identification and the removal of overlaps in requirements. The final list of requirements is used to estimate the scope of the project in story points. The estimate can be presented to the client and used as a basis for the project contract. A case study on the application of the proposed methodology is presented, using the animal shelter information system as a development project. It demonstrates that the methodology is viable and can facilitate the gathering of a more extensive set of requirements, thus ensuring a more detailed scope estimation.

An Empirical Study on Impact of Project Management Constraints in Agile Software Development

Goal: The Study aims to investigate the impact of project management constraints in fixed-cost and fixed-scheduled Agile software development contracts using multigroup analysis (MGA) to perform repeated comparisons of parameters across groups of Scrum or Kanban methodologies using structural equation modelling (SEM) Design/Methodology/Approach: A web-based survey is used to collect responses to a questionnaire based on project management constraints for Kanban and Scrum method-based Agile software development projects from people working on projects fixed-cost and fixed-schedule contracts and then analyzed with the help of multi-group analysis using SmartPLS 4.0 Results: Risk management has a mediating effect between project scope, resources, and delivery quality. MGA implied that the Kanban method is better at managing resources and will have a higher impact on the quality of deliverables than the Scrum method. Limitations of the investigation: Evaluating the suitability of various multi-group analysis approaches requires more than just our empirical example using satisfactory data and other project management constraints. Practical implications: The findings of the study suggest that hypothesis testing should be carried out for a distinct model parameter between study groups, whenever they are comparing more than two group. Originality/Value: This study helps in contributing to exploring PLS route modelling by the introduction of the original non-parametric confidence set approach based on a comparison of parameter estimations and bootstrap confidence intervals. The study investigates the impact of several project management constraints on to fixed-cost Agile software development projects.

Advanced Bayesian Network for Task Effort Estimation in Agile Software Development

Effort estimation is always quite a challenge, especially for agile software development projects. This paper describes the process of building a Bayesian network model for effort prediction in agile development. Very few studies have addressed the application of Bayesian networks to assess agile development efforts. Some research has not been validated in practice, and some has been validated on one or two projects. This paper aims to bring the implementation and use of Bayesian networks for effort prediction closer to the practitioners. This process consists of two phases. The Bayesian network model for task effort estimation is constructed and validated in the first phase on real agile projects. A relatively small model showed satisfactory estimation accuracy, but only five output intervals were used. The model was proven to be useful in daily work, but the project manager wanted to obtain more output intervals, although increasing the number of output intervals reduces the prediction accuracy. In the second phase, the focus is on increasing the number of output intervals while maintaining satisfactory accuracy. The advanced model for task effort estimation is developed and tested on real projects of two software firms.

Identifying and Categorizing Challenges in Large-Scale Agile Software Development Projects: Insights from Two Swedish Companies

We conducted a case study to examine the challenges encountered in large-scale agile development (LSAD) within two Swedish software companies. While agile methodologies have proven successful in small and medium-sized projects, their implementation in large-scale software development projects can be problematic. To identify these challenges, we employed thematic analysis, which revealed a total of 26 distinct challenges. These challenges were categorized into three main themes: Processes and practices, Teams, and Organizational-level challenges in LSAD. By recognizing and addressing these challenges, projects operating in similar contexts can synchronize their activities and harness the advantages of agile methodologies at a large scale. The article delves into comprehensive discussions on these challenges, offering valuable insights and directions for future research endeavors.

Identifying and Categorizing Challenges in Large-Scale Agile Software Development Projects: Insights from Two Swedish Companies

We conducted a case study to examine the challenges encountered in large-scale agile development (LSAD) within two Swedish software companies. While agile methodologies have proven successful in small and medium-sized projects, their implementation in large-scale software development projects can be problematic. To identify these challenges, we employed thematic analysis, which revealed a total of 26 distinct challenges. These challenges were categorized into three main themes: Processes and practices, Teams, and Organizational-level challenges in LSAD. By recognizing and addressing these challenges, projects operating in similar contexts can synchronize their activities and harness the advantages of agile methodologies at a large scale. The article delves into comprehensive discussions on these challenges, offering valuable insights and directions for future research endeavors.

When Agility Meets a Project Portfolio: A Study of Success Factors in Large Organisations

The iterative nature of agile methods combined with high levels of team and customer interactions and continuously changing IT and software development project requirements make the management of agile project portfolios very complex. To date, the mechanisms under which project portfolio management adapts to these complexities and achieves portfolio success have not been thoroughly investigated. This study explores the notion of success and its impacting factors in large organisations' portfolios of agile IT and software development projects. Using a multiple case study design, we analysed the agile project portfolios of seven large organisations. We identified four success criteria and 15 success factors and categorised them into a unique agile portfolio success framework. Some of these criteria and factors are unique to agile project portfolios. The framework contributes to agile and project management literature by conceptualising the notion of success in portfolios of agile projects while revealing a set of factors that affect the relationship between an agile portfolio with its subcomponents and the surrounding environment. The framework supports managers and practitioners in large organisations in reflecting on their agility efforts to achieve higher success rates in their agile portfolios.

Enhancing Requirements Change Request Categorization and Prioritization in Agile Software Development Using Analytic Hierarchy Process (AHP)

Software development now relies heavily on agile methods, which call for the efficient administration and prioritization of change requests. In order to improve requirement prioritization using the Analytic Hierarchy Process (AHP) in Agile methods, this study article presents a new framework for classifying software requirements into Small Change Requests (SCRs) and Large Change Requests (LCRs). The paper examines the difficulties associated with requirement prioritization and categorization in Agile settings and offers a methodical system for dividing change requests into categories based on complexity, impact, and timeline. In order to provide a thorough grasp of the project scope and objectives, the framework considers both functional and non-functional needs. A case study containing several Agile software development projects is used to evaluate the performance of the suggested categorization and prioritization model. According to the findings, the combination of SCR and LCR categorization with AHP enables more effective teamwork and greater matching of development goals with partner objectives. The research also shows that the suggested framework's integration into the Agile development process results in a more efficient decision-making process, less time wasted on talks, and improved resource distribution. The model aids in risk mitigation by allowing a methodical and quantifiable approach to requirement prioritization. These risks are related to quick changes in project scope and changing client requirements. By presenting a fresh framework for requirement categorization and prioritization, this study adds to the current discussion on successful requirement management in Agile methods. Agile software development projects become more effective and adaptable overall thanks to the incorporation of AHP, which guarantees a more methodical and objective prioritization process. This study has the potential to greatly improve the administration of shifting needs and user expectations in Agile settings by offering a structured method to classify and rank change requests.

Agile contracting: Managing incentives under uncertain needs

We consider a novel principal–agent model that captures some salient features of an agile software development project. Specifically, the project is technically complex, can be modularized via a set of independent stories which are developed in sprints, and has requirements that can change over time due to exogenous changes in business needs, technologies, or market conditions. In addition, given the iterative nature of agile development, our model also captures and analyzes the interaction between two types of learning effects, namely, viability learning and cost learning, which until our paper have been examined only individually in the literature. Our paper makes the following contributions to the literature: (i) We characterize an optimal contract for the principal in closed‐form and generate managerial insights on how the agent's incentive to work changes, and consequently how the optimal contracting terms offered by the principal change, depending upon the business environment. We show that the interaction between the two learning effects and need‐risk plays an important and yet unexplored role in influencing the dynamics in the optimal contract. (ii) Using the optimal contract as the benchmark, we examine the performance of time‐and‐material contracts that are popularly used in agile projects. (iii) We obtain an optimal contract for precedence‐dependent stories in which one story must be completed before starting another story. Overall, our results provide both prescriptive and qualitative guidance to firms outsourcing agile software development projects.

Generating multiple conceptual models from behavior-driven development scenarios

Researchers have proposed that generating conceptual models automatically from user stories might be useful for agile software development. It is, however, unclear from the state-of-the-art what a consistent and complementary set of models to generate is, how these models can be generated such that relationships and dependencies in a set of related user stories are unveiled, and why these models are useful in agile software development projects. In this paper, we address these questions through a Design Science research study. First, we define four stylized versions of Unified Modeling Language (UML) diagrams (i.e., use case diagram, class diagram, activity diagram, state machine diagram) that will be the target of the model generation. Although these stylized UML diagrams have a reduced abstract syntax, they offer different perspectives on the software system in focus with potential usefulness for requirements and software engineering. Second, we develop an automated model generation approach based on different design artifacts including a Natural Language Processing (NLP) tool that implements our approach. Key to our solution is the use of the Behavior-Driven Development (BDD) scenario template to document user stories. Using an example set of BDD scenarios as source of the model generation, we demonstrate the feasibility of our approach via the NLP tool that implements our approach. Third, we conduct an empirical study with experts in agile software development involving the researcher-guided interactive use of our tool to explore the use of the generated models. This study shows the perceived usefulness of the models that our tool can generate and identifies different uses and benefits of the models for requirements analysis, system design, software implementation, and testing in projects that employ agile methods.

Uses of business process modeling in agile software development projects

Agile methodologies and frameworks are widely used in software development projects because of their support for continuous change and delivery. Agile software development advocates de-prioritizing aspects such as processes and documentation. In traditional software engineering methodologies, however, business process models have been extensively used to support these aspects. Up until now, it is unclear to what extent recommendations to focus on code imply that conceptual modeling should be discontinued.

Explicit Risk Management in Agile Software Projects: Its Relevance and Benefits

Risk management is the systematic process of controlling risks and it is critical to the success of all software development projects. Agile software development methodologies by the inbuilt features utilized, control risks. However, this does not work for all cases of software development projects and supplementary means may need to be applied. This can be addressed by introducing an intentional and formal way of managing risks in the agile environment. Explicit risk management promises numerous benefits if properly implemented.
 This study intends to review and deduce based on the risks identified, the relevance and benefits of formally managing risks in agile software development projects. To achieve the aim of this study, the researcher reviewed risk management procedures in a typical agile setting as well as research that exposed the insufficiency of the inherent risk management process in agile projects and the identified risks. Related research papers from peer-reviewed journals and other reliable sources were reviewed to extract risks that occurred using agile without explicit risks management. The study inferred that some risks do exist that occurred with the introduction and use of the agile method itself. Also, there could be risks that surface when the project size exceeds a limit. Thus, managing risks explicitly will go a long way to address such risks. Consequently, the researcher was able to deduce the relevance and benefits of implementing explicit risk management in an agile software development project.
 This study showed that it is beneficial to incorporate formal risk management procedures in agile software development when mega software projects are being developed. However, to maintain the agility of the agile methods which happens to be a major benefit of the utilization of agile methods, more research is needed to further explore explicit risk management in the agile environment without violating the swiftness in the agile settings.

On the benefits and problems related to using Definition of Done — A survey study

Context:Definition of Done (DoD) is one of the fundamental concepts of Scrum. It expresses a shared view of a Scrum Team on what makes an increment of their product complete. DoDs are often defined as checklists with items being requirements towards software (e.g., quality requirements) or towards activities performed to make the increment shippable (e.g., code reviews, testing). Unfortunately, the knowledge about the usefulness of DoD is still very limited. Objective:The goal is to study what benefits using the DoD practice can bring to an agile project, what problems it may trigger, and how it is created and maintained. Methods:In the survey among members of agile software development projects, 137 practitioners from all over the globe shared their experience with us. Results:93% of the respondents perceive DoD as at least valuable for their ventures. It helps them to make work items complete, assure product quality, and ensure the needed activities are executed. However, they indicated that every second project struggles with infeasible, incorrect, unavailable, or creeping DoD. Conclusions:It follows from the study that DoD is important but not easy to use and more empirical studies are needed to identify best practices in this area.